3. According to Thomas stone “Selection is the process of
differentiating between applicants in order to
indentify and hire those with a greater likelihood of
success on the jobs. ”
5. SelectionSelection
1. It Involves the series of steps by which the
candidates are screened for choosing the
most suitable persons for vacant posts.
2. The basic purpose of selection process is
to choose the right candidate to fill the
various positions in the organisation.
6. 3. Selection is a negative process as it
involves rejection of the unsuitable
candidates.
4. Selection is concerned with
selecting the most suitable candidate
through various interviews and tests.
5. Selection results in a contract of
service between the employer and the
selected employee.
7. Selection Tools
1. Interview
2. Psychometric tests
3. Personality/Attitude Questionnaires
4. Work sample tests
5. Assessment Centres
6. Pin the tail on the donkey
10. • Satan Effect – the poor opinion of the employer of an individual’s
referees is transferred to the individual.
• Anchoring – the tendency to rely too heavily, or "anchor," on a
past reference or on one trait or piece of information when making
decisions (also called "insufficient adjustment").
• Availability heuristic – estimating what is more likely by what is
more available in memory, which is biased toward vivid, unusual,
or emotionally charged examples.
• Confirmation bias – the tendency to search for or interpret
information in a way that confirms one's preconceptions.
• Self-serving bias – the tendency to claim more responsibility for
successes than failures. It may also manifest itself as a tendency for
people to evaluate ambiguous information in a way beneficial to
their interests.
Errors and Biases
11. • Framing effect – drawing different conclusions from the
same information, depending on how that information is
presented.
• Recency bias – a cognitive bias that results from
disproportionate salience of recent stimuli or observations –
the tendency to weigh recent events more than earlier events.
• Stereotyping – expecting a member of a group to have
certain characteristics without having actual information
about that individual.
• Halo effect – the tendency for a person's positive or negative
traits to "spill over" from one area of their personality to
another in others' perceptions of them.
• False memory – a form of misattribution where imagination
is mistaken for a memory.
• Ingroup bias – the tendency for people to give preferential
treatment to others they perceive to be members of their own
groups.
Errors and Biases
15. Validity:
…how well a measure actually assesses the attribute it’s being
used to assess.
The choice of selection method should reflect the level,
context and content of a job.
Does it measure what you think it measures.
This is more familiarly called Construct Validity.
16. Content Validity
Check the operationalization against the relevant
content domain for the related job.
For example, a depression measure should cover
the checklist of depression symptoms.
The contents of the selection method should be
relevant to the job.
17. Criteria-Related Validity
Check the performance of selection method
against some criterion.
The selection method should explore what it sets
out to explore.
In criterion-related validity, a prediction is made
about how the operationalization will perform
based on our theory of the construct.
18. Face Validity
“On its face" does it seems like a good translation of
the construct.
Weak Version: If you read it does it appear to ask
questions directed at the concept.
Strong Version: If experts in that domain assess it, they
conclude it measures that domain.
Impact Validity
Used method and its results should be accepted both by
the candidates and selectors and experience the same
impact.
19. Construct Validity
The selection method , activities and instruments
should test aspects of behaviour that are meaningful
in the context of the job.
Reliable Validity
Selection method should consistently explore and
predict performance against the criteria it is designed
to examine.
20. Factors influencing Validity
The behaviour and role of the assessors.
The number of the assessors.
Obtrusiveness
The degree of involvement.
21. Possible Steps
Record Induction
Analysis & Decision
Medical
Second Interview
Reference Checks
Psychometric & WS tests
Initial interview
Application form / CV
22. Definition:
“An interview is a formal conversation between two
or more persons, especially arranged for the assessment
of qualifications and skills of the applicant.”
24. Advantages
Interviewee feels comfortable
Interviewer can get detailed information about
applicant.
No significant time delay between questions and
answers.
Detailed information about candidate’s feelings,
perceptions etc.
Pre-set questions.
25. Disadvantages
Only one person has opportunity to hire best
candidate
Observing and questioning simultaneously is not
easy
Candidate’s abilities can not be judged by one person
Chances of discrimination
26. Informal Interviews
“These are discussions between candidate
and one or more interviewers, who
feed their perception to final interview panel.”
No pre-set questions.
These are without proper format.
