This document discusses the importance of careful selection and provides guidance on developing and implementing a selection process. It outlines key considerations for developing valid tests, conducting effective interviews, and ensuring legal compliance. The document emphasizes analyzing jobs to determine requirements, selecting valid tests that measure relevant criteria, structuring interviews to obtain predictive information, and periodically revalidating the selection program. A variety of tests, interviews, background checks and other procedures are described to inform comprehensive selection.

1. Selection

2. Why careful selection is important
• Performance
• Cost
• Legal Obligations

3. Basic testing concepts
• Reliability – stability of measurement over
time
• Validity – measures what it is supposed to
measure

4. How to validate a test
• Analyze the job
• Choose the tests
• Administer the test
• Relate test scores and
criteria
• Cross validate and
revalidate

5. Testing program guidelines
• Use tests as supplements
• Validate the tests
• Monitor your
testing/selection program
• Keep accurate records
• Use a certified psychologist
• Manage test conditions
• Revalidate periodically

6. What tests do applicants like?
• Tests that are fair
• Good test practices
• Obviousness of the link of the test
to the job
• Fairness in selection

7. Types of tests
• Tests of cognitive Ability
Intelligence tests
Specific cognitive abilities

8. Types of tests
• Motor and physical abilities

9. Types of tests
• Achievement tests

10. Types of tests
• Work samples and simulations

11. Types of tests
• Personality tests
What do the tests measure?
The big five: extraversion,
emotional stability, agreeableness,
conscientiousness, openness to
experience
Do these tests predict
performance?

12. Types of tests
• Assessment centers –
The in basket
Leaderless group discussion
Management games
Individual presentations
Objective tests
The interview
Effectiveness

13. Situational testing and video based
situational testing

14. Background investigations
• Legal eligibility
• Dates of prior employment
• Education
• Identification

15. Background investigations
Legal dangers: Defamation, privacy
Making background checks more valuable:
Include in application form signature
authorizing background checks
Rely on telephone references
Persistence and attentiveness pays
Compare application to resume
Ask open ended questions
Use references of candidates to get further
references

16. Medical exam
• Does applicant meet physical requirements?
• Medical limitations
• Baseline for future medical or insurance
claims

17. Experiential exercise
• A test for a reservation clerk

18. Interviews
A selection interview is a selection procedure
designed to predict future job performance on
the applicants oral responses to oral inquiries.

19. Types of interviews
• Structured
• Unstructured

20. Types of interviews
Situational questions
Behavioral Questions

21. Types of interviews
Panel Interviews
Phone Interviews
Video/Web – assisted interviews

22. Ways to make the interview useful
• Structure the interview
• Be careful what sort of traits you try to assess
• Be aware of common interview errors:
First impressions
Not clarifying what the job requires
Contrast error
Pressure to hire
Non verbal behavior and impression
management
Effect of personal characteristics
Interviewer behavior

23. Designing the Interview
• Analyze the job
• Rate the jobs main duties
• Create interview questions
• Create benchmark answers
• Appoint the interview panel and conduct
interviews

24. Conducting an effective interview
• Make sure you know the job
• Structure the interview: Base questions on actual job
duties, use job knowledge, situational or behavioral
questions, use the same questions for all candidates,
use descriptive rating scales
• Get organized
• Establish rapport
• Ask questions
• Take brief unobtrusive notes
• Close the interview
• Review the interview

25. Do’s and Don’ts
Do’s Don’ts
Ask open ended questions Ask questions which a candidate can
answer
Listen to candidates and encourage them
to express thoughts clearly
Put words in the applicants mouth
Draw out the applicants and feelings by
repeating the person’s last comment as a
question
Interrogate the applicant as if the person
is on trial
Ask for examples Monopolize the interview

26. Streamlined Interview Process
• Prepare for the interview
Knowledge and experience
Motivation
Intellectual capacity
Personality factor
• Formulate questions to ask in the interview
Intellectual factor
Motivation factor
Personality factor
• Conduct the interview
Have a plan
Follow the plan
• Match the candidate to the job