Human Resource Management

Dr. Karim Kobeissi

Islamic University of Lebanon - 2014

Chapter 6: Selection
S e l e c t i o n
Selection is the process of choosing the individual
best suited for a particular position and the
organization from a group of applicants.

The goal of selection is to properly match people
with jobs and organization: If individuals are over-
or under-qualified, or do not fit the job or the
organizations culture, they will be ineffective
and probably leave the firm, voluntarily or
otherwise.

Selecting wrong person for any job can be costly.

Environmental Factors Affecting the Selection Process
A consistent selection process cannot always be
used because of the environmental factors:
Other HR functions
Legal considerations
Decision-making speed
Organizational hierarchy
Applicant pool
Type of organization
Probationary period
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L e g a l Co n s i d e r a t i o n s
Although the basic purpose of selection is to
determine candidates suitability for employment, it is
also essential for organizations to maintain
nondiscriminatory practices.

The guiding principle in determining what questions to
ask is whether the information being gathered is job
related.

If information is job related, usually asking for the
information is appropriate.

Applicant Pool and Selection Ratio
The applicant pool represents the
number of qualified applicants
recruited for a particular job.
The number of people actually hired
for a particular job compared to the
number of individuals in the applicant
pool is often expressed as a selection
ratio.

T y p e o f Or g a n i z a t i o n
The type of organization doing the hiring also influences
the selection process.
Private-sector businesses tend to be profit-oriented and
hire people from the labor market with a private-sector
background (to take advantage of their experiences in
other companies).

Government civil service systems typically Identify
qualified applicants through competitive examinations.

Not-for-profit organizations confront a situation where
salaries are considerably lower, so candidates must be
dedicated to this type of work and to the particular
organization (e.g., Caritas).
Pr obat i onar y Per i od
The purpose of a probationary period is to
establish the suitability of a new employee for
the role and to resolve any issues about the new
employees performance over the first three
months or so.

From a legal viewpoint, the use of a
probationary period in the selection process is
justified only if it is related to performing the jobs
duties.

Ap p l i c a n t T r a c k i n g Sy s t e ms
An applicant tracking system is a software
program designed to help an organization select
employees more efficiently. These systems
allow managers to post job openings, screen
rsums, review test results, generate interview
requests, and handle background checks. The
goal is to reduce costs and speed up the hiring
process.

Revi ew of Appl i cat i ons and Rsums
Application form must reflect firms informational needs and EEO
requirements.
The specific information requested on an application form
may vary from firm to firm, but typically includes name,
address, military service, education, and work history.
The candidate certifies that information provided is accurate.
When not prohibited by state law, the form should also
indicate that the position is employment at will and that
either the employer or the employee can terminate
employment at any time for any reason.
Gives permission for background check
Revi ew of Appl i cat i ons and Rsums ( con)
Managers compare the information contained in a completed
application to the job description to determine whether a
potential match exists between the firms requirements and the
applicants qualifications.
A rsum is a summary of the applicants experience,
education, and training that he or she has developed for use in
a job hunting. Professional and managerial applicants often
begin the selection process by submitting a rsum that clearly
shows they have the skills and competencies necessary for
success in the position.

R s u m s a n d Ke y wo r d s
Most large companies now use applicant-tracking systems that
scan or save rsums into databases, search the databases,
and rank the rsums according to the number of resulting
matches they find. Because of this trend, job applicants
should make their rsums as computer friendly as possible by
writing in a keyword rsum style.

Keywords are the job-related words or phrases that are used
to search databases for rsums that match. The keywords are
often job titles, skills, or areas of expertise related to the
position.

A keyword rsum contains an adequate description of the job
seekers characteristics and industry-specific experience in
order to accommodate the computer search process.

Potential Problems of Using Selection Tests
Selection tests may accurately predict an
applicants ability to perform the job, but are less
successful in predicting what the individual will
actually do when on the job.

