Selection Selection Learning Objectives Explain the Selection Process

Selection

Selection Learning Objectives Explain the Selection Process n Identify Sources of Information n Explain Value of Selection Instruments n Discuss Approaches to Interviewing n Describe Selection Decision Strategies n

Selection Terms to Identify n n n n n Reliability Validity Criterion-related validity Predictive validity Content validity Structured interview Situational interview Behavioral interview Nondirective interview n n n n Depth interview Patterned interview Stress interview Stereotyping Halo error Face validity Job-knowledge tests Selection ratio

Selection The process of choosing individuals who have relevant qualifications to fill existing or projected job openings.

Selection Process Matching Job Specs Against Applicants n Specs Based to Job Analysis n Continuous Process from Growth, Retirement, Turnover, Promotion n

Selection and Job Analysis leads to Job Specification n Job Specs Selection Criteria n Establish K-S-A n Match Candidates and Job Criteria n

Steps in the selection process Hiring Decision Medical Examination/ Drug Testing Supervisory Interview or Team Interview Preliminary Selection in HR Department Background Investigation Employment Tests Initial Interview in HR Department Completion of Application Form NOTE: Steps may vary. An applicant may be rejected after any step in the process.

Selection Tools (Evaluation) Application Forms and/or Resumes n Academic Credentials n Interview n Tests n References n

Reliability Definition The degree to which interviews, tests, and other selection procedure yield comparable data over time and alternative measures.

Reliability Standards Consistency Performance n Over a Time Period n Re-evaluation Must Yield Some Result n Across People/Tools n Unreliable Equal/No Value n

Examples of Reliability (Stability Over Time) HIGH RELIABILITY APPLICANT TEST SCORE RETEST SCORE Smith 90 93 Perez 65 62 Riley 110 105 Chan 80 78 VERY LOW RELIABILITY APPLICANT TEST SCORE RETEST SCORE Smith 90 72 Perez 65 88 Riley 110 67 Chan 80 111

Examples of Reliability Consistency (Interrater Reliability) HIGH RELIABILITY APPLICANT RATER #1 RATER #2 RATER #3 Smith 9* 8 8 Perez 5 6 5 Riley 4 5 5 Chan 8 8 8 VERY LOW RELIABILITY APPLICANT RATER #1 RATER #2 RATER #3 Smith 9* 8 8 Perez 5 6 5 Riley 4 5 5 Chan 8 8 8 *Ratings on a scale of 1 to 10.

Validity How well a test or selection procedure measures a person’s attributes.

Validity Goals How Well Tool Measures n What Tool Measures n Predict Job Performance n Make Good Judgment (inferences) n

Many Types of Validity Face validity n Criterion-Related n Content Validity n Construct Validity n

Face Validity How Relevant Selection Procedure Appears n To Applicant or to Administrator n

Criterion-Related Validity The extent to which a selection tool predicts, or significantly correlates with, important elements of work behavior. “Competencies”

Steps in Validating a Test (Criterion-Related Validity) Examination of the job Job analysis/specifications Selection of criteria Selection of tests for tryout Collect criterion data (concurrent method) Administer tests OR Alternative/optional Collect criterion data (predictive method) (LATER) Relate test scores to criterion data, then cross validate Plan research for test (continuing cross-validation) Interpret results for operational use of tests Include test(s) in selection process (operational) Analyze follow-up data Revise operational program

Content Validity The extent to which a selection instrument, such as a test, adequately samples the knowledge and skills needed to perform a particular job.

Construct Validity The extent to which a selection tool measures a theoretical construct or trait. COMPETENCIES

Predictive Validity The extent to which applicant’s match criterion data obtained from those applicants/employees after they have been on the job for some indefinite period.

Cross-Validation Verifying the results obtained from a validation study by administering a test or test battery to a different sample (drawn from the same population).

Concurrent Validity The extent to which test scores (or other predictor information) match criterion data obtained at about the same time from current employees.

Sources of Information About Job Candidates n n n n n Application Forms Biographical information Blanks Interviews Tests Background Investigations Polygraph Honesty Tests Medical Examination/Drug Screens References and Credit Checks

Interview Validity Reliability (Repeated Results Comparisons) n Selection Criteria n Structure Level of the Interview n

Interviewing Methods Non-directive Interviews (Candidate Leads) n In-Depth (Lengthy by Professionals) n Patterned n Structured n Situational n Behavioral n Case n

The Non-Directive Interview Candidates Leads n Information, Attitude, Feelings, Flow n Tell you more than can ask n Manager/Executive Level Job n

Nondirective Interview An interview in which the applicant is allowed the maximum amount of freedom in determining the course of the discussion, while the interviewer carefully refrains from influencing the applicant’s remarks.

