Module 4- Selection Flashcards
Selection: The Basics
Purpose of selection is to reduce the pool of applicants identified through recruitment methods to the new hire(s)
No “one size fits all process”. Depends on:
-position to be filled
-costs of selection method
-size/complexity of employer
-preferences of employer
-industry practice
Not all employers use all methods or a particular sequence of methods
Initial step in selection process is applicant screening (by recruiter or ATS/AI system)
Issue in practice
fraud by applicants on cv’s or application forms
Selection Methods
- Interviews
- Tests
- Reference Checks
- Realistic Job Preview
- Medical & Drug Testing
Methods cont
Pool of candidates – have to pick from pool (selection)
After identified candidate pool have to make selection from that
Note not all employers use all the methods – or not use for all jobs, depends on specific job
-ex. Hire waiter – not engage in excess performance testing
Preferences of recruiter or employer a big one, time is another big one
One issue- candidates tend to not always speak their truth on CV- claims have certain skills/abilties may actually test them and reveal if they exaggerated or not
Tests
Personality Tests
Test personal traits assumed to be stable
Example (for a sales rep.): how extrovert is the candidate?
Ability Tests
Measure wide range of cognitive or physical ability (incl. typical intelligence tests)
Example (for an architect): what are spatial reasoning capabilities of the candidate?
Knowledge Tests
Test knowledge on a given subject matter
Example (for a nurse): what to do if a patient goes into cardiac arrest?
Performance Tests
Test ability to perform certain job component
Example (for a pilot in a flight simulator): can the candidate land an airplane safely on water?
Integrity Tests
Test how honest and trustworthy a candidate is
Example (for a portfolio manager): is the employee likely to engage in illegal trading practices?
The practical problems with tests:
Might be invalid or unreliable
Candidates may fake answers in personality and integrity tests
Some tests may have no correlation to job requirements
A “bad” test can eliminate an otherwise excellent candidate
Overview of different types of test
Personality tests/integrity – that might not be useful- can respond in way they think employee want to hear
Ability/knowledge/performance tests – may be better suited to give accurate picture of candidate abilities – may have nothing to do with eh jobs applying for – if not adjusted for the specific role may be useless
Skills
prof never used testing as a selection method for own team (was no good test for job at time)
Can always teach a skills much harder to teach an attitude – might be better to hire someone with a missing skill (that can learn) rather than all the skills but a bad attitude or wont be good fit to team
-ex. One candidate from US (on paper looked great) –however not hired b/c came across as not being a team player, bragged, seemed like would have trouble working with other/when disagreements, or potentially would have trouble listening to women as manager – instead hired a different women b/c could teach her the skills – worked great with other even when disagree
*hire for attitude can be more important than hiring for skills
-some jobs do need technical skills (ex. Pilot)- but lots of jobs skills can be easily learned on the job
-or jobs that need licensing requirement must have it- no attitude could substitute that
Test Validity & Reliability
Tests have to be…
* Reliable
* Valid
Reliability
Reliability measures consistency
Example: Recruiter A and B both administer a test with candidate X
If the tests result vary significantly, the test is not reliable
Even if the test results are the same, it does not mean that the test is valid!
Validity
Validity measures accuracy
Example: Recruiter A and B both administer a test with candidate X
If the tests do not measure what they claim they measure, the test is not valid
Tests need to measure what is relevant for the job
Why does this all matter?
Invalid tests are useless as there is no/little correlation to expected future job performance
Eliminating candidates based on invalid tests can create legal exposures
Test validation is essential, esp. for non-standard tests
Standardized/off-the-shelf tests usually have reliability/validity tested
Test
Tests can be unreliable (not produce consistent test results, scores are very different) or invalid (not measure what it is supposed to)
Test that is reliable can also be invalid (might not measure what it claims to measure)
If design own test- might not be reliable or valid
Use tests with caution- do not solely rely on
Reference Checks
Should be used with a lot of caution!
