Chapter 7 - Selection

Question 1

Define selection

Answer 1

Selection is the process of choosing among individuals who have been recruited to fill existing or projected job openings, with an aim of hiring the “best” candidate.

Given that the quality of the company’s human resources is often a competitive advantage in achieving the company’s strategic objectives, selection of employees has considerable strategic importance. Those individuals selected will be implementing strategic decisions and, in some cases, creating strategic plans. Thus, the successful candidates must fit with the strategic direction of the organization.

Question 2

What is the strategic importance of selection?

Answer 2

Given that the quality of the company’s human resources is often a competitive advantage in achieving the company’s strategic objectives, selection of employees has considerable strategic importance. Those individuals selected will be implementing strategic decisions and, in some cases, creating strategic plans. Thus, the successful candidates must fit with the strategic direction of the organization.

Question 3

Explain the selection process

Answer 3

Selection often involves a multiple-hurdle approach, with the candidate list reducing at each step until a final hire decision is made. The seven steps include:

1) preliminary applicant screening,
2) selection testing,
3) selection interview,
4) background or reference checks,
5) supervisory interviews or realistic job previews, and
6) finally the hiring decision with candidate notification.

Question 4

Describe considerations in the preliminary applicant screening

Answer 4

The selection ratio is the ratio of the number of applicants hired to the total number of applicants and is a key consideration when conducting preliminary applicant screening. Data analytics can help determine which criteria to focus on in the initial screening process, while crowdsourcing empowers existing employees to help in the screening process.

Question 5

Define reliability and validity, and explain their importance in selection techniques

Answer 5

Reliability (the degree to which selection techniques are dependable, consistent, and stable) and

validity (which relates to accuracy) of selection tests and interviews are critically important for effective selection of the best candidate and to satisfy legal requirements

Question 6

Describe at least four types of testing used in selection,

Answer 6

The different types of tests used for selection include:

1) tests of cognitive abilities (including intelligence tests, emotional intelligence tests, and tests for specific cognitive abilities),
2) job-specific tests (including tests of motor or physical abilities, work sampling, achievement tests, and micro-assessments),
3) tests of personality and interests, and
4) physical examination tests (including substance abuse testing and polygraph tests).

Question 7

analyze the conflicting legal concerns related to alcohol and drug testing.

Answer 7

Assessment centres use expert appraisers to assist with testing if required. Pre-employment substance abuse testing is not permitted under human rights legislation in Canada.

Question 8

Describe the major types of selection interviews by degree of structure, type of content, and manner of administration.

Answer 8

Selection interviewing can be unstructured, structured, or semi-structured.

The content varies between situational interviews (focus on future behaviour) and behavioural interviews (focus on past behaviour).

Interviews can be administered on a one-on-one basis, sequentially, or by using a panel.

Question 9

Explain the importance of reference checking,

Answer 9

Reference checking is an important source of information about job candidates. Failure to check references can lead to negligent or wrongful-hiring lawsuits.

Question 10

describe strategies to make such background checking effective, and analyze the legal issues involved.

Answer 10

When providing references, the legal concept of qualified privilege means that if honest, fair, and candid references are given, the reference giver is protected from litigation, even if negative information is imparted about the candidate. Providing falsely positive references can lead to charges of negligent misrepresentation by subsequent employers. Fear of civil litigation has led some Canadian companies to adopt a policy of “no references” or to only confirm a former employee’s position and dates of employment.

Question 11

Discuss the role of the supervisor in the interview process

Answer 11

A supervisory interview and realistic job preview is often used when** the eligible candidate pool is reduced **to the top two to three candidates. The supervisory interview helps the supervisor make recommendations, assess fit, and make a hiring recommendation.

Question 12

explain the benefits of a realistic job preview

Answer 12

The realistic job preview allows employees to work the actual job for a short period of time to provide them with an accurate assessment of the work, while providing employers with a chance to assess employee’s skills or abilities over a short period.

Question 13

Determine how the final hiring decision is made.

Answer 13

Information from the multiple steps in the selection process is used to make the final hiring decision. This should generally use a statistical strategy, since it is more objective, reliable and valid than other decisions. Offers should be extended to the selected candidate (in writing) with some time to think about the offer and negotiate terms. If that candidate is no longer interested in employment with the company, then other candidates may be offered the job in the rank order of the results.

Question 14

structured interview

Answer 14

An interview following a set sequence of questions.

