The document discusses the employee selection process, including defining the steps as job analysis, identifying job requirements, selecting assessment methods, evaluating reliability and validity, and using assessments to evaluate applicants. It also covers interviewing candidates, reference checks, tests of cognitive and physical abilities, and personality assessments. The goal is to outline an effective, legally compliant selection process.

1. Selecting Employees Prepared by: - Alvin G. Niere MBA-1 Misamis University

4. The Selection Process 1. Job Analysis The systematic study of job content in order to determine the major duties and responsibilities of the job. Allows the organization to determine the important dimensions of job performance. The major duties and responsibilities of a job are often detailed in the job description. 2. The Identification of KSAs or Job Requirements Drawing upon the information obtained through job analysis or from secondary sources such as O*NET, the organization identifies the knowledge, skills, and abilities necessary to perform the job. The job requirements are often detailed in a document called the job specification.

5. The Selection Process, cont. 3. The Identification of Selection Methods to Assess KSAs Once the organization knows the KSAs needed by job applicants, it must be able to determine the degree to which job applicants possess them. The organization must develop its own selection methods include, but are not limited to, reference and background checks, interviews, cognitive testing, personality testing, aptitude testing, drug testing, and assessment centers. 4. The Assessment of the Reliability and Validity of Selection Methods The organization should be sure that the selection methods they use are reliable and valid. In terms of validity, selection methods should actually assess the knowledge, skill, or ability they purport to measure and should distinguish between job applicants who will be successful on the job and those who will not.

6. The Selection Process, cont. 5. The Use of Selection Methods to Process Job Applicants The organization should use its selection methods to make selection decisions. Typically, the organization will first try to determine which applicants possess the minimum KSAs required. Once unqualified applicants are screened, other selection methods are used to make distinctions among the remaining job candidates and to decide which applicants will receive offers.

39. Sample Personality Test Result

44. VALIDITY OF SELECTION METHODS In the selection context, VALIDITY refers to the appropriateness, meaningfulness, and usefulness of the inferences made about applicants during the selection process.

45. VALIDITY OF SELECTION METHODS,cont. Validity often refers to evidence the test is job-related and test performance is a valid predictor of job performance

46. VALIDITY OF SELECTION METHODS It is concerned with the issue of whether applicants will actually perform the job as well as expected based on the inferences made during the selection process.

47. VALIDITY OF SELECTION METHODS The closer the applicants' actual job performances match their expected performances, the greater the validity of the selection process. ACTUAL vs EXPECTED equals > validity

48. ACHIEVING VALIDITY The organization must have a clear notion of the job requirements and use selection methods that reliably and accurately measure these qualifications.

49. ACHIEVING VALIDITY Some qualifications—such as technical KSAs and nontechnical skills—are job-specific, meaning that each job has a unique set

50. ACHIEVING VALIDITY The other qualifications are universal in that nearly all employers consider these qualities important, regardless of the job. For instance, employers want all their employees to be motivated and have good work habits.

51. ACHIEVING VALIDITY By basing qualifications on job analysis information, a company ensures that the qualities being assessed are important for the job. Job analyses are also needed for legal reasons. In discrimination suits, courts often judge the job-relatedness of a selection practice on whether or not the selection criteria was based on job analysis information.

54. STRATEGIES TO DETERMINE THE VALIDITY OF A SELECTION METHOD CRITERION-RELATED STRATEGY: Provides statistical evidence showing a relationship between applicant selection scores and subsequent job performance levels

58. For example ( Validity coefficient , r ) To be considered valid, R MUST BE STATISTICALLY SIGNIFICANT and its magnitude must be sufficiently large to be of practical CORRELATION RULE OF THUMB: R > 0.3 CONCLUSION: applicants who score well during selection turn out to be good performers, while those who do not score as well become poor performers.

59. STRATEGIES TO DETERMINE THE VALIDITY OF A SELECTION METHOD VALIDITY GENERALIZATION STRATEGY: Demonstrates that other companies have already established the validity of the selection practice.

60. VALIDITY GENERALIZATION STRATEGY: established by demonstrating that a selection device has been consistently found to be valid in many other similar settings

65. Example : Reliability of a Ruler a ruler is reliable as an instrument for measuring dimensions 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 I AM A RULER

66. By this criterion, human selectors of employees are inherently not reliable because standards may vary between selectors and within one selector over a period of time. The issue is the degree of unreliability. 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 As a ruler, am I reliable in measuring dimensions?

84. Evaluating the Selection Process

86. Employment Contract

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