Chapter 5 SelectionChapter 5 Selection

1.1. Objectives and goalsObjectives and goals

2.2. Selection ProceduresSelection Procedures

3.3. Selection CriteriaSelection Criteria

4.4. Test: Types and MethodsTest: Types and Methods

5.5. Interviews: Skills and GuidelinesInterviews: Skills and Guidelines

Employee Testing and Employee Testing and SelectionSelection

Behavioral ObjectivesBehavioral ObjectivesWhen you finish studying this chapter, you When you finish studying this chapter, you should be able to:should be able to:DescribeDescribe the overall selection process and the overall selection process and explain why it is important.explain why it is important.DefineDefine basic testing concepts including basic testing concepts including validity and reliability.validity and reliability.DiscussDiscuss at least four types of personnel tests. at least four types of personnel tests.ExplainExplain the pros and cons of background the pros and cons of background investigations, reference checks, and investigations, reference checks, and preemployment information services.preemployment information services.

Chapter OutlineChapter Outline

The Selection ProcessThe Selection Process Basic Testing ConceptsBasic Testing Concepts Ethical, Legal, and Fairness Questions Ethical, Legal, and Fairness Questions

in Testingin Testing Types of TestsTypes of Tests Work Samples and SimulationsWork Samples and Simulations Other Selection TechniquesOther Selection Techniques

Key words Key words

test validitytest validityThe accuracy with which a test, interview, The accuracy with which a test, interview, and so on measures what it purports to and so on measures what it purports to measure or fulfills the function it was measure or fulfills the function it was designed to fill.designed to fill.

criterion validitycriterion validityA type of validity based on showing that A type of validity based on showing that scores on the test (predictors) are related to scores on the test (predictors) are related to job performance (criterion).job performance (criterion).

Key wordsKey words

content validitycontent validityA test that is A test that is content validcontent valid is one in which the is one in which the test contains a fair sample of the tasks and test contains a fair sample of the tasks and skills actually needed for the job in questionskills actually needed for the job in question

reliabilityreliabilityThe characteristic that refers to the The characteristic that refers to the consistency of scores obtained by the same consistency of scores obtained by the same person when retested with the identical of person when retested with the identical of equivalent tests.equivalent tests.

Key wordsKey words

expectancy chartexpectancy chartA graph showing the relationship between test A graph showing the relationship between test scores and job performance for a large group of scores and job performance for a large group of people.people.

work sampleswork samplesActual job tasks used in testing applicants’ Actual job tasks used in testing applicants’ performance.performance.

work sampling techniquework sampling techniqueA testing method based on measuring A testing method based on measuring performance on actual basic job tasks.performance on actual basic job tasks.

Key wordsKey words

management assessment centersmanagement assessment centersA situation in which management A situation in which management candidates are asked to make decisions in candidates are asked to make decisions in hypothetical situations and are scored on hypothetical situations and are scored on their performance. It usually also involves their performance. It usually also involves testing and the use of management games.testing and the use of management games.

Chapter 6Chapter 6 Interviewing Interviewing CandidatesCandidates

Behavioral ObjectivesBehavioral ObjectivesWhen you finish studying this chapter, you When you finish studying this chapter, you should be able to:should be able to:DescribeDescribe several basic types of interviews. several basic types of interviews.ExplainExplain the factors and problems that can the factors and problems that can undermine an interview’s usefulness and undermine an interview’s usefulness and techniques for eliminating them.techniques for eliminating them.ListList important “guidelines for important “guidelines for interviewers.”interviewers.”ExplainExplain how to develop a structured or how to develop a structured or situational interview.situational interview.DiscussDiscuss how to improve your performance how to improve your performance as an interviewer.as an interviewer.

Chapter OutlineChapter Outline

Basic Features of InterviewsBasic Features of Interviews What Factors Can Undermine an What Factors Can Undermine an

interview’s Usefulness? interview’s Usefulness? Designing and Conducting the Designing and Conducting the

Effective InterviewEffective Interview

Key wordsKey words

nondirective nterviewnondirective nterviewAn unstructured conversational style inteAn unstructured conversational style interview. The interviewer pursues points of irview. The interviewer pursues points of interest as they come up in response to qnterest as they come up in response to questions.uestions.

directive interviewdirective interviewAn interview following a set sequence of An interview following a set sequence of questions.questions.

Key wordsKey words

stress interviewstress interviewAn interview in which the applicant is made An interview in which the applicant is made uncomfortable by a series of often rude uncomfortable by a series of often rude questions. This technique helps identify questions. This technique helps identify hypersensitive applicants and those with low or hypersensitive applicants and those with low or high stress tolerance.high stress tolerance.

appraisal interviewappraisal interviewA discussion following a performance appraisal A discussion following a performance appraisal in which supervisor and employee discuss the in which supervisor and employee discuss the employee’s rating and possible remedial actions.employee’s rating and possible remedial actions.

