Part

Part 2:
2: Staffing
Staffing the
the Organization
Organization
Chapter 6: Selection of Human Resources

Prepared by Linda Eligh, University of Western Ontario

Copyright 2008 by Nelson, a division of Thomson Canada Limited.

Learning
Learning Objectives
Objectives
After you have read this chapter, you should be able to:
1. Describe the relationships between criteria, predictors,
job performance and selection.
2. Diagram the sequence of a typical selection process.
3. Identify three types of selection tests and legal concerns
about their uses.
4. Discuss several types of selection interviews and some
key considerations in conducting these interviews.
5. Explain how legal concerns affect background
investigations of applicants and use of medical
examinations in the selection process.
6. Describe the major issues to be considered when
selecting candidates for global assignments.
Copyright 2008 by Nelson, a division of Thomson

62

Selection
Selection and
and Placement
Placement
Selection
The process of choosing individuals with qualifications
needed to fill jobs in an organization.
Organizations need qualified employees to succeed.
Hire

hard, manage easy.

Good

training will not make up for bad selection.

Placement
Fitting a person to the right job.

Copyright 2008 by Nelson, a division of Thomson

63

Typical
Selection
Typical Division
Division of
of HR
HR Responsibilities:
Responsibilities:
Selection
Fig. 6-1
Fig. 6-1

Copyright 2008 by Nelson, a division of Thomson

64

HR
HR Employment
Employment Functions
Functions
Receiving applications
Interviewing applicants
Administering tests to
applicants
Conducting background
investigations
Arranging physical
examinations
Placing and assigning new
employees
Coordinating follow-up of
new employees

Exit interviews with

departing employees
Maintaining employee
records and reports

Copyright 2008 by Nelson, a division of Thomson

65

Placement
Placement
Person-job Fit
Match between individual knowledge, skills and
abilities (KSAs) and demands of the job or the
needs/desires of an individual and what is provided
by the job
Benefits of person-job fit
Higher

employee performance
Lower turnover and absenteeism

Person-organization Fit
The congruence between individuals and
organizational factors
Copyright 2008 by Nelson, a division of Thomson

66

Criteria,
Criteria, Predictors,
Predictors, and
and Job
Job Performance
Performance
Selection Criterion
A characteristic that a person must have to do a job successfully.

Predictors
The measurable or visible indicators of a selection criterion.

Validity
The correlation between a predictor and job performance, or the
extent to which a test actually measures what it says it measures.

Reliability
The degree to which an instrument measures the same way each
time it is used under the same conditions, with the same subjects.
Copyright 2008 by Nelson, a division of Thomson

67

Job
JobPerformance,
Performance,Selection
SelectionCriteria,
Criteria,
and
andPredictors
Predictors Fig.
Fig.6-2
6-2

Copyright 2008 by Nelson, a division of Thomson

68

Validity
Validity and
and Equal
Equal Employment
Employment
Employment test
Any employment procedure used as the basis for making an
employment-related decision.
Must have both reliability and job-related validity.

Selection Procedures and Validity

Employers must demonstrate that tests of knowledge, skills, and
abilities (KSAs) are valid when disparate impact exists.

Content Validity
Validity as measured by a logical, nonstatistical method (job
analysis) to identify the KSAs and other characteristics necessary
to perform the job.
Example:

A work sample test measuring how well an applicant

performed essential tasks of the job.

Copyright 2008 by Nelson, a division of Thomson

69

Validity
Validity and
and Equal
Equal Employment
Employment (contd)
(contd)
Criterion-Related Validity
Validity measured by a procedure that uses a test as
the predictor of how well an individual wool perform
on the job.

Correlation Coefficient
Index number giving the
relationship between a
predictor (a test) and a
criterion variable (a
measure of success on
the job).

Criterion
(Job
Success)

Copyright 2008 by Nelson, a division of Thomson

Predictor (test score)

6 10

Test
Test Scores
Scores and
and Job
Job Performance
Performance

Fig.
Fig.6-3
6-3

Note: Correlation looks at the relationships between the test scores and job performance of the whole group.

Copyright 2008 by Nelson, a division of Thomson

6 11

Validation
Validation Strategies:
Strategies: Construct
Construct Validity
Validity
Concurrent Validity
Measured when an employer tests current employees
and correlates the scores with their performance
ratings.

Predictive Validity
Measured when test results of applicants are
compared with subsequent job performance.

