staffing heneman book chapter no 9

2. GROUP “A”
MBA 5TH MORNING
• GROUP LEADER:
• FAREEHA ZANIB (4340)
• GROUP MEMBERS:
• SHAHBAAZ AHMED ()
• SAMAN KHAN (4355)
• SAMEENA RIAZ ()
• SUNDAS KHAN (4356)

3. CHAPTER EIGHT
EXTERNAL SELECTION 1

4. EXTERNAL SELECTION
• External selection refers to the assessment
and evaluation of external job applicants.
• A variety of different assessment methods
are used.

5. EXTERNAL SELECTION METHODS
 Preliminary Issues
 The Logic of Prediction
 The Nature of Predictors
 Development of the Selection Plan
 Selection Sequence
 Initial Assessment Methods
 Résumé's and Cover Letters
 Application Blanks
 Biographical Information
 Reference and Background Checks
 Handwriting Analysis
 Literacy Testing
 Genetic Screening
 Initial Interview
 Choice of Initial Assessment Methods

6. PRELIMINARY ISSUES
 Many times, selection is equated with one event,
namely, the interview.
 Selection is a process rather than an event.
 For the best possible match to be achieved, a series
of well-thought-out logical activities/steps need to
take place.
 Actual implementation of the logic of prediction
requires that predictors must be chosen through
development of a selection plan.
 Implementation also requires:
 Creation of a selection sequence, which is an
orderly flow of people through the stages of
o Applicant,
o Candidate,
o Finalist,
o Offer receiver.
APPLICANT
CANDID
ATE
FINALIST
OFFER
RECIEVER

7. The Logic of Prediction
KSAOs
MOTIVATION
IDENTIFIED
ASSESSED
EVALUATED
QUALIFICATION
NEW JOBS
AND
SITUATIONS
Qualifications are then used
to predict how successful the
person is likely to be in
That new situation or job
regarding the HR outcomes.
PAST JOB
NO JOB
CURRENT
JOB
The logic of prediction shown in Exhibit demonstrates how critical it is to
carefully scrutinize the applicant’s past situation when making selection
decisions.

8. The Nature of Predictors
 There are different types of predictors used in
external selection ranging from interviews to genetic
screening.
 They all differ from one another in terms of content
and form.

9. The nature of predictors (cont..)
• CONTENT:
• every thing which is inside in some thing.
• Information
• Experience
• KSAOS etc
• That is the object which is being assessed
with a predictor varies considerably and
may range from a sign to a sample to a
criterion.
• A sign is a predisposition to a person
who is thought to relate to performance
on the job.
• A sample is closer than a sign to actual
on-the-job results.

10. The nature of prediction (cont..)
• Forms:
The form or design of the predictor may vary
along several different lines.
1. Speed versus Power.
 speed
A person’s score on some predictors is based
on the number of responses completed
within a certain time frame.
 Power:
A power test, on the other hand, presents
individuals with items of increasing difficulty.
A speed test is used when speed of work is an important part of the job, and a
power test is used when the correctness of the response is essential to the job.

11. The nature of prediction (cont..)
• Paper and pencil versus performance.
• Paper-and pencil:
 Applicants are required to fill out a form,
write an answer, or complete multiple choice
items.
 Frequently used when psychological abilities are
required to perform the job;
• Performance tests:
 The applicant is asked to manipulate an
object or equipment.
 Used when physical and social skills are required to
perform the job.

12. The nature of prediction (cont..)
 Objective versus Essay.
 objective
 An objective paper-and-pencil
predictor is one in which multiple
choice questions or true/false
questions are used.
 These tests should be used to
measure specific knowledge in
specific areas.
 Essay
 a written answer is required of the
respondent.
 Essays are best used to assess written
communication, problem-solving, and
analytical skills.

13. The nature of prediction (cont..)
 Oral versus Written versus Computer.
 Responses to predictor questions can be
spoken, written, or entered into the computer.
 As with all predictors, the appropriate form
depends on the nature of the job.
 If the job requires a high level of verbal skill,
then oral responses should be solicited.
 If the job requires a large amount of writing,
then written responses should be required.
 If the job requires constant interaction with
the computer, then applicants should enter
their responses into the computer.

14. Development of the Selection Plan
 PURPOSE:
 To translate the results of a job analysis into the actual
predictors to be used for selection, a selection plan must be
developed.
 USES:
 A selection plan describes which predictor(s) will be used to
assess the KSAOs required to perform the job.
 METHOD FOR DEVELOPING PLAN:
 In order to establish a selection plan, three steps are followed.
 First, a listing of KSAOs is written in the left-hand column.
 Second, for each KSAO, a “yes” or “no” is written to show whether this
KSAO needs to be assessed in the selection process.
 Third, possible methods of assessment are listed for the required
KSAOs, and the specific method to be used for each of these KSAOs is
then indicated.