The In-Depth Interview n n n Non-directive Elements Follow-up with Depth Questions Focus on Feelings, Attitudes, Judgments Probing Selected Factors: Why/Judgments/Decisions Focus on Problems – Create Stress Career Progress Potential Assessment; Not just job.

The Pattern Interview Detailed Questions in Targeted Dimensions n Follow a Form: For Comparisons n High Validity and Reliability n Separate Facts from Inferences n Requires Great Interviewer Training n Creates a Consistent Flow of Info n

Structured Interview An interview in which a set of standardized questions having an established set of answers is used. n Same interview for all candidates. n

The Highly Structured Interview Questions Based on Job Requirements n Distinct Types of Questions n Sample Good Responses n Multiple Raters n Consistency Applied n Documentation n “Fostered by EEO Requirements” n

Types of Questions Situational Questions (Reality Focus) n Job Knowledge Questions (Capability) n Simulation Questions (Results Focus) n Requirements of Job (Qualifications) n Behavioral Questions (Motivations) n

Advantages of Patterned and Structured Interviews Decision Making Facts n Eliminates Discrimination n Less Legal Liability n Reliable and Valid n Drives through Info Collection n

Situational Interview An interview in which an application given a hypothetical incident and asked how he or she would respond to it. Actions And Behaviors

Behavioral Based Interview (BBI) An interview in which an applicant is asked questions about what he or she actually did in a given situation. “Past Predicts Future”

EMPLOYERS SHOULD CONSIDER “CAN-DO” AND “WILL-DO” FACTORS IN SELECTING PEOPLE “CAN-DO” FACTORS Knowledge Skills Aptitudes X “WILL-DO” FACTORS Motivation Interests Personality characteristics = JOB PERFORMANCE

Panel Interview An interview in which a board of interviewers questions and observes a single candidate.

Panel Evaluations Summation of several interviewers evaluations in different interviews.

Types of Questions to Use Open Ended Questions n Hypothetical Case Questions n Past Behavioral Inquiries n Why-Where-Who-How-What n Probing into Background n Stress and Pressure Inducing n

Types of Questions to Avoid YES/NO Response n CONTENT/SKILLS if already apparent n Illegal Questions n Non-relevant Questions n

Questions to Avoid For Legal Reasons (Direct or Implied) Race n Color n Age n Religion n Gender n National Origin n Marital Status n “Based on USA laws”

Sticky Legal Questions Inappropriate Questions Do you have any physical defects? More Appropriate Questions Do you have any physical disabilities or impediments which might in any way hinder your ability to perform the job for which you have applied? Have you had any recent or past illness Have you had any or operations which might, in any way, recent or past illness or hinder your ability to perform the job operation? for which you have applied? What was the date of your last physical exam? Are you willing to take a physical exam at our expense if the nature of the job requires one?

Sticky Legal Questions Inappropriate Questions More Appropriate Questions Are you a U. S. citizen? Do you have the legal right to live and work in the U. S. ? Date of birth? Are you over 18? Age? Are you over 18?

Sticky Legal Questions Inappropriate Questions More Appropriate Questions What are you hobbies? Interests? Do you have any hobbies or interests which have a direct bearing on the job you are seeking? Have you since the age of 18, ever been convicted Have you ever been of a misdemeanor or felony? (Note: A conviction arrested for a will not necessarily bar you from employment. misdemeanor or Each conviction will be judged on its own merits felony? with respect to time, circumstances, and seriousness. ) Dates attended high Did you complete high school? College? school? Or college? In what extracurricular activities did you participate? Clubs? While in school, did you participate in any activities, or belong to any clubs, which have a direct bearing upon the job for which you are applying?

Sticky Legal Questions Inappropriate Questions More Appropriate Questions College subjects of interest? While in college, did you take any courses that directly relate to the job for which you are applying? What salary earnings do you expect? If you are employed, are you willing to accept the prevailing wage for the job you are seeking? Memberships (with or without EEO disclaimer)? Have you ever belonged to a club, organization, society, or professional group which has a direct bearing upon your qualification for the job which you are seeking?

