Employee Selection

Chapter 5
 Introduction
• Selecting capable employees is one of the management‘s top
priorities.
• By selecting best candidates for the required job Organization will get
– Quality performance of employees
– Organization will face less absenteeism and less employee
turnover problems
– Organization will also save time and money.
 Definition of selection
• “Selection is the process of:
– choosing from group of applicants ---the individuals –best suited
for a particular position and organization”.
• “Employee selection is the process of putting right person on right job”.
• “It is the procedure of matching organizational requirements –with—
the skills and qualifications of people”.
• Employee selections can range from---- a very simple process to a very
complicated process---depending on the firm--- hiring and position.
 Difference between Recruitment & Selection

Recruitment Selection

Recruitment is defined as the process of Selection is defined as the process

identifying and making the potential of choosing the right candidates for
candidates to apply for the jobs. the vacant positions.
 The Selection Process

1. Initial Screening applications and resumes

2. Testing and reviewing work samples
3. Interviewing candidates
4. Checking references and background
5. Selection Decision
 Step 1: Reviewing Applications/Initial Screening
 Reviewing applications/ Initial Screening:
• Screening is an essential part of selection process that helps in:
– removing unqualified or irrelevant candidates by--- filtering the applications of the
candidates for further selection process.
• Nearly all organizations gather information---- through employment applications and
resumes.
• Application form standardizes basic information received from all applicants.
 i.e. Contact information, work experiences educational background and applicants
signatures.
• Initial screening of applications---- enable the organization to narrow the pool of candidates:
---- to a number it can afford to test and interview.
 Resume
• Another way for applying for job opening is through ---Resumes and Cover Letters
• Applicants introduce themselves to employer through resume.
• In this process, the resumes of the candidates are reviewed and checked for the candidates’
education, work experience, and overall background matching the requirement of the job
• Drawback:
– applicants control the content of the information –the way it is presented.
– (It may not be accurate –the information in resume).
• An inexpensive way to gather information and allow organization to investigate further
about candidate.
Step 2: Testing and reviewing work samples/pre-employment tests

 Testing and reviewing work samples/pre-employment tests

• Different selection test are adopted by different organization
depending upon their requirements
• Tests measure knowledge, skills and ability as well as other
characteristics, such as personality traits.
 Testing types:
i. Aptitude tests
ii. Achievement test
iii. Cognitive ability tests
iv. Physical ability tests
v. Personality tests
vi. Drug tests
vii. Work sample testing
Testing types (cont’d)

i. Aptitude tests: assess how well a person can learn or acquire skills
and abilities---to assess learning ability.
ii. Achievement tests: measures a person’s existing/current
knowledge and skills.
iii. Cognitive ability tests:
– Cognitive ability tests are sometimes called “Intelligence tests”.
– It measures the learning, understanding and ability to solve problems
(designed to measure metal abilities).
– Organizations benefit from those people who have strong mental abilities.
 Types of Cognitive abilities
a. Verbal skill/ability (Verbal comprehension): a person’s capacity to
understand and use written and spoken language---skill in written and
spoken language.
b. Quantitative skills/ability (Numerical ability): a person’s ability to solve
arithmetic problems--- skill in working with numbers –arithmetic ability.
c. Reasoning skills/ability: person’s ability to invent solutions to diverse
problems---skill in thinking through the answer to a problem—logical
conclusions based on facts, figures –based on research or evidence.
iv. Physical ability tests:
• Physical ability tests typically ask individuals to perform job-related tasks
requiring manual labor or physical skill.
• These tasks measure physical abilities such as strength, muscular flexibility,
and stamina.
• Physical strength and endurance play less role in today’s modern workplace
than in past------Because of use of automation -----and---- modern
technology
– certain jobs still require --------physical abilities or psychomotor abilities
(i.e. connecting brain and body in case of eye-hand coordination).
• When these (physical ability+ psychomotor abilities) are essential to:
– Job performance
– Or avoidance of injury---the organization may use physical ability tests.
v. Personality tests:
• A selection procedure---that-- measure the personality characteristics
of applicants that are related to future job performance.
• In addition to abilities, knowledge, and skills---- job success also
depends on an individual's personal characteristics.
• In some situations employer may want to know the candidates
personality.
• Personality tests typically measure one or more of five personality
dimensions: extroversion, Neuroticism (emotional stability),
agreeableness, conscientiousness, and openness to experience.
• It is often referred as OCEAN model of personality----because of the
acronym from the names of the five dimensions.
OCEAN Traits
1. Openness of experience/intellect: curious, imaginative, artistically sensitive,
broad minded, playful.
– High scores tend to be original, creative, curious, and complex.
– Low scores ten to be conventional, down to earth, narrow interests,
uncreative.
2. Conscientiousness: dependable, organized, thorough, achievement oriented.
– High scores tend to be reliable, well organized, self-disciplined, and careful.
– Low scores ten to be disorganized, undependable, and negligent.
3. Extraversion: sociable, gregarious, assertive, talkative, expressive
– High scores tend to be sociable, friendly, fun-loving, and talkative.
– Low scores tend to be introverted, reserved, self-conscious, and quiet.
4. Agreeableness: courteous, trusting, good-nature4d, tolerant, cooperative,
forgiving.
– High scores tend to be good natured, sympathetic, forgiving, and courteous
– Low scores tend to be critical, rude, harsh, and callous
5. Neuroticism (emotional stability):
– High scores tend to be nervous, insecure, worrying
– Low scores tend be to calm, relaxed, secure
vi. Drug Tests/substance abuse test:
• This is known as pre-employment drug testing.
• Substance abuse includes use of cigarettes, drugs, alcohol.
• Substance abuse tests are necessary to ensure: Workplace safety, Security, &
productivity
• Drug abusing employees cause losses on their companies with both
– Missed time, Frequent accidents, Leave work early, More absent, Late for
work.
• Tests should be administered systematically to all applicants applying for the
same job.
• Have a report of the results sent to the applicants, keeping results
confidential.
 Medical examination:
• For physically demanding jobs—organization may wish to conduct medical
examination to see that the applicant can meet job requirements.
• A medical exam may disqualify an individual ----who is believed to be a direct
threat to the health and safety of self or others
• Many organizations make selection decision first and then conduct the
medical exam to confirm if the candidate can handle the job.
vii. Work sample tests
• It is also called “job performance test”.
• Work Sample tests are based on the premise that the best predictor of future behavior is
observed behavior under similar situations. These tests require the examinee to perform
tasks that are similar to those that are performed on the job.
• Many jobs require excellence at performing specialized tasks, such as,
– Operating machines,
– handling phone calls from customers,
– Or designing advertising materials.
– graphic designer and writers.
• To evaluate candidates for such jobs the organization may administer tests of the necessary
skills through----“work sampling or work sample test”.
• e.g. candidate is presented with simulated memos and phone messages describing the
kinds of problems that are faced by a person in the job. The candidate has to decide how
to respond to these messages in what order.
 Assessment centers:
• Evaluates a person’s performance in a simulated work situation (self developed/created
environment).
• Assessment centers are specific selection program that use----multiple selection methods
to rate applicants--- on their management potential, in which multiple raters evaluate
applicants’ performance on a number of exercises.
• Assessment centers are most widely used for managerial and high level positions to assess:
– Managerial potential, promotability, problem-solving skills, and decision-making skills.
 Step 3: Interviewing candidates