Also called non-directive or unstructured.
27. Advantages
It is more like a conversation and the interviewee is
relaxed.
Permits full exploration of ideas and beliefs.
It helps to find person-organization fit.
Discussion can be on broad range of topics.
28. Disadvantages
Final decision is not clear to candidate.
It requires great amount of time.
It takes time for the interviewer to gain trust and
build rapport with interviewee.
The respondent is too much in control.
29. Panel Interviews
“In this an applicant is interviewed by group of
interviewers or multiple applicants with multiple
interviewers.”
30. Advantages
Less personal interaction and more objective.
More valid and job related..
Assessment about candidate is more accurate.
Disadvantages
More time consuming.
Different interviewer set different criteria.
No in depth detail about applicant.
31. How Panel Interviews can be
improved?
Structured Interviews
Criterion-based Interviews
Focused Interviews
Behavioral Interviews
Situational Interviews
Final Interviews
32. Structured Activities
“These are used to explore areas of knowledge and skills
which are not possible in interviews.”
These include:
Work Samples
Tests
Presentations
In Trays
Case Studies
Problems
Group Discussions
33. Work Samples
“Work sample’ is a method of testing ability by
giving the candidates a sample of typical work to
do and evaluating their performance.”
Sample should be relevant with job
Sample should reflect content, level and context of
job
34. Tests
“Used to explore current knowledge and skills.”
Examples:
Job-knowledge tests
Hands-on performance tests
Situational judgments tests
35. Presentations can be used in a variety of ways depending on how they
relate to the job description and the normal working practices expected
of the post.
Example for a post which is required to respond to a committee or the
public in a very short timescale given a few facts, candidates could be
asked to simply arrive early to the interview, be quickly briefed and given
half an hour to prepare a 5 minute presentation, and deliver it orally with
no supports
Presentations are frequently used as a selection tool, particularly in
senior jobs.
In assessing presentations, it is important to have the decision based on
the criteria against which each candidate will be marked.
36. In tray activities should compromise a collection of letters
,memos,messages,fliers and so on.
“In tray” exercises, where a candidate is given a list of tasks that the
role holder might face in an average day, and asked to priorities them
appropriately.
Drafting a response to a letter or email, to demonstrate both attention
to detail, interpersonal/written skills, and ability to use initiative.
The in tray can be rated on the bases of the written replies and notes.
37. As with presentations, case studies can be a valuable way of assessing
candidates' knowledge of a particular subject area, and their likely
approach to handling a particular situation.
This selection method is sometimes used for candidates for
managerial posts, or for posts requiring knowledge of specific
procedures, regulations or legislation.
It is used to explore candidates abilities in decision making processes
i.e. Either abilities to investigate and resolve problems.
Example a paper an argued case making proposals or a brief
executive summary. The report can also be used as a basis for
presentation to an audiences.
38. Candidates are given a topic or a role-play exercise and are invited to discuss
the topic or role-play in a group.
During the discussion/role play, observers who are looking for specific
attributes award marks to each candidate.
This of course means that you may need four or more candidates to make
this a meaningful exercise and enough people to mark the candidates properly.
The group discussion may b used as
1. To develop a nucleus of leadership for community service or informal
education.
2.To identify, explore and seek solutions for problems and to develop plans of
action.
3.To change attitudes through discussion and the examination of information.
39. 1. Group discussion permits full participation.
2. It can establish consensus democratically.
3. It pools the abilities, knowledge and experience of all to
reach a common goal.
Limitations
1. Group discussion is time-consuming, particularly if the
group includes people of widely different backgrounds.
2. A bossy leader or a few members may dominate the
discussion.
40. Visits
Social events
Visits
It is the place where post is based and allow candidates to meet future
colleagues in their work place.
The nature of the work site and the job also influence what can be shown
during a visit.
Example A trip round an ordinary office can achieve little more than
showing candidates. One way of giving such visits more purpose & asking
candidates to perform them in the office.
Visits to laboratories, workshops & other specialists could involve detailed
explanation of equipment, machinery processes and so on.
41. The CSS Board was famous for its assessment of dinner
table behavior.
If there is a wish to expose candidates to a social events &
give them opportunity to interact with other people.
The selectors need to be clear what role they & the
participants are to play in the final decisions.