Copyright 2008 by Nelson, a division of Thomson

6 12

Concurrent
Concurrentand
and
Predictive
PredictiveValidity
Validity
Fig.
Fig.6-4
6-4

Copyright 2008 by Nelson, a division of Thomson

6 13

Selection
Selection
Process
Process
Flowchart
Flowchart
Fig. 6-5
Fig.
Fig.6-5
6-5

Copyright 2008 by Nelson, a division of Thomson

6 14

The
The Selection
Selection Process
Process
Legal Concerns in the Selection Process
Human Rights Legislation
Non-discriminatory

job-related selection practices

Only exception is for BFORs

Applicant Job Interest

Job

applicants perceptions of the organization will be

influenced by how they are treated
Realistic Job Previews (RJPs)

Copyright 2008 by Nelson, a division of Thomson

6 15

Applicant
Applicant Job
Job Interest
Interest
Realistic Job Preview
The process through which a job applicant receives an
accurate picture of the organizational realities of the
job.
Prevents

the development of unrealistic job expectations that

cause disenchantment, dissatisfaction, and turnover in new
employees.

Copyright 2008 by Nelson, a division of Thomson

6 16

Pre-Employment
Pre-Employment Screening
Screening
Pre-Screening Interview
Purpose: verify minimum
qualifications

Electronic Screening
Use applicant tracking
systems when:
The

volume of applicants is large

The quality of hires needs to be increased
Hiring cycles need to be shortened
The cost of hiring needs to be reduced
The firm needs to reach geographic areas not visited by
recruiters
Copyright 2008 by Nelson, a division of Thomson

6 17

Application
Application Forms
Forms
Purposes of Application Forms
Record of applicants interest in the job
Provides a profile of the applicant
Basic record for applicants who are hired
Research effectiveness of the selection process

Resumes as Applications
Employers must avoid utilizing information that is
personal and non-job related in nature which may
appear on a resume.

Biodata and Weighted Application Forms

Differentiates between satisfactory and poor
performers.
Copyright 2008 by Nelson, a division of Thomson

6 18

Application
Application Disclaimers
Disclaimers and
and Notices
Notices
Privacy Act
Confirms to the applicant that privacy is protected.

Reference Contacts
Obtains applicants permission to contact references.

Employment Testing
Notifies applicants of required drug tests, physical exams, or
other tests.

Application Time Limits

Indicates how long the application will remain active (i.e. 6 mos).

Information Falsification
Indicates that false information is grounds for termination.

Legality of the Application Form

Notifies applicants the form has been approved by the HRC.
Copyright 2008 by Nelson, a division of Thomson

6 19

Human
Human Rights
Rights Considerations
Considerations and
and
Application
Application Forms
Forms
Application Forms should not contain illegal (non
job-related) questions concerning:
Marital status
Height/weight
Number and ages of dependents
Information on spouse
Date of high school graduation
Contact in case of emergency

Copyright 2008 by Nelson, a division of Thomson

6 20

Selection
Selection Testing:
Testing: Ability
Ability Tests
Tests
Cognitive Ability Tests
Measure an individuals thinking, memory, reasoning,
and verbal and mathematical abilities.

Physical Ability Tests

Measure an individuals strength, endurance, and
muscular movement.

Psychomotor Tests
Measure an individuals dexterity, hand-eye
coordination, arm-hand steadiness, and other factors.

Copyright 2008 by Nelson, a division of Thomson

6 21

Selection
Selection Testing:
Testing: Ability
Ability Tests
Tests (contd)
(contd)
Work Sample Tests
Require an applicant to perform a simulated task.

Situational Judgment Tests

Measure a persons judgment in work settings.

Assessment Centres
A series of evaluation exercises and tests used for the
selection and development of managerial personnel.
Multiple raters assess participants in multiple
exercises and problems that are job content-related to
the jobs for which the individuals are being screened.

Copyright 2008 by Nelson, a division of Thomson

6 22

Other
Other Tests
Tests
Personality Tests
Myers-Briggs Type Indicator (MBTI)
16 Personality Factors and others
Fakability and personality tests

Honest and Integrity Testing

Standardized honesty/integrity tests
Fakability of honesty tests
Polygraph tests (lie detector)
Prohibited

in Ontario and New Brunswick for purposes

of pre-employment screening

Copyright 2008 by Nelson, a division of Thomson

6 23

Big
BigFive
FivePersonality
Personality
Characteristics
Characteristics Fig.
Fig.6-7
6-7

Copyright 2008 by Nelson, a division of Thomson

6 24

Controversial
Controversial and
and Questionable
Questionable Tests
Tests
Graphology (Handwriting Analysis)
Analysis of the characteristics of an individuals
writing that purports to reveal personality traits and
suitability for employment.