15. Major KSAO Category Necessary for
Selection?
(Y/N)
Method of Assessment
WP CT DB LTR TEF ML EM TM INTERVIEW
1. Ability to follow oral directions/ listening skills Y X X X
2. Ability to read and understand manuals/guidelines Y X X X X X X
3. Ability to perform basic arithmetic operations Y X X X
4. Ability to organize Y X X
5. Judgments/priority setting/decision making ability Y X
6. Oral communication skills Y X
7. Written communication skills Y X X X X
8. Interpersonal skills Y X
9. Typing skills Y X X X
10. Knowledge of word processing, graphics,
database, and spreadsheet software
Y X X X X X
11. Knowledge of company policies and procedures N
12. Knowledge of basic personal computer
operations
Y X X X X X X X
13. Knowledge of how to use basic office machines N
14. Flexibility in dealing with changing job demands Y X X X
15. Knowledge of computer software Y X X X X X X
16. Ability to attend to detail and accuracy Y X X X X X X X X

16. Selection Sequence
• Usually, a series of decisions is
made about job applicants before
they are selected.
• The first decision that is reached is
whether initial applicants who have
applied for the job become
candidates or are rejected.
• The second decision made is which
candidates become finalists.
• The third decision made is which
finalist receives the actual job offer.
• Finally, some offer receivers
become new hires when they
decide to join the organization.

17. INITIAL ASSESSMENT METHODS
• These methods are also referred to as pre employment inquiries
and are used to minimize the costs associated with substantive
assessment methods by reducing the number of people assessed.
• Predictors typically used to screen candidates from applicants
include:
• application blanks,
• biographical information,
• reference reports,
• handwriting analysis,
• literacy testing,
• genetic screening, and
• initial interviews
• Using meta-analysis results, the average validity (i.e., r¯) of each
method is also provided if possible. Then, a general evaluation will
be presented to help guide decisions about which initial assessment
methods to use.

18. Résumés' and Cover Letters
• The first introduction of the applicant to the organization
• This introduction is controlled by the applicant as to the
amount, type, and accuracy of information provided.
• It need to be verified with other predictors, such as
application blanks, to ensure that there is accurate and
complete data across all job applicants.
• It is very difficult for many organizations to store resumes
for any extended period of time and read them accurately.
• Fortunately, the computer has resolved this issue.
• Hundreds of large companies currently use re´sume´-
tracking software.

19. Résumés' and Cover Letters(cont)
• Information provided is controlled by applicant
– Information needs to be verified by other predictors to
ensure accuracy and completeness
• Major issues
– Large number received by organizations
– Falsification and misrepresentation of information
• Lack of research exists related to
– Validity or reliability
– Costs
– Adverse impact

20. Résumés' and Cover Letters(cont)
• the most common misleading information put on
résumé's is:
 Inflated titles
 Inaccurate dates to cover up job hopping or
employment gaps
 Half-finished degrees, inflated education, or
“purchased” degrees
 Inflated salaries
 Inflated accomplishments
 Outright lies with regard to roles and responsibilities

21. Overview of Application Blanks
• Areas covered
– Educational experience
– Training
– Job experience
• Key advantage -- Organization dictates information
provided
• Major issue -- Information requested should
– Be critical to job success and
– Reflect KSAOs relevant to job
• Sample application blank - Exh. 8.4

23. Application Blanks
• Areas of special interest
– Educational requirements
• Level of education
• GPA
• Quality of school
• Major field of study
• Extracurricular activities
– Training and experience requirements
– Licensing, certification, and job knowledge
• Weighted application blanks
• Evaluation --> ŕ = .10 to ŕ = .20

24. Biographical Information / Bio data
• Personal history information of
applicant’s background and interests
– “Best predictor of future behavior is
past behavior”
– Past behaviors may reflect ability or
motivation
• Measures
– Ex.. 8.5: Examples of Bio data Items
• Bio data compared with background
checks
– Background check
• examines an applicant’s
background
• conducted through records
checks and conversations with
references
– Bio data
• used to predict future
performance
• information is collected by
survey

26. Evaluation: Biographical
Information / Bio data
• Test-retest reliability can be high:
.77 to .90
• Predictive validity moderate:
• r = .32 to .37
• Issues
– Generalize ability beyond first
group?
– Although predictive validity
exists, it is not clear
what these inventories assess
– Falsification can be a big
problem