Key wordsKey words

situational interviewsituational interviewA series of job-related questions which A series of job-related questions which focuses on how the candidate would focuses on how the candidate would behave in a given situation.behave in a given situation.

job-related interviewjob-related interviewA series of job-related questions which A series of job-related questions which focuses on relevant past job-related focuses on relevant past job-related behaviors.behaviors.

Key wordsKey words

structured sequential interviewstructured sequential interviewAn interview in which the applicant is An interview in which the applicant is interviewed sequentially by several interviewed sequentially by several persons and each rates the applicant persons and each rates the applicant on a standard form.on a standard form.

panel interviewpanel interviewAn interview in which a group of An interview in which a group of interviewers questions the applicant.interviewers questions the applicant.

Key wordsKey words

candidate-order errorcandidate-order errorAn error of judgment on the part of the An error of judgment on the part of the interviewer due to interviewing one or more interviewer due to interviewing one or more very good or very bad candidates just very good or very bad candidates just before the interview in question.before the interview in question.

1. Importance of Selection1. Importance of Selection

(1)(1)Objectives and goals.Objectives and goals.

(2)(2)Consequences of selectionConsequences of selection

(1) Objectives and goals.(1) Objectives and goals.

Selection is to choose the most appropriate Selection is to choose the most appropriate candidates for the organization from the candidates for the organization from the applicants’ pool established during applicants’ pool established during recruiting.recruiting.

The most appropriate but not necessarily The most appropriate but not necessarily the best.the best.

Criteria is of critical importance.Criteria is of critical importance.

(2) Consequences of selection (2) Consequences of selection

Four results of selection:Four results of selection: Correct selection: the one selected is capable of Correct selection: the one selected is capable of

doing the job.doing the job. Correct screening: the one screened out is not Correct screening: the one screened out is not

capable of doing the jobs.capable of doing the jobs. Mistaken Selection: Mistaken Selection: the one selected is not the one selected is not

capable of doing the job.capable of doing the job. Mistaken screening: the one screened out is Mistaken screening: the one screened out is

able to do the job.able to do the job.

Selection ProceduresSelection Procedures

(1)(1) Initial screeningInitial screening

(2)(2)TestingTesting

(3)(3) InterviewInterview

(4)(4)Decision makingDecision making

(5)(5)Evaluating selection resultsEvaluating selection results

(1) Initial screening(1) Initial screening

A.A. Screen out those candidates that do not Screen out those candidates that do not meet the basic requirement of the selection meet the basic requirement of the selection criteria.criteria.

B.B. Reduce the number of candidates tasking Reduce the number of candidates tasking the test if there are too many by removing the test if there are too many by removing those the are meeting the bottom line of the those the are meeting the bottom line of the selection criteria.selection criteria.

C.C. Examine personal data or reference letters Examine personal data or reference letters to find out problematic candidates.to find out problematic candidates.

(2) Testing(2) Testing

A.A. Determine the types and contents of Determine the types and contents of testing.testing.

B.B. Validate the validity and reliability of the Validate the validity and reliability of the test.test.

C.C. Set the cut-off line for the testing scores.Set the cut-off line for the testing scores.

(3) Interview(3) Interview

A.A. Determine the content of interview.Determine the content of interview.

B.B. Structure the interview.Structure the interview.

C.C. Avoid common mistakes.Avoid common mistakes.

D.D. Develop interview guidelines.Develop interview guidelines.

E.E. Train the interviewer.Train the interviewer.

(4) Decision making(4) Decision making

A.A. Decide which candidate to select based on Decide which candidate to select based on the results of the tests and interview.the results of the tests and interview.

B.B. Consult the line managers on the candidates Consult the line managers on the candidates selected.selected.

C.C. Send notice to the candidates being Send notice to the candidates being selected.selected.

D.D. Inform the line managers to prepare for Inform the line managers to prepare for orientation and training for the new orientation and training for the new employees.employees.

(5) Evaluating selection results(5) Evaluating selection results

Immediate evaluation: ask the line Immediate evaluation: ask the line managers whether the new employee is managers whether the new employee is capable of doing his/her job during the trial capable of doing his/her job during the trial period.period.

Follow-up evaluation: use the performance Follow-up evaluation: use the performance appraisal data to see performance of the appraisal data to see performance of the new employees in the 1new employees in the 1stst year. year.

3. Selection Criteria3. Selection Criteria

(1)(1)Contents of selection criteriaContents of selection criteria

(2)(2)Five dimensions of selection criteriaFive dimensions of selection criteria

(3)(3)Validation of selection criteriaValidation of selection criteria

(1) Contents of selection criteria(1) Contents of selection criteria

Selection criteria and developed based Selection criteria and developed based on the description and specification of the job on the description and specification of the job open to employment, which usually covers the open to employment, which usually covers the following areas:following areas:Education and training;Education and training;Skills and experience;Skills and experience;Physical and mental requirements; and Physical and mental requirements; and Personal traits.Personal traits.

