Selection decisions

1. SELECTION
DECISIONS

2. SELECTION
A PROCESS OF CHOOSING FROM A POOL
OF CANDIDATES THE PERSONS WHO ARE
MOST LIKELY TO MEET THE CRITERIA OF
THE JOB
PURPOSE:
 MATCHES PEOPLE WITH JOBS
 PREDICTS FUTURE SUCCESS ON THE JOB

3. GOAL OF SELECTION: MAXIMIZE “HITS”

4. SELECTION PROCESS STEPS

5. KEY SELECTION METHODS
Methods
A.
Experience
Measures
B.
Tests
C.
Interview

6. EXPERIENCE MEASURES
 TRADITIONAL APPLICATION - USED TO OBTAIN
INFORMATION ABOUT THE PERSON, USUALLY CV
 WEIGHTED APPLICATION – CHARACTERISTICS
ABOUT THE PERSON ARE LOGGED AND SCORED
AGAINST CRITERIA
 EXPERIENCE OR ACCOMPLISHMENT QUESTIONNAIRE
– ASSESS PAST EXPERIENCE THAT ARE DESIRABLE
FOR PRESENT JOB
 REFERENCES & BACKGROUND CHECKS - REFERENCE
INFORMATION FROM PAST EMPLOYERS

7. TESTS
 ABILITY/APTITUDE TESTS - MEASURE GENERAL INTELLIGENCE AND
MAJOR SUB-TRAITS SUCH AS VERBAL REASONING, READING
COMPREHENSION, AND MATHEMATICAL REASONING.
 KNOWLEDGE-SKILL TESTS/WORK SAMPLE TESTS -DEVELOPED TO
DIRECTLY ASSESS SPECIFIC JOB KNOWLEDGE AND SKILL.
 PERSONALITY INVENTORIES – GENERALLY VALID TOOLS TO MEASURE
PERSONAL TRAITS
 HONESTY-INTEGRITY TESTS – OBJECTIVE OR SUBJECTIVE
PAPER/PENCIL OR INTERVIEW QUESTIONING
 MEDICAL TESTS – BIOCHEMICAL MARKERS
 MANAGEMENT ASSESSMENT CENTER (MAC) – USEFUL FOR
MANAGERIAL JOB

8. INTERVIEW
 UNSTRUCTURED - QUESTIONS ARE GENERAL AND COULD
BE APPLIED TO ANY JOB
 STRUCTURED - A JOB INTERVIEW BASED ON A THOROUGH
JOB ANALYSIS
 BEHAVIOURAL – REACHES BEYOND WHAT A PERSON CAN
DO TO DETERMINE WHAT A PERSON WILL DO IN A GIVEN
SITUATION
 STAR PROCESS – SITUATION, TASK, ACTION, RESULT
REQUIRES CANDIDATE TO CONVEY A REAL-LIFE EVENT
AND HOW THEY MANAGED IT. POWERFUL WAY TO FRAME
THE EXPERIENCE & ACCOMPLISHMENT.

9. EXAMPLES OF INTERVIEW
QUESTIONS
Type Example
Situational
(how to respond in
particular situation)
Job Knowledge
(test basic
knowledge needed
to perform job)
Worker requirement
(willingness to
perform under
prevailing job
condition)
You’re packing things into your car and getting
ready for your family vacation when it hits you
that you promised to meet a client this morning.
You didn’t pencil the meeting into your calendar
and it slipped your mind until just now. What
do you do?
What is the correct procedure for determining the
appropriate oven temperature when running a new
batch of steel?
Some periods are extremely busy in our business.
What are your feelings about working overtime?

10. THE STAR PROCESS

11. PERCENTAGE OF COMPANIES USING
TOOLS/TESTS FOR SELECTION
0% 20% 40% 60% 80% 100%
Interview
Aptitude
Personality
Work Sample
Assessment Centre
Biographical Interest Bank
Interest Inventory
Weighted Application Blank
Honesty
Graphology

12. EFFECTIVENESS OF SELECTION METHODS
Method Validity Cost Reaction
Application blank Low Low Neutral
Weighted application High High Neutral
Reference letters Low Low Positive
Cognitive ability tests High Low Negative
Job knowledge tests High High Positive
Work sample tests High High Positive
Assessment centers High High Positive
Interviews (unstructured) Low Low Negative
Interviews (situational) High High Positive

13. CHOICE OF SELECTION
METHODS
The method provides reliable information.
The method provides valid information.
The information can be generalized to apply to the
candidates.
The method offers high utility.
The selection criteria are legal.

14. SELECTION APPROACHES
1. SINGLE PREDICTOR/METHOD APPROACH: USE OF
ONE METHOD
2. MULTIPLE PREDICTOR/METHOD APPROACH: USE OF
MORE THAN ONE METHODS
a. COMPENSATORY/ COMPREHENSIVE
• SELECTION BASED ON AGGREGATE
PERFORMANCE ON SELECTION TESTS
• USEFUL: SMALL NUMBER AND FEW TESTS
b. MULTIPLE HURDLE/ DISCRETE
• SCREENING OF CANDIDATES AT EACH STEP
• USEFUL: LARGE NUMBER AND LONG SELECTION
PROCESS
c. HYBRID
• COMBINATION OF BOTH

15. IMPORTANCE OF CAREFUL
RECRUITMENT & SELECTION
• EVALUATE, HIRE, AND PLACE JOB APPLICANTS IN
THE BEST INTERESTS OF BOTH ORGANIZATION &
INDIVIDUAL
• HIGH PERFORMANCE OF EMPLOYEES FROM THE
BEGINNING
• HIGH COSTS OF RECRUITMENT & HIRING (COST,
INDUCTION AND TRAINING/DEVELOPMENT
COST, LABOR TURNOVER COST)
• COSTLY LEGAL IMPLICATIONS OF INCOMPETENT
HIRING (NEGLIGENT HIRING LITIGATION)

16. COST OF RECRUITMENT &
SELECTION

17. SOCIALIZATION

18. SOCIALIZATION
• A PROCESS OF FACILITATING ADAPTATION
AND ADJUSTMENT TO NEW ENVIRONMENT FOR
NEW ORGANIZATIONAL MEMBERS
• ASSUMPTIONS
• INFLUENCES PERFORMANCE AND STABILITY
• NEW EMPLOYEES SUFFER FROM ANXIETY
• TAKES PLACE ANYWAY
• PLANNED APPROACH LEADS TO ADOPTION OF DESIRABLE
BEHAVIORS

19. SOCIALIZING NEW EMPLOYEES
Pre-arrival
Expectations
Attitudes
Perceptions
Encounter
If similar,
reaffirmation
If not, socialization
to detach from
past
Total
disillusionment -
resignation
Meta-
morphosis
Outcomes
Productivity
Commitment
Turnover