Selection - Human Resource Management

8/12/2019 Selection - Human Resource Management

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Selection

Process of choosing from group of applicants theindividual best suited for a particular position and theorganization

Goal is to properly match people with jobs andorganization

Top performers contribute from 5-22 times more valueto companies than midlevel or low performers


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Environmental Factors Affectingthe Selection Process

Legal considerations

Decision making speed Organizational hierarchy

Type of organization


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Selection Ratio

Number of people hired for a particular jobcompared to number of individuals in theapplicant pool

Selection ratio of 0.10 indicates that therewere 10 qualified applicants for an openposition


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The Selection ProcessExternal EnvironmentInternal Environment

Selection Tests

Preliminary Interview

Employment Interviews

Pre-Employment Screening:Background and Reference Checks

Selection Decision

Physical Examination

New Employee

Recruited Candidate

RejectedApplicants

Review of Applications and Rsums


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Preliminary Interview: Telephone Interview

Removes unqualified candidates

Narrow pool of applicants before having formal face-to-face interview

Not possible to observe nonverbal cues


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Types of Employment Tests

Cognitive aptitude Psychomotor abilities

Job Knowledge

Work-sample (simulation)

Vocational Interest

Personality TestIt can be expensive to develop a test to measuredifferent characteristics. Many employers purchaseexisting tests from a variety of sources. There areliterally hundreds of published tests from which to

choose and some of the more useful tests cost as littleas $ 1 per applicant.


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Cognitive Aptitude Tests

Measures individuals ability to learn,

as well as to perform a job. Two bestknown cognitive abilities are Mathsand verbal.These form the basis fortests such as SAT & GRE

Scholastic Aptitude Test & Graduate

Record Examination


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Minnesota Clerical Test

Clerical aptitude is another cognitive ability that hasproved useful in selecting people for a wide variety of

jobs.

This test requires applicants to rapidly check numbersand names for accuracy.The ability to rapidly compareentries is a good predictor of many types of jobperformance especially in secretarial and clerical jobs.


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Minnesota Clerical Test(formerly Minnesota vocational test for clerical workers)

Name ------------------ Name ------------------

Test 1- Number Comparison Test 2- Name Comparison

Number Right ------------------- Name Right -----------------

Number Wrong -------------------- Name Wrong ----------------

Score = RW Score = RW Percentile Rating ----------------- Percentile Rating -----------------

INSTRUCTIONS

On the inside pages there are two tests. One of the tests consists of pairs

of names and the other of pairs of numbers. If the two names or the two

numbers of a pair are exactly the same make a check mark ( ) on the line

between them: if they are different, make no mark on that line. When the

examiner says Stop draw a line under the last pair at which you havelooked.


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Samples done correctly of pairs of Numbers

79542 _________ 79452

1234567 ________ 1234567

Samples done correctly of pairs of Names

John C.Linder ________ John C. Lender

Investors Syndicate ________ Investors Syndicate

This is a test for speed and accuracy. Work as fast as you can withoutmaking mistakes. Do not turn this page until you are told to begin.


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Psychomotor Abilities Tests

Limb movement Strength

Coordination

Finger Dexterity

These tests used for positions

with high manual requirements

such as assembling radio orT.V components and watches


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Work-Sample Test

Tests requiring applicant to perform task or set of tasksrepresentative of job.

Applicants are asked to run the machines they would run if

they got the job. Then the quantity and quality of their workare systematically graded and compared with the work ofother applicants.


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1.Programming test for computer programmers.

2.Standard driving course for delivery persons

3.Standardised typing ,word processing orspreadsheet applicants problems for secretarialand clerical help.

4.Auditions used by a symphony orchestra orballet company.


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2008 by Prentice Hall 6-16

Vocational Interests

Indicates occupation in which personis most interested and most likely to

receive satisfaction from Primary used in counseling and

vocational guidance


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Personality Tests

Traits

Temperaments

Dispositions

A)Objective Test

B)Projective Test

C)Situation Test


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Polygraph Test Called Lie detector test.The polygraph is an instrument that records changes

in breathing, blood pressure, pulse and skin response associated withsweating of palms and then plots these reactions on paper.The person beingtested with a polygraph is asked a series of questions.Some are neutral toachieve a normal response; others are stressful to indicate a response made

under pressure.

Applicant may be asked:

Is your name Smith?

Have you ever stolen from an employer?

Objections have been raised to the use of polygraph in personnelselection.Therefore, govt made it illegal for most private organisations to usepolygraph as a selection device.


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Graphoanalysis

(Handwriting Analysis)

Many people view handwriting analysis in same context as

astrology

In Europe, many employers use graphoanalysis to helpscreen and place job applicants.

Exchange Bank in California, Fike Corporation in BlueSprings & Missouri use profiles based on handwritingsamples to design follow up interviews.


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ReliabilityAbility of a test to give consistent results

ValidityDegree to which a test measures what it issupposed to measure (Basic Requirement)


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RELIABILITY

Reliability refers to how stable or repeatable ameasurement is over a variety of testing conditions.

Test- retest reliability:

To assess reliability, give the same test to applicantson 2 different occasions and correlate the scores.

Inter-rater reliability:The extent to which 2 or more interviewers

assessments are consistent with each other.


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VALIDITY

For a selection test to be useful, it is not sufficient for it to be repeatable orstable.. The measures it gives must also be valid.

Validity addresses the question of what a test measures and how well it has

measured it.

In selection, the primary concern is whether the assessment techniqueresults in accurate predictions about the future success or failure of anapplicant.


