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Employee Selection

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SELECTION
Selection
• The process of choosing from a group of
applicants the individual best suited for a
particular position and an organization
• Goal of the selection process is to
properly match people with jobs and the
organization
• Individuals overqualified, underqualified,
or do not fit either the job or the
organization’s culture, will probably leave
the firm
Environmental Factors Affecting
the Selection Process
• Legal considerations
• Decision making speed
• Organizational
hierarchy
• Applicant pool
• Type of organization
• Probationary period
Legal Considerations
• Human resource management is
greatly influenced by legislation,
executive orders, and court
decisions
• Hiring managers must have
extensive knowledge of the legal
aspects of selection
Speed of Decision Making
• At times, speed is crucial and a few
phone calls and two brief interviews
may constitute the entire selection
procedure
• Conducting a national search to select
a chief executive officer may take
months
• In bureaucracies, the selection
process often requires a considerable
amount of time
Organizational Hierarchy
• Extensive background checks and
interviewing are conducted for the
executive position
• An applicant for a clerical position
would most likely take a word
processing test and perhaps have
a short employment interview

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Employee Selection

  • 2. Selection • The process of choosing from a group of applicants the individual best suited for a particular position and an organization • Goal of the selection process is to properly match people with jobs and the organization • Individuals overqualified, underqualified, or do not fit either the job or the organization’s culture, will probably leave the firm
  • 3. Environmental Factors Affecting the Selection Process • Legal considerations • Decision making speed • Organizational hierarchy • Applicant pool • Type of organization • Probationary period
  • 4. Legal Considerations • Human resource management is greatly influenced by legislation, executive orders, and court decisions • Hiring managers must have extensive knowledge of the legal aspects of selection
  • 5. Speed of Decision Making • At times, speed is crucial and a few phone calls and two brief interviews may constitute the entire selection procedure • Conducting a national search to select a chief executive officer may take months • In bureaucracies, the selection process often requires a considerable amount of time
  • 6. Organizational Hierarchy • Extensive background checks and interviewing are conducted for the executive position • An applicant for a clerical position would most likely take a word processing test and perhaps have a short employment interview
  • 7. Applicant Pool • Selection Ratio - The number of people hired for a particular job compared to the individuals in the applicant pool • A selection ratio of 1:10 indicates that there is only one applicant hired out of 10 applicants. • The common rule selection ratio is 1:3 i.e. to hire 1 person the pool of candidates should be 3.
  • 8. Type of Organization • Prospective employees in private sector are screened with regard to how they can help achieve profit goals • Government civil service systems typically identify qualified applicants through competitive examinations • Individuals being considered for positions in non-profit organizations must not only be qualified but also dedicated to this type work
  • 9. Probationary Period • Practice may be to check on the validity of the process. • If an individual can successfully perform the job during the probationary period, other selection tools are not needed
  • 10. The Selection Process • Review Applications/ Short-listing • Preliminary interviews • Selection tests • Employment interviews • Reference and background checks • Selection decision • Physical examination
  • 11. Review of Applications • Each person completes an application to determine if there is a match between individual and the position • Essential information included and presented in a standardized format • Certification that everything on the form is true • Checking of Qualification/ training/ job experience/ reference etc.
  • 12. Preliminary Interview • Removes obviously unqualified individuals • Ask a few straightforward questions • May qualify to work in other open positions • Telephone interviews • Videotaped interviews • Computer interviews
  • 13. Advantages of Selection Tests • Reliable and accurate means of selecting qualified candidates • Identify attitudes and job-related skills • Deficiencies in other techniques
  • 14. Choose the Tests – Psychological – Intellectual – Technical – Aptitude – Interest inventories – Clerical skills test – Service ability tests – Management aptitude test – Team skills test – Sales ability test Available tests include:
  • 15. Psychomotor Abilities Tests • Strength • Coordination
  • 16. Job Knowledge Tests • Measure a candidate's knowledge of the duties of the position for which he or she is applying.
  • 17. Work-Sample (Simulation) • Tests that require an applicant to perform a task or set of tasks representative of the job • Such tests by their nature are job related • Produces a high predictive validity, reduces adverse impact, and is more acceptable to applicants
  • 18. Vocational Interests • Indicate the occupation in which a person is most interested and is most likely to be satisfied with
  • 19. Personality Tests • Traits • Temperaments • Dispositions (Nature/Character)
  • 20. Genetic Testing • Determines whether a person carries the gene transformation for certain diseases, including heart disease, Hypertension, cancer TB etc.
  • 22. The Employment Interview Goal-oriented conversation in which interviewer and applicant exchange information
  • 23. The Employment Interview Basic Rules –Interview planning –Content of the interview
  • 24. Interview Planning • Compare application and resume with job requirements • Develop questions related to qualities sought • Step-by-step plan to present position, company, division, and department • Determine how to ask for examples of past applicant behavior, not what future behavior might be
  • 25. Content of the Interview • Occupational experience • Academic achievement • Interpersonal skills • Personal qualities • Organizational fit • Candidate’s objectives
  • 26. Types of Interviews • Unstructured (nondirective) • Structured (directive or patterned) • Behavior Description
  • 27. Unstructured (Nondirective) Interview • Asks probing, open-ended questions • Encourages applicant to do much of the talking • Often time-consuming • Different information from different candidates • Potential legal woes
  • 28. Structured (Directive) Interview • Situational questions • Job knowledge questions • Job-sample simulation questions • Worker requirements questions
  • 29. Behavior Description Interview • Find knowledge, skills, abilities and behaviors (STAR) important for job success • Determine which behavioral questions to ask about particular job to elicit desired behaviors • Develop structured format tailored for each job • Set benchmark responses - examples of good, average and bad answers • Train interviewers
  • 30. Methods of Interviewing • One-on-one interview - Applicant meets one-on-one with an interviewer • Group interview - Several applicants interact in the presence of one or more company representatives • Board interview - Several of the firm’s representatives interview one candidate • Stress interview - Anxiety is intentionally created • Realistic job previews - Job information is conveyed to the applicant in an unbiased manner
  • 31. Potential Interviewing Problems • Inappropriate questions • Premature judgments • Interviewer domination • Inconsistent questions • Central tendency
  • 32. Potential Interviewing Problems (Continued) • Halo error – like me tendency • Interviewer bias • Lack of training • Nonverbal communication
  • 33. Assessment Centers • Candidates subjected to exercises that simulate actual job tasks • In-basket exercises • Management games • Leaderless discussion groups • Mock interviews • Measures candidates’ skills in prioritizing, delegating and decision- making
  • 34. Personal Reference Checks • Provides additional insight into applicant information • Verification of accuracy • Applicant often required to provide names of several references • More emphasis on previous employment investigations
  • 35. Professional References and Background Investigations • Previous employment • Education verification • Personal reference check • Criminal history • Driving record • Civil litigation • Workers’ compensation history • Credit history • Social security number verification
  • 36. Negligent Hiring and Retention • Negligent Hiring - Liability incurs when no reasonable investigation of applicant’s background is made and potentially dangerous person is assigned to the position where he or she can inflict harm • Negligent Retention - Keeping persons on payroll whose records indicate strong potential for wrongdoing
  • 37. The Selection Decision • Most critical step of all • Person whose qualifications (knowledge, skills, competence) most closely conform to the requirements of the open position should be selected
  • 38. Physical Examination • Determine whether applicant is physically capable of working – Medical Examination – Fitness Certificate
  • 39. Notification to Candidates • Results should be made known to candidates as soon as possible • Delay may result in firm losing prime candidate • Unsuccessful candidates should also be promptly notified