Another potential problem is that applicants with
test anxiety may have their true abilities
underestimated.
Characteristics of Properly Designed Selection Tests
Properly designed selection tests have a number of important
characteristics:
- First, standardization is the uniformity of the procedures and
conditions related to administering tests. In order to compare the
performance of several applicants on the same test, it is necessary
for everyone to take the test under conditions that are as identical as
possible.

- Second, objectivity in testing occurs when everyone scoring a test
obtains the same results. Multiple-choice and truefalse tests are
usually objective if there is one clearly correct answer.

- Third, a norm is a frame of reference for comparing an applicants
performance with that of others. A norm reflects the distribution of
many scores obtained by people similar to the applicant being tested.

Characteristics of Properly Designed Selection Tests (cont)
Reliability is the extent to which a selection test provides
consistent results.

Validity is the extent to which a test measures what it
claims to measure.

An example of the difference between reliability and
validity can be illustrated as follows: If a person weighs
200 pounds but the scale shows a wide difference, such
as 150, 295, and 340, the scale is not reliable. If the scale
consistently reads 100 and you weigh 200 pounds, then
it is reliable, but not valid. If it reads 200 each time, then
the measurement is both reliable and valid.

T e s t V a l i d a t i o n A p p r o a c h e s
There are a number of ways that selection test can be validated:
Criterion-related validity compares the scores on the selection test
to some aspect of job performance by a representative sample of
others who have taken the test. Performance measures might
include the quantity and quality of work. A close relationship
between the score on the test and job performance suggests that
the test is valid.
Content validity is measuring whether a person can perform certain
tasks required by the job or has relevant job knowledge. An example
of the use of content validity is giving a word processing test to an
applicant whose primary job would be inputting text on the
computer.
Construct validity has to do with whether a test measures qualities
or traits that job analysis finds to be important in performing a job.
For instance, a job may require a high degree of creativity or
reasoning ability. However, it should be stressed that construct
validity by itself is not a primary method for validating selection tests.

F o r ms o f Cr i t e r i o n - Re l a t e d Va l i d i t y
Concurrent validity is determined when test scores and
criterion data are obtained at the same time; for instance,
administering the test to all currently employed telemarketers
and comparing the results with company records about each
employees job performance. If the test is able to identify
productive and less-productive workers, one could say that it
is valid. A potential problem in using this validation procedure
results from changes that may have occurred within the work
group, such as less-productive workers being fired or more-
productive employees being promoted out of the group.
F o r m s o f C r i t e r i o n - R e l a t e d V a l i d i t y ( c o n )
Predictive validity involves administering a test and later
obtaining the criterion information. For instance, all
applicants take the test, but the firm uses other selection
criteria, not the test results, to make the selection decision.
After observing employee performance over time, the
company analyzes test results to determine whether they
differentiate successful and less-successful employees.
Predictive validity is a technically sound procedure, but is
often not feasible because of the time and cost involved.

T y p e s o f Emp l o y me n t T e s t s
Employment tests are also designed to measure
individual differences related to job performance.
These differences can relate to:
Cognitive aptitude
Psychomotor abilities
Job knowledge
Work-sample (simulation)
Vocational interests
Personality
Job-Knowledge Tests
Job-knowledge tests measure a candidates
general knowledge of the duties of the job for
which he or she is applying.

While such tests are commercially available,
individual firms may design them based on
data derived from a specific job analysis.

Vocational Interests Tests
Vocational interest tests indicate the
occupations a person is most interested in and
that will likely provide satisfaction.

However, having interest in a job and being able
to effectively perform it may not be the same.
For example, a person may have an interest in
being a brain surgeon, but not the aptitude for it.

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Online Assessment
Organizations are increasingly using online
assessments to test various skills required by
applicants.

More companies want assessments that can be
given directly on their web-based career centers
with the results funneled to an applicant tracking
system.

Some of these tests evaluate the technical skill
levels of job applicants.

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Assessment Centers
An assessment center is a selection approach
that requires individuals to perform activities
similar to those of the actual job.
This is one of the most powerful tools for
assessing managerial talent because it uses
realistic simulations such as in-basket exercises,
leaderless discussion groups, and mock
interviews.
Professional assessors evaluate the candidates
skills in prioritizing, delegating, resolving conflict,
and decision making.

