Chapter 7 - Selection Flashcards
The process of choosing individuals to fill job openings
Employee Selection
Strategic Importance of Selection
- quality of human resources determines organizational performance
- inappropriate selection decisions are costly
- significant legal implications
The ratio of the number of applicants hired to the total number of applicants.
Selection Ratio
An approach to selection involving a series of successive steps or hurdles;
Only candidates clearing the hurdle are permitted to move on to the next step.
Multiple-Hurdle Strategy
Designing the Selection Process (5 steps)
- develop selection criteria
- specify musts and wants and weight the wants
- develop an evaluation form
- develop interview questions (for all candidates)
- develop candidate-specific questions
Acquiring Employees and the Law
- use selection criteria based on the job
- do not ask questions that would violate human rights legislation
- obtain authorization for reference checking
- save all records and information
- reject applicants who make false statements
Iinitial screening is performed by HR department;
application forms and résumés are reviewed;
candidates not meeting selection criteria are eliminated;
remaining candidates matching the job specifications are given further consideration;
use of technology is becoming increasingly popular
Step 1: Preliminary Applicant Screening
Screening device used by approximately two-thirds of Canadian organizations;
assesses specific job-related skills, general intelligence, personality characteristics, mental abilities, interests, and preferences;
efficient, standardized methods for screening large numbers of applicants;
must be reliable and valid
Step 2: Selection Testing
The degree to which selection procedures yield comparable data over time
in other words, the degree of dependability, consistency, or stability of the measures used
Reliability
The accuracy with which a predictor measures what it is intended to measure
Validity
Types of Validity
- Differential Validity
- Criterion-Related Validity
- Content Validity
- Construct Validity
Confirmation that the selection tool accurately predicts the performance of all possible employee subgroups
Differential Validity
Extent to which a selection tool predicts or correlates with important elements of work behaviour
Criterion-Related Validity
Extent to which a selection tool (e.g. a test) adequately samples the knowledge and skills needed to perform the job
Content Validity
Extent to which a selection tool measures a theoretical construct or trait deemed necessary to perform the job successfully
Construct Validity
Types of Tests Used in Selection
- Cognitive Abilities
* intelligence tests
* emotional intelligence tests
* specific cognitive abilities - Motor/Physical Abilities
- Personality and Interests
- Achievement Tests
- Work Sampling
- Management Assessment Centres
- Situational Testing
- Micro-Assessments
- Physical Examination, Substance Abuse Testing, Polygraphs
Interviewer Objectives
- assess qualifications
- observe behaviour
- predict future performance
- communicate information about job, promote organization
- determine how well applicant would fit in
Applicant Objectives
- present positive image
- sell their skills and attributes
- gather information about job and organization
Types of Interviews:
- Degree of Structure
- Content
- Administering the Interview
Degree of Structure
- unstructured,
- structured, or
- mixed/semi-structured
Content
- situational
2. behavioral
Administering the Interview
- one-on-one or panel
- sequentially or all at once
- face-to-face or technology enabled
Common Interviewing mistakes
- poor planning
- snap judgments
- negative emphasis
- halo effect
- poor job knowledge
- contrast error
- influence of nonverbal behaviour
- leading
- too much/too little talking
similar-to-me bias
Conducting an Effective Interview
- planning the interview
- establishing rapport
- asking questions
- closing the interview
- evaluating the candidate
Verify accuracy of information provided
includes
*criminal record check
*verification of educational qualifications
*verification of previous employment
*performance-related references from past supervisors
*credit check may also be included
Step 4: Background Investigation/Reference Checking
Considerations for background checking
- obtain written permission
- possible public sources (e.g. Facebook)
- qualified privilege
- negligent misrepresentation
Is best qualified to assess job knowledge/ skills;
can answer job-specific questions;
must feel comfortable with new hire;
can assess fit with current team members
Supervisor
Provides applicants with realistic information, both positive and negative, about the job
Realistic Job Preview (RJP)
Compile information from all techniques used;
evaluate information about each candidate;
immediate supervisor usually makes final hiring decision;
make offer that specifies terms and conditions of employment;
give candidates time to think about the offer;
notify all finalists who were not selected
Step 6: Hiring Decision and Candidate Notification
Steps in Selecting Hires
- Step 1: Preliminary Applicant Screening
- Step 2: Selection Testing
- The Selection Interview
- Background Investigation/ Reference Checking
- Supervisory Interview and Realistic Job Interview
- Hiring Decision and Candidate Notification