Might be helpful to detect more blatant fraud by applicants
Many large org. refuse to give them due to legal risks
Can be written (reference letters) or via phone (might be more insightful)
Be mindful of when in the selection process to ask for references (issue of reference “burning”)
Too many restrictions on reference (e.g. have to be in Canada, have to know the applicant for at least 5 years, have to have worked with the applicant within the past 3 years, etc.) may eliminate otherwise suitable candidates
No reference from current/most recent employer is not always a red flag, esp. if applicant still employed there (might not want employer to know about it)
Are not common in other parts of the world
Checks cont
Common in selection
-want to exercise caution – applicants will probably give name of someone who likes them
-many employers require reference letters
-want meaningful relation should do it by phone, get more information (ask direct questions, specific things they’ve done) –can see if there is consistency or if they exaggerated
-some employers (federal government for example) put a lot of restriction on who can be a references –if too many restrictions might be impossible for some to find certain references- might eliminate good candidates
-always consider the context
-not common in some countries
Additional Selection Methods
Realistic Job Previews
* Helps candidates getting a realistic understanding of the job prior to hiring
* Suitable only for a limited type of roles
* Helps reduce attrition and increase job satisfaction
* Drawback: lower offer acceptance rate
Medical/Drug Testing
* Can be a legal minefield! Recall: drug dependency is considered a disability
* Only do it if absolutely required for the job
* Need to be performed by qualified professionals
* Health data is sensitive data and needs to be handled accordingly
Realistic job previews
Usually only done for jobs that have an unusual and perhaps unpleasant working environment (exposed to heat, noise, remote, etc.) -not suitable for everyone, give candidate realistic insight to what job is really like – often have a lower acceptance rate – might be more costly to hire and then find out they aren’t happy and quit very quicky then have to start over
Medical/drug testing
before engage in this have a chat with employment lawyer – can be a legal minefield – cannot test all new hires and then offer only to someone when it comes back negative (b/c drug addiction is a disability- cannot discriminate based on disability)
-has to be necessary for specific role – maybe if in safety role (heavy equipment, transport)– if comes back positive as employer have duty to accommodate candidate (cant pass over just because that)
Medical – might be needed for certain roles (ex. Fitness is a bona fide requirement –firefighter)
If do any medical or drug testing must be done by a qualified medical professional
Interviews
Are the most common selection method
Allow meaningful two-way communication with applicant
Can be structured or unstructured:
-unstructured: no/few planned questions, different questions for different candidates, not recommended
-structured: planned interview questions, same for all candidates, legally more defensible
Focus on questions which are job-related and make sense (e.g. no “if you were to be an animal, which one would that be”)
Many org. conduct structured interviews with mix of question types
Careful interview prep. – by both sides (!) – essential for interview success
Whenever possible, do it in person (better than over the phone or via videoconferencing)
Issue: how to verify candidate’s response?
Types of Interviews
- Structured
-Behavioural questions
-Situational questions
-Stress-invoking questions - 1:1
- Unstructured
-Can be stressful for applicant
-Requires coord. of panel - Panel
Interview
Interview types and styles can significantly differ
Structured – set of planned/pre prepared questions – all asked same questions (can be very mechanical, no two way communication-can’t follow up on questions – time issues or skip other question)
Unstructured – few prepared (or none)- harder for employers to compare if different questions
Interview can be one on one or panel
Interview can be one on one or panel (multiple representatives of employer at same time – must be clarity among members whose asking what-ex. Of prof panel experience audio of one not working confusion) – prof found one on one most effective
-panel also very stressful for candidate no rest (asked one and then bombarded with the next)
-one on one – more natural flow, logical breaks
-if possible do interviews in person – more than 50% is not through what say but nonverbal (lost over phone/video conferencing)
The Interview Process
Preparation
Rapport
Info. Exchange
Termination
Evaluation
Preparation
Prepare interview questions
Prepare scoring guide
Prepare for potential candidate questions
Sort out technology if done via videoconference (do test run if needed!)
Coordinate between panel members (order of questions, who does what, etc.)
Rapport
Greet the candidate friendly
Start off with non-threatening questions
Be aware of you body language/non-verbal communication
Offer water/coffee if in person
If remote, check for technical issues (can candidate hear/see you?)
Info. Exchange
Is the heart of the interview
Ask open ended questions
Ask follow up questions where necessary
Allow meaningful two-way communication
Let the candidate ask questions
Termination
Stick to the agreed duration or ask for permission if significantly running over
Inform candidate about next steps incl. timeline for next steps
Ask whether candidate has final questions
Evaluation
Do asap after the interview
Stick to your scoring guide (if any)
Discuss with fellow panel members
If any unanswered candidate questions, make sure you get back to the candidate
Highlight
-for any interview to be successful – both parties must be prepared
-within first couple of minutes want to develop rapport – make sure candidate is comfortable (if stressed/unpleasant might withdraw or not get full picture of them) – start with easy/informal questions – do not start with hard questions
After establish rapport – info exchange is important – want 2 way communication, make sure it is the candidate that matters (done want interviewer to take over)
Stick to time – rude to go over, if run over must ask candidate if it is alright (5 minutes not too bad but 30 too much)
Evaluation – do right after- while memory is fresh – clarify with candidate as soon as possible
Typical Interview Questions
-Behavioural Questions
-Leadership/Management Style
-Problem Solving/Decision Making
-Work Environment
Behavioural Questions
Describe a situation where your work was criticized.
