FOUNDATIONS OF SELECTION

Foundations of Selection

• INTRODUCTION• THE SELECTION PROCESS• SECLECTION FOR SELF-MANAGED

TEAMS• KEY ELEMENTS FOR SUCCESSFUL

PREDICTORS• SELECTION FROM A GOLBAL

PERSPECTIVE• SOME THOUGHTS On EXCELLING AT THE

INTERVIEW

The Selection Process• The selection process typically

consists of eight steps:– Initial screening interview– Completing the application form– Employment tests– Comprehensive interview– Background investigation– A conditional job offer– Medical or Physical Examination– The permanent job offer

The Selection Process-Details

• Initial Screening• Completion of the Application form• Employment Tests• Are Interviews Effective• The realistic Job Review• Background Investigation• Conditional Job Offer• Medical / Physical Examination• Job Offer• The Comprehensive Approach• Upto the Candidate

EMPLOYMENT TESTS

• Performance Simulation Tests• Work Samples• Assessment Centers• Tests In Global Arena• Comprehensive Interviews

Selection Process

The Selection ProcessWhat’s Assessed? And How?Technical Skills Phase 1: Applicant’s complete applications and watch an Technical Performance Interpersonal Skills one-hour video about the work Leadership environment.Problem-solving Phase 11: Applicant’s complete kentucky’s Department ofSkills Employment Services Situation Judgement Health Assessment Inventory -measuring one’s ability to work in a team

and other interpersonal skills. Phase 111: Applicants participate in a four-hour program designed to assess individual and group problem solving skills. Applicants are observed by Toyota screening experts. Assembly-line applicants also participate in a five- hour assembly simulation. Phase 1V: One-hour interview with a group of Toyota interviewers

Phase V: Conditional Toyota employee. Applicants undergo two and one-half hours of physical and substance testing at an area hospital. Phase VI: Employee is closely monitored by seasoned employees who assess job performance for the next six months.

SCREENING & SELECTION METHODS

• Employment application forms (WAB) weighted application blanks.

• Recommendations & Reference Checks:– Education & Employment History.– Character + Interpersonal competence.– View of current or past employer.– Written recommendations & referrals.– Phone calls.– Personal checks + verify key previous history.

• 2/3 companies do it.• Later detection of unfit candidature.

USE OF TESTS AND INVENTORIES IN SELECTION

• Drug tests• Integrity tests• Mental Ability tests• Objective personality and interest inventories• Projective measures• Measurement of leaderships ability• Personal History• Employment Interviews• Peer Assessment• Work sample tests.

Key Elements For Successful

Predictors • Reliability

• Validity

• Content Validity

• Constrict Validity

• Criteria Related Validity

– Concurrent Validity

– Predictive Validity

• The Validity Analysis

• Cut Scores and their Impact on Hiring

• Validity Generalization

RELIABILITY OF MEASUREMENT

• The goal of any selection program is to identify aplicants who score high on measures that purport to assess knowledge , skills, abilities, or other characteristics that are critical for job performance. Yet errors in selection decisions occur.

• Selection errors are of two types:selecting someone who should be rejected (erroneous acceptance) and rejecting someone who should be accepted (erroneous rejection).These kinds of errors can be avoided by using measurement procedures that are reliable and valid.

• A measurement is considered to be reliable if it is consistent or stable.– Overtime– Across different samples of items– across different raters or judges

VALIDITY OF MEASUREMENT

• Unless a measure is reliable , it cannot be valid. This is so because unless a measure produces consistent, dependable, stable scores, we cannot begin to understand what implications high versus low scores have for later job performance and economic returns to the organization. Such understanding is the goal of the validation process.

• Validity refers to the job -relatedness of a measure - that is the strength of the relationship between scores from the measure and some indicator or rating of actual job performance.

• Validity always refers to the degree to which the evidence support inferences that are drawn from scores or ratings on a selection procedure.

ASSESSMENT CENTERS• The assessment center approach was first used by German

military psychologists during World War II to select officers. They chose to observe each candidate’s behaviour in a complex situation to develop a broader appraisal of his reactions.Borrowing from this work and that of the War Office Selection Board of the British army during the early 1940s, the U.S. Office of Strategic Services used the method to select spies during World WarII.

• After World War II many military psychologists and officers joined private companies, where they started small-scale assessment centers.

• The assessment center method is a process that evaluates a candidate's potential for management based on three sources:1. Multiple assessment techniques, such as situational tests of mental abilities, and interest inventories2. Standardized methods of making inferences from such techniques.3. Pooled judgments from multiple assessors to rate each candidate’s behaviour.