27. Reference Reports:
Letters of Recommendation
• Problems
– Inability to discern more-qualified from
less-qualified applicants
– Lack of standardization
• Suggestions to improve credibility
– Use a structured form
– Use a standardized scoring key

29. Reference Reports: Reference Checks
• Approach involves verifying
applicant’s background via contact
with
– Prior immediate supervisor(s) or
– HR department of current of previous
companies
• Roughly 8 of 10 companies conduct
reference checks
• Problems
– Same as problems with letters of
recommendation
– Reluctance of companies to provide
requested information due to legal
concerns
• Exh. 8.7: Sample Reference Check

31. Reference Reports: Background
Testing
• Method involves assessing reliability of applicants’ behavior,
integrity, and personal adjustment
• Type of information requested
– Criminal history
– Credit information
– Educational history
– Employment verification
– Driver license histories
– Workers’ compensation claims
• Key issues
– Limited validity evidence
– Legal constraints on pre-employment inquiries

32. Evaluation of Reference Reports
• Predictive validity limited: r = .16 to .26
• Validity depends on source providing
information
– HR department, coworker, or relative
– Supervisors
– What sources do you think work best?
• Cost vs. benefit of approach must be
considered

33. 1. Handwriting Analysis;
• An extremely distant sign of job performance is handwriting
analysis or graphology.
• This type of analysis is used to predict employee performance.
• Handwriting analysis is an effective and reliable indicator of
personality and behaviour, and so is a useful tool for many
organizational processes, for example: recruitment, interviewing
and selection, team-building, counselling, and career-planning.
• In fact, graphology is widely used in western Europe (particularly
France and Switzerland )
• While he process of obtaining handwriting samples
from applicants is virtually costless, the process of analyzing the
samples is
not.
• The theory behind graphology as a selection device is that
handwriting is a measure of personality.

34. Handwriting Analysis; (cont..)
• Advantage:
• One of the very few advantages of this
predictor over other predictors measuring
personality is that it is difficult to fake.
• Disadvantage
• The problem with this approach is that the
link between handwriting, personality, and
HR outcomes is tenuous at best. One
would expect to find virtually no
relationship between handwriting analysis
and a distant outcome such as job
performance and, in fact, that is exactly
what has
been found.

35. 2 . Literacy Testing;
• Most jobs require that employees
possess reading and writing skills.
• In some jobs, the need for these skills is
obvious.
• In others, though the need is not
obvious,
these skills are nevertheless critical to
successful on-the-job performance.
• Historically, this was not a selection
issue in industries where people’s
physical skills were much more
important than their mental skills.
• Today, all that has changed.

36. LITERACY TEST (CONT..)

37. Genetic screening
 Done to screen out people who are
susceptible to certain diseases (e.g., sickle
cell anemia) due to exposure to toxic
substances at work
 Genetic screening is not widespread,
companies such as Du Pont and Dow
Chemical experimented with it to protect
their employees
 Court decisions have ruled that genetic
screening is prohibited under the
Americans With Disabilities Act (ADA)
 genetic testing is permissible only when
consent has been granted by the applicant or
when test results directly bear on an applicant’s
ability to perform the job

38. Initial Interview
Characteristics
Begins process of necessary
differentiation
Purpose -- Screen out most
obvious cases of person / job
mismatches
Limitation -- Most expensive
method
of initial assessment
Video and computer interviews
Offers cost savings

40. Video and computer interviews
 Video based interviews
 link the applicant and recruiter via
remote video access.
 Advantage: they can dramatically
lower the cost of initial interviews.
 Disadvantage:a disadvantage of
these interviews is that they do
not permit face-to-face contact.
 Computer based interviews
 utilize software that asks
applicants questions
 presents realistic scenarios
 It can even track how long it takes
an applicant to answer each
question.

41. Evaluation of Initial Interview
• Minimal evidence exists
regarding usefulness
• Guidelines to enhance
usefulness
– Ask questions assessing most
basic KSAOs
– Stick to basic, fundamental
questions suitable for making
rough cuts rather than
subjective questions
– Keep interviews brief
– Ask same questions of all
applicants

42. Choice of Initial Assessment Methods
• Criteria
– Use
– Cost
– Reliability
– Validity
– Utility
– Applicant reactions
– Adverse impact
• Education level
• GPA
• Quality of school
• Major field
• Extracurricular activity
• Training & experience
• Licensing/certification
• Weighted app. Blanks
• Bio data
• Letters of recommendation
• Background checks
• Resumes, cover letters
• Initial interview
• Genetic screening