What causes stress for you?
Describe a project which best exemplifies your technical/analytical/problem-solving skills.
What is the most important lesson you have ever learnt?
Leadership/Management Style
What was your biggest leadership challenge?
How would your subordinates describe your leadership style?
Describe your standard of performance.
Describe your ideal boss.
How do you motivate your employees?
Problem Solving/Decision Making
How do you resolve conflict?
What decision have you made that you would do differently today?
What kind of decisions are easy to make and why?
How do you make tough decisions?
How would you handle problem X? (interviewer outlines X)
Work Environment
Why do you want to work here?
What is most appealing to you in this position?
What was it like working at your previous employer?
Do you prefer to work in the office or remotely? why?
Caution
When you interview candidates don’t make it too complicated – 3 part interview question (forgot about first part of question before the interviewer even finished the question)
-ask straight questions related to the job (not what animal would you be) nonsense/no value in asking these
-candidate might give answer they think that you want to hear/right (what if employee came out as gay- say accept but might actually harass)
Behavioural- problem
Hard to employer to verify responses given by the candidate (references maybe –but no reference how can you know the story is true and not one that they made up
-be aware candidates know these questions – can google common questions – they can over prepare
(ex. Candidate would respond in way she thought she should respond- literally reading off a piece of paper- so through in a random question- stumbled, did not hire)
Common Interview Mistakes*
Quite common mistakes in practice
By both interviewer and interviewee
By both: Not being properly prepared
By the Interviewer
Stereotyping
Similar-to-me and/or First impression error
Domination
Halo effect
By the Interviewee
Talking too much
Reading a script (phone interview)
Not listening to the questions
Bragging
Other occasional mistakes include:
Talking about topics other than the role (sports, politics, Covid-19 restrictions)
Paying attention to your phone instead of to the other party
Fidgeting
Interviewer:
Halo effect- interviewer forms a rather positive opinion of a candidate based on some sort of features which interviewer like (like way they greeted you- already form positive opinion )
Domination- forget that it is the candidate that matters the most and take over the convo
Similar to me- form positive impression about the candidate if they are somewhat similar to themselves (ex. Share same cultural background, gone to same uni, like same sports team)
Interviewee
Candidates also can make a lot of mistakes (interviewee)
Bragging- can back fire
Do not carefully listen to question, make sure you answer the question that was asked
The Final Hiring Decision
At the end of the selection process have to make a hiring decision to determine which candidate is hired
Understand who makes the final decision:
Deciding against the will of the hiring manager can backfire
The more the hiring manager is involved the more he/she will likely support the new hire
If there are more than one selection methods used, understand how the final decision is made:
Subjective Approach
-Decision maker determined successful candidate based on results of all selection methods
Multiple Cut-off Approach
-Candidates have to have minimum score in each selection method, otherwise get disregarded
Compensatory Approach
-Candidate with highest overall score across all methods gets selected
How to deal with the unsuccessful candidate
⇨Let them know!
⇨If they might be a good org. fit retain their application for future roles
⇨Some progressive org. survey their declined applicants about their experience
⇨Be mindful of your reputation
⇨Never offend a candidate
⇨Be careful with reasons for rejection (potential legal issue!)
Who to hire
Is it the hiring manager themselves or is it someone else – if someone else involved especially senior manager to the hiring manager makes decisions against the wish of the hiring manager that can backfire- set candidate up for failure (ex. Hiring manager wanted to hire external candidate, once told her manager her decision, manager said no you hire this internal candidate instead- wont work out well- they will resist the candidate and not be fair for internal one b/c not set up for success in that department)
Important to know list of how to deal with unsuccessful candidates
those who are not successful- in practice often companies get it wrong
-have to let them know what outcome of selection is/don’t ghost them (also don’t make it too long)
-never offend a candidate, never know when might cross ways
-keep communication open if you think they might be suited for a different role now or in the future
if use multiple selection methods
have to decide how to weigh different methods –subjective
-or introduce minimum requirements for each method (minimum score on certain test)
-or compensatory- candidate with highest score gets the job