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Employment Interview
The employment interview is a job-focused
conversation in which the interviewer and
applicant exchange information. In general,
interviews have not been valid predictors of
success on the job. The traditional
employment interview is still important,
however, because the applicants who reach
this stage are seen as qualified, at least on
paper, and want to meet a potential employer
face-to-face
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Co n t e n t o f t h e I n t e r v i e w
The interviewer will typically focus on the following areas during an
interview:
Occupational experience in the candidates past experience, which
indicates relevant knowledge, skills, abilities, and willingness to handle
responsibility.

Academic achievement may be important for younger applicants just out
of school who lack significant work experience.

Interpersonal skills are an important indicator of whether a person can
work well with others or on a team.

Personal qualities observed during the interview include appearance,
speaking ability, adaptability, assertiveness, and cooperativeness.

During the interview, the interviewer should provide information about the
company, the job, and the expectations of the position.

Organizational Fit
Organizational fit refers to managements perception of
the degree to which the prospective employee will fit in
with the firms culture or value system.
There is evidence that managers routinely use
organizational fit in making selection decisions.
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Be h a v i o r a l I n t e r v i e w
The behavioral interview is a structured interview in which applicants are
asked to relate actual incidents from their past relevant to the target job.

Behavioral interviewers look for three main things:
- A description of a challenging situation
- What the candidate did about it
- Measurable results

For example, when probing for technical knowledge, the candidate might be
asked: Describe a situation in which your expertise made a significant
difference.

Behavioral interviewers ask all candidates the same open-ended questions,
then score responses on a scale. This type of interviewing is based on the
principle that what you did previously is a good predictor of what you will do
in the future.


Me t h o d s o f I n t e r v i e wi n g
In a typical employment interview, the applicant meets one-
on-one with an interviewer.
In a group interview, several applicants interact in the
presence of one or more interviewers.
In a board interview, several of the firms representatives
interview a candidate at the same time.
Finally, in the stress interview, the interviewer intentionally
creates anxiety to see how the candidate performs under
pressure.

Po t e n t i a l I n t e r v i e wi n g Pr o b l e ms
There are a number of potential interviewing problems that can
threaten the success of employment interviews. Good
interviewers are trained to avoid:
Inappropriate questions
Permitting non-job-related information
Premature judgment
Interview illusion
Interviewer domination
Contrast effect
Lack of training
Nonverbal communication
Inappropriate Questions
One simple rule governs interviewing: All
questions must be job-related. Interviewers
should frame questions in terms of whether
applicants can perform the essential functions of
the jobs for which they are applying.


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Permitting Non-Job-Related Information
If a candidate begins volunteering personal
information that is not job related, the
interviewer should steer the conversation back
on course.

The interviewer might even want to begin by
tactfully stating that the selection decision will be
based strictly on the candidates job-related
qualifications and that the conversation should
stay focused on job-related topics.
Pr e ma t u r e J u d g me n t s
Research suggests that interviewers often make
premature judgments about candidates in the
first few minutes of the interview.
Premature judgments may come from interview
illusionthe certainty that one is learning more in
an interview than one really is. When this
happens, a great deal of potentially valuable
information is not considered during the rest of the
interview.
Co n t r a s t Ef f e c t s
A contrast effect occurs when an interviewer
meets with several poorly qualified applicants
and then sees an average candidate. The last
applicant may appear to be better qualified than
he or she actually is.
The opposite can also occur.
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L a c k o f T r a i n i n g
Adequate training is necessary for people to
become effective interviewers. Interviewing is
not the same as just having a conversation, and
there should be a reason for asking each and
every job-related question.

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Concluding the Interview
When interviewer has obtained necessary
information and answered applicants
questions, he or she should conclude the
interview.
Tell applicant that he or she will be notified
of the selection decision shortly.
Management must then determine
whether candidate is suitable for the open
position and organization.
Continuous Background Investigation
Some employers are screening their
employees on an ongoing basis.
In certain industries, such as banking
and healthcare, employers are
required by regulation to routinely
research the criminal records of
employees.
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Hi r i n g St a n d a r d s t o Av o i d
Some of standards used in background
investigation have potential to violate equal
employment opportunity and affirmative action
laws.