(2) Five dimensions of selection (2) Five dimensions of selection criteriacriteria

A.A. Validity: whether the criteria are closely Validity: whether the criteria are closely related to the performance of the jobs.related to the performance of the jobs.

B.B. Reliability: whether the criteria are consistent Reliability: whether the criteria are consistent in applying to different candidates at different in applying to different candidates at different times.times.

C.C. Sensitivity: whether the criteria are capable of Sensitivity: whether the criteria are capable of telling individual differences.telling individual differences.

D.D. Acceptability: whether the criteria are Acceptability: whether the criteria are acceptable to the line managers and the acceptable to the line managers and the candidates.candidates.

(3) Validation of selection criteria(3) Validation of selection criteria

A.A. Content validation: to validate whether the Content validation: to validate whether the content of the criteria are closely related to content of the criteria are closely related to the job.the job.

B.B. Trait validation: to validate whether the Trait validation: to validate whether the personal traits in the criteria are necessary personal traits in the criteria are necessary for doing the job.for doing the job.

C.C. Criterion validation: to validate whether the Criterion validation: to validate whether the criteria are capable of reflecting actual job criteria are capable of reflecting actual job performance.performance.

4. Testing4. Testing

(1)(1)Determine the types and contents of the Determine the types and contents of the testing.testing.

(2)(2)Validate the validity and reliability of the Validate the validity and reliability of the test.test.

(3)(3)Set the cut-off line.Set the cut-off line.

(1) Determine the types and (1) Determine the types and contents of the testing.contents of the testing.

A.A. Types of testsTypes of tests Cognitive ability: written or oral.Cognitive ability: written or oral. Motor and physical ability: physical Motor and physical ability: physical

examination or simulation.examination or simulation. Personality, interest and attitude: Personality, interest and attitude:

psychological tests.psychological tests.B.B. Contents of testing:Contents of testing: Based on job description and specification.Based on job description and specification. Consistent with the selection criteria.Consistent with the selection criteria.

(2) Validate the validity and (2) Validate the validity and reliability of the test.reliability of the test.

Content validity and reliability.Content validity and reliability.validate whether the content of the test is validate whether the content of the test is based on the requirement of the job and based on the requirement of the job and whether the results of the test is consistent whether the results of the test is consistent over time.over time.

Criterion validity and reliability.Criterion validity and reliability.Validate whether the answers to the Validate whether the answers to the questions are able to distinguish good from questions are able to distinguish good from bad and whether the rate of correct answers bad and whether the rate of correct answers is consistent over time.is consistent over time.

5. Interview5. Interview

(1)(1)Determine the content of interview.Determine the content of interview.

(2)(2)Structure the interview.Structure the interview.

(3)(3)Avoid common mistakes.Avoid common mistakes.

(4)(4)Develop interview guidelines.Develop interview guidelines.

(5)(5)Train the interviewer.Train the interviewer.

(1) Determine the content of (1) Determine the content of interview.interview.

A.A. Interview is the method to get to know a job Interview is the method to get to know a job applicant’s knowledge, intelligence, oral ability, applicant’s knowledge, intelligence, oral ability, interest, attitude, motivation and personal traits.interest, attitude, motivation and personal traits.

B.B. Interview is the simplest but also the most Interview is the simplest but also the most subjective way of selecting employees.subjective way of selecting employees.

C.C. In order to reduce subjectivity in selection, we In order to reduce subjectivity in selection, we should.should.

Conduct interview after testing for a large pool.Conduct interview after testing for a large pool. Determine the content and structure of interview.Determine the content and structure of interview.

(2) Structure the interview.(2) Structure the interview.

Step 1: Conduct job analysis.Step 1: Conduct job analysis.

Step 2: Evaluate the job duty information.Step 2: Evaluate the job duty information.

Step 3: Develop interview questions. Step 3: Develop interview questions.

Step 4: Develop benchmark answers.Step 4: Develop benchmark answers.

Step 5: Appoint interview panel and Step 5: Appoint interview panel and implement.implement.

(3) Avoid common mistakes.(3) Avoid common mistakes.

A.A. Common mistakes in interview:Common mistakes in interview: First impression: first impression is always First impression: first impression is always

subject to one’s bias or preference.subject to one’s bias or preference. Personal feeling: personal feeling affects the Personal feeling: personal feeling affects the

judgment of the interviewer.judgment of the interviewer. Comparison: comparison is not reliable without Comparison: comparison is not reliable without

consistent criteria.consistent criteria. Stereotypes: stereotypes reflect the bias of the Stereotypes: stereotypes reflect the bias of the

interviewer.interviewer.

B.B. Measures to avoid interview Measures to avoid interview mistakesmistakes

Develop selection criteria for the interview.Develop selection criteria for the interview. Develop interview questions based on the Develop interview questions based on the

criteria.criteria. Structure the interview to ensure consistency.Structure the interview to ensure consistency. Train the interviewer on the criteria and Train the interviewer on the criteria and

structure of the interview.structure of the interview. Give weights to different questions to Give weights to different questions to

emphasize the key factors.emphasize the key factors.