Psychics
Persons who are supposedly
able to determine a persons
intellectual and emotional
suitability for employment.

Copyright 2008 by Nelson, a division of Thomson

6 25

Legal
Legal Concerns
Concerns and
and Selection
Selection Testing
Testing
Legal Concerns and Selection Testing
Job-relatedness (validity) of selection tests
Compliance with human rights and language
issues
Tests represent only one data source in the
selection process

Copyright 2008 by Nelson, a division of Thomson

6 26

Types
Types of
of Selection
Selection Interviews
Interviews

Copyright 2008 by Nelson, a division of Thomson

Fig.
Fig.6-8
6-8

6 27

Selection
Selection Interviewing
Interviewing
Interrater
Interrater
Reliability
Reliability

Intrarater
Intrarater
Reliability
Reliability
Interview
Interview
Reliability
Reliabilityand
and
Validity
ValidityIssues
Issues

Face
Face
Validity
Validity

Copyright 2008 by Nelson, a division of Thomson

6 28

Selection
Selection Interviewing
Interviewing
Reliability and Validity of Interviews
Intra-rater reliability: interviewers who are consistent
in their ability to select individuals who will perform
well.
Inter-rater reliability: the extent to which different
interviewers agree in the selection of individuals who
will perform well.
Face validity: a test that appears to be valid because
external observers assume, without proof, that it is.
Unstructured interviews are less reliable and less
valid than structured interviews.
Copyright 2008 by Nelson, a division of Thomson

6 29

Structured
Structured Interviews
Interviews
Structured Interview
Uses a set of standardized questions asked of all job
applicants
Useful for initial screening and comparisons

Benefits
Obtains consistent information needed for selection
decision
Is more reliable and valid than other interview formats
Meets human rights guidelines for the selection
process
Copyright 2008 by Nelson, a division of Thomson

6 30

Structured
Structured Interviews
Interviews (contd)
(contd)
Biographical Interview
Focuses on a chronological exploration of the
candidates past experiences.

Behavioural Interview
Applicants are asked to give specific examples of how
they have performed a certain task or handled a
problem in the past.
Helps

discover applicants suitability for current jobs based

on past behaviours.

Assumes

that applicants have had experience related to the

problem.

Copyright 2008 by Nelson, a division of Thomson

6 31

Structured
Structured Interviews
Interviews (contd)
(contd)
Competency Interview
Similar to the behavioural interview except that the
questions are designed specifically to provide the
interviewer with something to measure the applicants
response againstthat is, the competency profile
for the position, which includes a list of competencies
necessary to do that particular job.

Situational Interview
Applicants are asked how they would respond to a
specific job situation related to the content of the job
they are seeking.

Copyright 2008 by Nelson, a division of Thomson

6 32

Less
Less Structured
Structured Interviews
Interviews
Nondirective Interview
Applicants are queried using questions that are
developed from the answers to previous questions.
Possibility of not obtaining needed information.
Information obtained may not be not job-related or
comparable to that obtained from other applicants.

Stress Interviews
An interview designed to create anxiety and put
pressure on an applicant to see how the person
responds.

Copyright 2008 by Nelson, a division of Thomson

6 33

Who
Who Conducts
Conducts Interviews?
Interviews?

Panel
Panel
Interviews
Interviews

Individuals
Individuals

Interviews
Interviews
Video
Video
Interviewing
Interviewing

Copyright 2008 by Nelson, a division of Thomson

Team
Team
Interviews
Interviews

6 34

Selection
Selection Interviewing
Interviewing
Conducting an Effective Interview
Planning the interview
Controlling the interview
Using effective questioning techniques
Taking excessive notes during all stages of
the interview process

Copyright 2008 by Nelson, a division of Thomson

6 35

Questions
QuestionsCommonly
CommonlyUsed
Used
ininSelection
SelectionInterviews
Interviews
Fig.
Fig.6-9
6-9

Copyright 2008 by Nelson, a division of Thomson

6 36

Selection
Selection Interviewing
Interviewing
Effective Interviewing
Questions to Avoid
Close ended questions
Obvious questions
Questions that rarely produce a true answer
Leading questions
Illegal questions
Questions that are not job related