When HR management practices eliminate
substantial numbers of minority or women
applicants, the burden of proof is on the
employer to show that the practice is job related.

Examples: Criminal conviction
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Reference Checks
Information from individuals who know
applicant.
Provide additional insight into
information furnished by applicant.
Verify accuracy of information.
Possible defect: Virtually everyone can
name three or four individuals willing to
make favorable statements.
Re f e r e n c e Ch e c k s ( c o n t . )
The amount of protection given to those who provide references
varies greatly. Laws in many states protect employers from liability
for harm to an ex-employee based on job references they provide.
The intent of this legislation is to make it easier for employers to
give and receive meaningful information.

Two Even so, there are two schools of thought with regard to
supplying information about former employees:
- One is Dont tell them anything. In this case, the employer
provides only basic data, such as job title and dates of
employment.

- The other approach is Honesty is the best policy. This is based
on the reality that facts honestly given or opinions honestly
held constitute a solid legal defense.
Au t o ma t e d Re f e r e n c e Ch e c k i n g
Traditional reference checking takes a lot of time,
so some firms have begun using automated
reference checking instead.
With this system, the job candidate contacts
references directly and asks them to fill out an
online questionnaire.
The system automatically collects the surveys and
prepares a report for the recruiter.
The company does not run the risk of a recruiter
asking an inappropriate question because the
questions are standardized.

Ne g l i g e n t Hi r i n g
Negligent hiring is the liability an employer incurs when
it fails to conduct a reasonable investigation of an
applicants background, and then assigns a potentially
dangerous person to a position in which he or she can
inflict harm, such as fraud, assault, or interference with
contractual relations.
The primary consideration in negligent hiring is whether
the risk of harm from an employee was reasonably
foreseeable by the employer.

Notification to Candidates
Results should be made known to
candidates as soon as possible.
Delay may result in firm losing
prime candidate to competitors.
Unsuccessful candidates should
also be promptly notified.
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Metrics for Evaluating Recruitment Effectiveness
Top candidates for nearly any job are hired and off the job
market in 1 to 10 days, so it is crucial for the time required
to hire be as low as possible.

The question of how to measure quality of hire and set
standards for new-hire performance is difficult to determine.
For quality of hire to be usable, one needs to have accurate
performance assessment for several months or even years
before the real capabilities of a new hire will be fully
understood.
Metrics for Evaluating Recruitment Effectiveness (cont.)
New hire retention is determined by calculating the percent of new
hires that remain with the company at selected intervals, typically one
or two years.
New hire retention is critical because costs go up dramatically if a
position has to be filled again in a short period.
If new hires are not staying, then HR should analyze the selection
process to determine if there are flaws in the system.
The quality of the firms selection process can also be evaluated by
using the hiring managers overall satisfaction with how a new hire
is performing after the first 90 days. If there are consistently low
scores, it may indicate that the hiring process is deficient in some
respect.
Turnover rate: Average number of times employees have to be
replaced during a year. If it is excessively high, this may indicate a
broader organizational issue.

Metrics for Evaluating Recruitment Effectiveness (cont.)
Recruiting cost per hire is the total recruiting expenses
divided by the number of recruits hired.
The selection rate is the percentage of applicants hired
from the entire pool of candidates.
The acceptance rate is the number of applicants who
accepted the job divided by the total number of
candidates who were offered the job. If this rate is
unusually low, it would be wise to determine the reason
that applicants are turning down jobs with the firm.
Metrics for Evaluating Recruitment Effectiveness (cont.)
The selection process can be viewed as a funnel, with the
number of applicants available at each stage of the selection
process getting smaller.
The yield rate is the percentage of applicants from a
particular source and method that make it to the next stage
of the selection process.
Organizations should maintain employment records and
conduct periodic analyses in order to determine the
cost/benefit of their recruitment sources and methods.