Guidelines for Employment Interviews 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13. 14. Establish the objectives and scope of each interview. Establish and maintain rapport. Be an active listener. Pay attention to body language. Provide information as freely and honestly as possible. Use questions effectively. Separate facts from inferences. Recognize biases and stereotypes. Avoid the influence of “beautyism. ” Avoid the halo error. Control the course of the interview. Standardize the types of questions asked. Keep careful notes. End interview effectively.

Factors Influencing Interview Results APPLICANT • Age, race, sex, etc. • Physical appearance • Educational and work background • Job interests and career plans • Psychological characteristics: attitude, intelligence, motivation, etc. • Experience and training as interviewee • Perceptions regarding interviewer, job, company, etc. • Verbal and nonverbal behavior SITUATION • Political/legal environment • Marketplace • organization • Role of interview in selection system • Selection ratio • Physical setting: comfort, privacy, number of interviewers • Interview structure Employment Interview Outcome and Decision Result INTERVIEWER • Age, race, sex, etc. • Physical appearance • Psychological characteristics: attitude, intelligence, motivation, etc. • Experience and training as interviewer • Perceptions of job requirements • Prior knowledge of applicant • Goals for interview • Verbal and nonverbal behavior

Employment Tests n n Objective Norm Group Comparison Job Related Designed to Evaluate Applicant’s: n n Values Interests Personal Characteristics (Personality/Attitudes) Skills (KSAs)

Classification of Personnel Tests

Assessment Tests on the Web BPO Home Page

Values Tests Measure a persons beliefs and motivations n Examples: Ethics, honesty, work ethics, money, power, etc.

Interests Tests Measure a person’s interests in various activities n Examples: Hobbies, enjoyments, dislikes, etc.

Aptitude Tests Measure of a person’s capacity to learn or acquire skills.

Achievement Tests Measures what a person knows or can do right now.

Personality Tests Measures the type of personality characteristics. n Examples: Assertiveness, extroversion, organization, decisiveness, etc.

Highlights in HRM TYPES OF STANDARDIZED TESTS COMMERCIALLY AVAILABLE FOR USE IN PERSONNEL TESTING TYPE OF TEST WHAT IS MEASURED EXAMPLE OF JOBS FOR WHICH USED General mental ability Academic intelligence or Scholastic aptitude Managerial or executive jobs; technical and clerical jobs. Multiaptitude Several different aptitude areas such as verbal, numerical, spatial, and mechanical comprehension. Wide variety of jobs from executive to unskilled. Dexterity Finger dexterity, tweezer dexterity, assembly. Watch repairers, precision electronic assemblers, telephone installers. Clerical aptitude Verbal aptitude, numerical Clerical jobs, inspectors, aptitude, perceptual speed. checkers, packers. CONTINUED. . .

Highlights in HRM TYPES OF STANDARDIZED TESTS COMMERCIALLY AVAILABLE FOR USE IN PERSONNEL TESTING TYPE OF TEST WHAT IS MEASURED EXAMPLE OF JOBS FOR WHICH USED Mechanical aptitude Mechanical comprehension, spatial relationships. Variety of engineering and mechanical jobs. Personality Range of personality characteristics including emotional adjustment, self -confidence, and perseverance. Salespersons, managers, and supervisors. Supervisory and managerial abilities Attitudes and perceptions, Managerial and administrative skills, supervisory jobs. decision-making abilities. Interest inventories Major interest areas such as scientific, literary, investigative, and computational. Career planning.

Selection Ratio The number of applicants compared with the number of persons hired.

Evaluation Forms There are several different evaluation forms on the web. n Copy/scan forms. n

Evaluation Forms Essential to comparing job candidates and recording impressions. “Paper and Online”

Relationship of Selection to Other HRM Functions

Employment Applications Application for Employment P&G Management Application Marathon Employment Application Enterprise Rent-A-Car BPAmoco Application May Co. Application

Resume and Cover Letter Tips Handbook for Resume and Cover Letters Sample Cover Letter Formatting Tips Action Verbs Accomplishment Statements

Evaluation Forms Eddie Bauer Interview Guide I. U. Interview Evaluation Form Candidate Keyword Evaluation Form Selection Summary Powell’s Trait Checklist Targeted Selection Form

World Wide Web