 Interviewing candidates
• Selection interviews –a dialogue initiated by one or more persons:
– To gather information
– And evaluate the applicant’s qualifications for employment.
• Exchange of information between job candidate and key members of the
organization.
• Opportunity for job candidate and organizational members to learn more about
each other.
 Types of interviews
1. Unstructured interview
2. Structured interview
a. Situational
b. BDI
1. Unstructured Interviews:
– Open –ended questions are used such as “tell me about you”.
– These are open ended questions about candidates’ Strengths, weakness,
career goals, and work experience.
– Interviewer has great discretion in choosing questions to ask each candidate.
Types of Interviews

2. Structured interviews
– A selection interview that consists of a ---predetermined (already decided/developed) set of
questions for the interviewer to ask.
– Questions are related to job requirements and cover relevant knowledge, skills and
experiences. The interviewer is limited/bound to ask those questions only—that are listed.
a. Situational interview
 In which interviewer asks questions about—what the applicant would do in a hypothetical
situation.
 A type of structured interview in which the interviewer describes a situation likely to arise
on the job—then ask the candidate what he/she would do in that situation.
 Applicants are asked about specific issues, problems, or questions that may arise on the
job.
 Future oriented questions: person is asked what they would do if such hypothetical
situation occurs in future.
b. BDI
 BDI stands for “Behavior Description Interview”. Also called “behavioral interview”, In
which questions focus on the applicants’ behavior in past.
 A type of situational interview in which interviewer asks the candidate to describe how
he/she handled the situation in past. Questions about candidates actual experiences.
 Panel interview:
• Selection interview--- in which several members of the organization meet to interview each
candidate.
 Step 4: Reference check/ background Investigation

 Reference check/ background Investigation

• Applicants provide the name, and phone number of former employers
or others who can vouch for their abilities and past job performance.
• Reference checks can:
– Verify information the candidate has provided on application form and
resumes (e.g., previous positions held, length of employment),
– Applicant may provide letter of reference in some situations--- which offers
additional information on a candidate’s--- skills, performance, and work
history---
• Help you assess the candidate’s potential for success in the position.
• Casually this reference check is done –when the candidate is the finalist
for the job (as reference check at initial stage is time consuming).
 Credit check from bank---ensures whether an applicant is bankrupt or
not.
 Criminal background check--- Reference Checking ensures employers
identify and exclude applicants with a history of inappropriate
workplace behavior.
 Step 5: Selection Decision

 Selection Decision
• Decision makers decide to select those people who have the best
combination of:
– Ability ---
– And motivation---to fit in the job and in the organization as a whole.

 Methods of selection decision

1. Multiple hurdle method:
• A sequential (in order) strategy in which only the applicants with the
highest scores are provisionally accepted and are assessed further at
each successive stage.
• Means process of arriving at a selection decision by eliminating some
candidates (with low scores) at each stage of the selection process.
2. Compensatory Model/average model
• Process of arriving at a selection decision in which a very high score on
one type of assessment can make up for a low score on another.
• This method administers all assessment tools to applicants at the
same time -- or at least all of them are administered before a
candidate is eliminated or selected.
• The scores of all assessment tools are combined to give each applicant
a composite score. Under this system, an applicant is less likely to be
eliminated based on the results of a single assessment tool and
comparisons can be made among the composite results of all
applicants.
• E.g. CGPA
3. Cut off score/ Multiple cutoff model
• A selection decision model that requires an applicant to achieve a
minimum level of proficiency on all selection dimensions
• A minimum score for each selection technique is used.
• If the applicant scores lower than the cutoff on any one of the multiple
selection techniques used, then they will be removed from the applicant
pool.
• This is good for any position that requires multiple critical skills and the lack
of any of them can be detrimental to performance on the job