Question 15

want criteria

Answer 15

Those criteria that represent qualifications that cannot be screened on paper or are not readily measurable, as well as those that are highly desirable but not critical

Question 16

criterion-related validity

Answer 16

The extent to which a selection tool predicts or significantly correlates with important elements of work behaviour.

Question 17

construct validity

Answer 17

The extent to which a selection tool measures a theoretical construct or trait deemed necessary to perform the job successfully.

Question 18

content validity

Answer 18

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

Question 19

intelligence (IQ) tests

Answer 19

Tests that measure general intellectual abilities, such as verbal comprehension, inductive reasoning, memory, numerical ability, speed of perception, spatial visualization, and word fluency.

Question 20

multiple-hurdle strategy

Answer 20

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.

Question 21

mass interview

Answer 21

An interview process in which a panel of interviewers simultaneously interviews several candidates.

Question 22

aptitude tests

Answer 22

Tests that measure an individual’s aptitude or potential to perform a job, provided he or she is given proper training.

Question 23

selection interview

Answer 23

A procedure designed to predict future job performance on the basis of applicants’ oral responses to oral inquiries.

Question 24

management assessment centre

Answer 24

A comprehensive, systematic procedure used to assess candidates’ management potential that uses a combination of realistic exercises, management games, objective testing, presentations, and interviews

Question 25

unstructured interview 

Answer 25

An unstructured, conversational-style interview. The interviewer pursues points of interest as they come up in response to questions.

Question 26

selection

Answer 26

The process of choosing among individuals who have been recruited to fill existing or projected job openings.

Question 27

situational interview

Answer 27

A series of job-related questions that focus on how the candidate would behave in a given situation.

Question 28

selection ratio

Answer 28

The ratio of the number of applicants hired to the total number of applicants.

Question 29

halo effect

Answer 29

A positive initial impression that distorts an interviewer’s rating of a candidate because subsequent information is judged with a positive bias.

Question 30

situational tests

Answer 30

Tests in which candidates are presented with hypothetical situations representative of the job for which they are applying and are evaluated on their responses.

Question 31

achievement tests

Answer 31

Tests used to measure knowledge or proficiency acquired through education, training, or experience.

Question 32

interest inventories

Answer 32

Tests that compare a candidate’s interests with those of people in various occupations.

Question 33

differential validity

Answer 33

Confirmation that the selection tool accurately predicts the performance of all possible employee subgroups, including white males, women, visible minorities, persons with disabilities, and Aboriginal people.

Question 34

personality tests

Answer 34

Instruments used to measure basic aspects of personality, such as introversion, stability, motivation, neurotic tendency, self-confidence, self-sufficiency, and sociability.

Question 35

emotional intelligence (EI) tests

Answer 35

Tests that measure a person’s ability to monitor his or her own emotions and the emotions of others and to use that knowledge to guide thoughts and actions.

Question 36

realistic job preview (RJP)

Answer 36

A strategy used to provide applicants with realistic information—both positive and negative—about the job demands, the organization’s expectations, and the work environment.

Question 37

reliability 

Answer 37

The degree to which interviews, tests, and other selection procedures yield comparable data over time; in other words, the degree of dependability, consistency, or stability of the measures used.

Question 38

behavioural interview or behaviour description interview (BDI) 

Answer 38

A series of job-related questions that focus on relevant past job-related behaviours.

Question 39

panel interview

Answer 39

An interview in which a group of interviewers questions the applicant.

Question 40

statistical strategy

Answer 40

A more objective technique used to determine whom the job should be offered to; involves identifying the most valid predictors and weighting them through statistical methods, such as multiple regression.

Question 41

contrast or candidate-order error .

Answer 41

An error of judgment on the part of the interviewer because of interviewing one or more very good or very bad candidates just before the interview in question

Question 42

micro-assessment

Answer 42

A series of verbal, paper-based, or computer-based questions and exercises that a candidate is required to complete, covering the range of activities required on the job for which he or she is applying.

Question 43

validity 

Answer 43

The accuracy with which a predictor measures what it is intended to measure.

Question 44

mixed (semi-structured) interview

Answer 44

An interview format that combines the structured and unstructured techniques.

Question 45

must criteria

Answer 45

Requirements that are absolutely essential for the job, include a measurable standard of acceptability, or are absolute and can be screened initially on paper.

Question 46

structured interview

Answer 46

An interview following a set sequence of questions.