Selection Process

The process of obtaining and using information about job applicants to determine who should be hired for long- or short-term positions. Choosing among applicants from within or outside the organization to fill an existing or projected job vacancy

First, assess job requirements Then assess applicants

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Competencies Preferences Interests Personality

Selection Process

Typical Selection Methods

Evaluate on Validity Reliability Cost Ease of administration Applicant acceptance

Typical Selection Methods

Application Blanks and Resumes (Bio-data) Reference and Background Checks Physical Ability Tests Standardized Cognitive Tests Work Samples Interviews Personality Tests Assessment Centers Medical Testing

Overview of the Selection Process

1.Assess job tasks and organizational context 2.Choose valid predictors to assess 3.Design a selection process that allows Organization & applicant to make a decision 4.Synthesize information and make selection

The Selection Ratio

Number of applicants hired divided by the number of applicants in the initial pool. Lower ratio = More opportunity to find outstanding candidates Have lower ratios when:
Use effective recruitment High unemployment

Selection Practices and Integrated HR

Methods
Other HR Activities
Legal Job Analysis Recruitment Applications, interviews References, simulations

Selection Practices
What is assessed? How? Sequence of assessments Who assesses? How evaluate?

Use of Selection Decisions

Hiring Promotions Transfers Training Needs Layoffs

Global and Organizational Environment

Structure Culture

Criteria for Choosing Selection Methods

Validity, reliability Practicality

Assess the Job Tasks and Organizational Context

Accomplished using job analysis and competency modeling Organizational context includes:
Company culture Values Business Strategy Structure

Criteria
Outcomes affected by selection decisions

Choose Valid Predictors

Selection means making predictions about:

How people will perform How long people will stay Whether people will be good corporate citizens

Validity
Refers to the usefulness of information for predicting future job behavior

Designing the Selection Process

There may be several means that can be used to assess each predictor. For example, communication skills can be assessed by:
Application Check-up Panel Interview Manager Interview Reference Check

Choosing Reliable Measures

Reliability
Degree to which a measure yields dependable, consistent results

Reliable results dont change with:

Different test administrators Different interviewers Different days or times Different circumstances that are irrelevant to the decision

Personal History Assessments

Past behavior is a good predictor of future performance Application Blanks:

Use for minimum requirements Education and experience are important considerations for high-level jobs. All application items should be relevant to job.

Reference Checks and Background Verification

Reference Verification
Verify that information on applications and resumes is accurate. Employers can hire outside investigators or personally contact prior employers. Not an infringement on privacy if job-related. May be difficult to obtain information because previous employers fear defamation lawsuits.

Personality Tests

Assesses the unique blend of personal characteristics that define an individual and determine her or his pattern of interactions with the environment. Big Five personality dimensions:
Extraversion Agreeableness Conscientiousness Emotional stability Openness to experience

Work Simulations (Work Samples)

Applicants perform activities similar to those required on the job Difficult to fake More valid than other methods Less likely than other methods to unfairly discriminate Expensive to develop

Assessment Centers

Candidates participate in multiple assessment techniques Techniques simulate the job environment Candidates evaluated on multiple job dimensions Costly, but nondiscriminatory and valid across cultures Typical Techniques: In-Basket exercise Leaderless group discussion Business game

Interviews

Most widely used selection procedure Structured and semi-structured interviews are more valid than unstructured Structured interview ensures the same questions will be asked of all applicants.

Ask interviewee to describe specific instances of past behavior

Instance illustrates relevant competency Research shows past behavior is best predictor of future behavior.

Ask interviewee to respond to hypothetical job situations

Applicant may describe or role-play what she or he would do. Research shows behavioral intentions predict behavior.

Guidelines for Effective Interviews

Give raters specific criteria and scoring key to evaluate responses Use panel interviews for efficiency and reliability Train interviewers
Minimize bias, first impressions Ensure job-relatedness and consistency Provide frame-of-reference training