Copyright 2008 by Nelson, a division of Thomson

6 37

Selection
Selection Interviewing
Interviewing
Problems
Problems in
in
the
the Interview
Interview

Snap
Snap
Judgments
Judgments

Negative
Negative
Emphasis
Emphasis

Halo
Halo
Effect
Effect

Biases
Biasesand
and
Stereotyping
Stereotyping

Copyright 2008 by Nelson, a division of Thomson

Influence
Influence
Tactics
Tactics

6 38

Background
Background Investigation
Investigation
Four Goals of Background Screening :
Demonstrates due diligence in hiring
Provides factual information about candidates
Discourages applicants who have something
to hide
Encourages applicants to be honest on
application forms and in interviews

Copyright 2008 by Nelson, a division of Thomson

6 39

Background
Background Investigation
Investigation
Sources of Background Information
Motor vehicle records
Credit history
Honesty tests
Social Insurance Number
Sex offenders lists
Previous-employment records
Criminal records
Drug tests
Education/degree documentation
Professional certifications/licenses
Copyright 2008 by Nelson, a division of Thomson

6 40

Background
Background Investigation
Investigation
Reference Checking Methods
Telephoning the reference
Use of preprinted reference forms

Giving References on Former Employees

Employers may incur liability for statements made
about former employees.
Employers have adopted policies restricting the
release of reference information to name,
employment dates, and job title.
Employers fear incurring liability for failing to reveal an
employee was fired for criminal behaviour.
Copyright 2008 by Nelson, a division of Thomson

6 41

Background
Background Investigation
Investigation
Legal Constraints on Background Investigation
Risks of negligent hiring and retention
Due

diligence: investigating an applicants background to

avoid suits for actions of the employee.
Obtaining signed releases from applicants is necessary to
avoid problems with privacy issues.

Negligent hiring
Occurs

when an employer fails to check an employees

background and the employee injures someone.

Negligent retention
Occurs

when an employer becomes aware that an employee

may be unfit for employment, continues to employ the person,
and the person injures someone.

Copyright 2008 by Nelson, a division of Thomson

6 42

Background
Background Investigation
Investigation
Credit Checks
Requires disclosure of a credit check
Requires written consent of applicant
Requires copy of report be given to the applicant

Medical Examinations and Inquiries

Determines physical and mental capabilities for
performing jobs
Implemented once a conditional offer is made
Employer pays for the exam
Copyright 2008 by Nelson, a division of Thomson

6 43

Medical
Medical Examinations
Examinations and
and Inquiries
Inquiries
Drug Testing
Acceptable Uses in Canada:
As

part of an investigation in an unfit for duty (reasonable

cause) or post accident/incident situation
As part of a monitoring program after treatment
As a condition of return to duty after a policy violation
On an on-going follow-up basis
As a condition of certification to a higher safety-risk position
and on a random basis for alcohol only
As part of a comprehensive policy which includes
accommodation measures for alcohol or drug dependency

Genetic Testing
Prohibited in employment testing in Canada
Copyright 2008 by Nelson, a division of Thomson

6 44

Making
Making the
the Final
Final Decision
Decision
Combining Predictors
Multiple Hurdles
Establishing

a minimum cutoff (level of performance) for

each predictor, and requiring that each applicant must score
at least the minimum on each predictor to be considered for
hiring.

Compensatory Approach
Scores

on all predictors are added together, allowing a

higher score on one predictor to offset a lower score on
another predictor.

Copyright 2008 by Nelson, a division of Thomson

6 45

Making
Making the
the Job
Job Offer
Offer
Offer Guidelines
Formalize the offer with a letter to the applicant clearly
stating the terms and conditions of employment.
Avoid vague, general statements and promises.
Have legal counsel review the offer document.
Require return of a signed acceptance of the offer.

Copyright 2008 by Nelson, a division of Thomson

6 46

Staffing
Staffing Global
Global Assignments
Assignments

Types
Types of
of Global
Global Employees
Employees

Expatriate
Expatriate

Host-Country
Host-Country
National
National

Copyright 2008 by Nelson, a division of Thomson

Third-Country
Third-Country
National
National

6 47

Selection
SelectionFactors
Factorsfor
for Global
GlobalEmployees
Employees

Copyright 2008 by Nelson, a division of Thomson

Fig.
Fig.6-11
6-11

6 48