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A test therefore, has construct validity when it actually measures theunobservable trait that it claims to measure. Because traits cannotbe directly observed, however, construct validity cannot beestablished in a single study but can be assumed to exist only onthe basis of large body of empirical work yielding consistent results.

CRITERION RELATED VALIDITY:

The extent to which selection technique can accurately predict one or moreimportant elements of job behavior is called ----.

Scores on a test or performance in some simulated exercise are correlatedwith measures of actual on the job performance. The test is called apredictor, the performance score is referred to as a criterion.


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Criteria relevant to personnel selection include measuressuch as quality or quantity of output, supervisory ratings,absenteeism ,accidents, sales.

Org must exercise care in choosing a measure that bestreflects the actual contributions of employees to itseffectiveness.Not all criterion can be predicted equallywell from any particular type of selection tool.


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TWO TYPE OF CRITERION RELATED VALIDITY

PREDICTIVE VALIDITY:

Degree to which test scores determine future jobbehavior of a candidate.

It is determined by using the scores obtained from asample of applicants for a job. The steps in a predictivevalidity study for a given test are:

1.Administer the test to a large no. of applicants

2.Select individuals for the job.It is actually preferable ifthe test whose validity is being measured is not used inhiring decisions.


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3. Wait an appropriate amt of time and then collectmeasures of job performance

4. assess the strength of predictor criterion relationship

Drawback:

Employer first must wait until it has hired a large no. ofppl for whom it has predictor scores and then until it canobtain meaningful measures of job performance for theppl who were hired.


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CONCURRENT VALIDITY:

Extent to which there is positive corelation between jobperformance and test scores of present employees.

It is used to determine whether a selection test can predict jobperformance. In this, first step is to administer the tests topresent employees performing the job. At the same time perf.Measures for these emps are also collected.

The test scores are then correlated with the perf measures. Ifthe test is significantly related to perf. , it would be a candidatefor future use with applicants in the selection process.


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Employment Interview

Goal-oriented conversation where interviewer andapplicant exchange information.It continues to be primarymethod used to evaluate applicants

Content of Interview:

Occupational experience

Academic achievement Interpersonal skills

Personal qualities

Organizational fit


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Structured (Directive or Patterned) Interview

Series of job-related questions asked of eachapplicant for particular job

Increases reliability and accuracy by reducing

subjectivity and inconsistency of unstructuredinterviews

Situational questions Job knowledge questions

Job-sample simulation questions

Worker requirements questions


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Methods of Interviewing

One-on-one interview- Applicant meets one-on-one withinterviewer

Group interview- Several applicants interact in presence

of one or more company representatives

Board interview- Several firm representatives interviewcandidate at same time

Multiple Interviews- Applicants are interviewed by peers,subordinates, and supervisors

Stress interview- Anxiety is intentionally created


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Potential Interviewing Problems:Inappropriate Questions

Most basic interviewing rule is this: Ask onlyjob-related questions

Interview is a test subject to the samevalidity requirements as any other step inthe selection process

Historically, the interview has been morevulnerable to charges of discrimination thanany other tool used in the selection process


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Potential Interviewing Problems:Premature Judgments

Interviewers often make judgments aboutcandidates in the first few minutes of theinterview

Some interviewers believe their ability toread a candidate is superior

When this occurs, a great deal of potentiallyvaluable information is not considered


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Potential Interviewing Problems:Interviewer Domination

Relevant information must flow both ways

Interviewers must learn to be goodlisteners as well as suppliers ofinformation


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Potential Interviewing Problems:Contrast Effects

An error in judgment may occur when aninterviewer meets with several poorlyqualified applicants and then confronts amediocre candidate

Last applicant may appear to be better

qualified than he or she actually is

Opposite can also occur


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Potential Interviewing Problems:Lack of Training

Interview is much more than carrying on aconversation with another person

Expense of training employees ininterviewing skills can be easily justified

What does Tell me about yourself mean

to a trained interviewer


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Potential Interviewing Problems:Nonverbal Communication

Body language is the nonverbalcommunication method in which physical

actions such as motions, gestures, andfacial expressions convey thoughts andemotions

Interviewers should make a consciouseffort to view themselves as applicants doto avoid sending inappropriate orunintended nonverbal signals


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Concluding the Interview

When the interviewer has obtained thenecessary information and answered theapplicants questions, he or she should

conclude the interview

Management must then determine

whether the candidate is suitable for theopen position and organization

Tell the applicant that he or she will benotified of the selection decision shortly


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Pre-Employment Screening:Background Investigations

Determine accuracy of information submitted or to determineif vital information was not submitted

Objective is to hire better workers

Information from individuals who know the applicant provide

additional insight into the information furnished by theapplicant and verification of its accuracy

Possible flaw - Virtually everyone can name three or four

individuals willing to make favorable statements


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Elements to Verify

Previous employment

Education verification Criminal history

Civil litigation

Workers compensation history


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Selection Decision: Person whose qualifications most closely conform to

requirements of position and organization should beselected

Medical Examination:

Determines whether applicant physically capable of

performing the work

Useful for physical requirements and for insurance

purposes related to pre-existing conditions.


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Notification to Candidates

Results should be made known to candidates assoon as possible

Delay may result in firm losing prime candidate

Unsuccessful candidates should also be

promptly notified


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Metrics for EvaluatingRecruitment/Selection Effectiveness

Recruiting Costs

Cost per hire may be determined by dividingrecruiting expenses by number of recruits hired

Selection Rate

Number of applicants hired from group of

candidates expressed as percentage

Acceptance Rate

Percent of those who accepted job from number

Documents

Selection - Human Resource Management