42. Psychometric Tests
Psychometric tests include a wide array of evaluation
tools that measure one's knowledge, abilities and
personality.
More and more companies are using psychometric
tests when making recruitment and promotion
decisions.
43. Psychometric Tests
A behavioral psychological section which includes
competency based interviews, personality questionnaires,
and assessment centre exercises such as group exercises,
role play exercises, situational judgment tests, , written
exercises, case studies and more
Improve your intellectual capacity with scientific brain games
and tests
44. Advantages
Help ensure fully informed decisions for
recruitment and promotion
Help individuals better understand themselves
Gain accurate results that cannot be ‘faked’
Gain objective results and compare individuals
fairly
47. Cognitive ability tests
It explore mental skills rather than physical e.g.
Intelligence
It can explore numercy, cognitive skills, general
intelligence and different levels
48. People who score well are more
likely to:
Develop greater job knowledge
Make effective decisions
Reason and problem solving
Respond to new /complex situations
49. Aptitude and Ability Tests
Aptitude and ability tests can be classified as speed
tests or power tests.
In speed tests the questions are relatively
straightforward and the test is concerned with how
many questions you can answer correctly in the
allotted time. Speed tests tend to be used in selection
at the administrative and clerical level.
A power test on the other hand will present a smaller
number of more complex questions. Power tests tend
to be used more at the professional or managerial
level.
51. Ability Tests
Verbal Ability Includes spelling, grammar, ability to
understand analogies and follow detailed written instructions.
Numeric Ability Includes basic arithmetic, number sequences
and simple mathematics. In management level tests you will
often be presented with charts and graphs that need to be
interpreted.
Abstract reasoning ability is believed to be the best indicator of
fluid intelligence and your ability to learn new things quickly
these questions appear in most general aptitude tests
52. Ability Tests Continued
Spatial Ability Measures your ability to manipulate shapes in two dimensions
or to visualize three-dimensional objects presented as two-dimensional
pictures.
Mechanical reasoning questions are used to select for a wide range of jobs
including the military (Armed Services Vocational Aptitude Battery), police
forces, fire services, as well as many craft, technical and engineering
occupations.
Data Checking Measure how quickly and accurately errors can be detected in
data and are used to select candidates for clerical and data input jobs
Work Sample Involves a sample of the work that you will be expected do.
These types of test can be very broad ranging. They may involve exercises
using a word processor or spreadsheet if the job is administrative or they may
include giving a presentation or in-tray exercises if the job is management or
supervisory level.
53. Personality Questionnaires
Measurement of personality and assess the fit of an individual's personality to the
job and organization
Competition for good jobs is fierce. You need to know what employers are
looking for and how your personality measures up to it. Learn how to
dramatically improve your score and frame your answers to get the job you
want.
There are only three questions the employer really has to answer during the
selection process:
54. References
The use of references has low predictive validity in the
selection process, they do have a value, and this value
is maximized if account is taken of their weaknesses:
The referee’s ability to wrote references
The referee’s abilities to assess candidates against the
job requirements
The referee’s relationship with the candidate
The assessor’s abilities or tendency to read between
the lines
55. Advantages
The Strengths of references are:
The opportunity to check the accuracy of some of the
statements made on the application form
The double check on the assessor’s reading of the
individual candidate
56. The Selection Decision Matrix
The final selection decision, as with any decision, can
only be made by the humans involved.
The selection process, in its entirely, consists of a
number of phases each generating information
The factual information provided by the candidates
both in their application and as a result of their
behavior
The evidence experienced by the selectors what they
have seen, heard or felt about the candidates
The information given to assessors by others e.g. other
assessors, referees and observers
57. The Selection Decision Matrix
Information can be formulized via a matrix and this
focuses selectors attention on the criteria to be
matched and away from personal preferences and
biases
The criteria from the person specification and the
separate activities in the selection process
Cells can be marked to indicate that a particular
selection activity is expected to explore a particular
skill.
58. The Selection Decision Matrix
Criteria Application
Form
Focused
Discussion
Reference Case Study Final
interview
Attainment
Degree
Experience
supervisory
Research
Skills
Communications
Decision Making
Aptitudes
Team working
Resourceful
Circumstances
TOTAL
ASSESSMENT