EMPLOYMENT INTERVIEWS

• Employment interviewing is a difficult mental and social task. Managing a smooth social exchange while instantaneously processing information about a job candidate makes interviewing uniquely difficult among all managerial tasks.

• The interview works well when:

* The interview is limited to information that a prior job analysis indicates is important for

successful job performance

* Interviewers are trained to evaluate behaviour objectively

* The interview is conducted along a specific set of guidelines.

Conclusions About InterviewingA review of the research has generated the following conclusions about interviews:• Prior knowledge about the applicant can bias the interviewer’s

evaluation.• The interviewer often holds a stereotype of what represents a

“good” applicant.• Interviewers tends to favor applicants who share his own attitudes.• Order in which applicants interviewed often influences evaluations.• The order in which information is elicited influences evaluations.• Negative information is given unduly high weight.• Interviewer make a decision on applicant's suitability in the first few

minutes of the interview.• The interviewer may forget much of the interview’s content within

minutes after its conclusion.• Structured and well-organized interviews are more reliable.• The interview is most valid in determining an applicant’s

organizational fit, level of motivation, and interpersonal skills.

Becoming An Effective Interviewer

• Obtain detailed information about the job for which applicants are being interviewed.

• Structure the interview and follow a set procedure.

• Review the candidate's application form and/or resume.

• Put the applicant at ease.

• Ask your questions.

• Conclude the interview.

• Complete a post - interview evaluation form.

EXCELLING AT INTERVIEWS

• Make Your CV/Resume Look Good• Do Your Home Work, Carryout Research• Night Before, Your Interview, Have Dood Rest• Have A Good Breakfast• Dress Appropriatly, Appear Smart• Arrive Early• Firm Handshake• Maintain Good Eye Contact• Sit Erect With Good Posture• Take Care Of Body Language• Be Confident And Reduce Nervousness

EXCELLING AT INTERVIEWS

• Be Yourself• Carry Out Practices Or Rehearsals

And Develop Responses Beforehand• Make Best And Timely Use Of These

Responses During Interview• Thank The Interviewer

Remember it’s a social event

Avoiding Hiring Mistakes

• CVs Embellished by 20% Minimum.• Prepare Job Requirements, duties and

Responsibilities• Ask questions e.g.

– What are your short & long term goals.– Why are you interested in this position– Your greatest strength and weaknesses?– Why should & hire you– Do you have a plea for continuos education

• Check references• Get applicants permission to check back reference• Don’t Panic. Hire temporary, contract or outsource

world.• Avoid direct questions.• Consider Alternative: The dismissal plan.

SELECTION PROCESS FOR DIFFERENT BUSINESS SITUATIONS/GROWTH LEVELS

THANK YOU

Body Language: 15 Key Phrases

• Make a forthright entrance.• Walk tall.• Show a sincere simile.• Make and maintain eye contact.• Develop a memorable handshake.• Don’t rush to take a seat.• Transmit a feeling of relaxed energy.• Breathing is an important aspect of nonverbal communication.• Nothing “speaks” body language more eloquently than the head and

face.• A slightly out-thrust chin conveys conflict.• Nodding the head up and down convey; agreement, while shaking the

head front side to side convey;disagreement.• Use your hands.• When you’re on stage…Extend your nonverbal message with the

cloths you wear.• Adjust your tone of voice.

Top Ten Tips for Improving the Quality of Your Work Life

• Have a personal vision. • Test out your own personal vision with that of

your organization’s.• Learn, and keep on learning. • Buddy-up.• Share your successes.• Get it off your chest.• Find joy in being of service to others.• Take time for breaks.• Try out new ideas.• Have fun at work.

Bringing Ideas to Life: Seven Principles for Pulling Together

• Being just an idea person or just a relationship person limits your effectiveness in the workplace.

• The way to bring an idea to life is to focus on developing the idea and enhancing your relationships with coworkers simultaneously.

• Go into the conference room with the intention of sharing your idea and involving others in shaping, strengthening, and implementing he concept in its final form.

• By engaging others in the innovation process, you ‘ll emerge with superior results and stronger bonds between people.

Seven principles for pulling together1) Recognize resistance

– They don’t like the idea (Level 1 resistance)– they don’t like the idea (Level 2 resistance) – Or they don’t like you (Level 3 resistance) – Identify the levels of resistance you’re facing and you can work through

them , turning opposition into support.2) Listen carefully and engage in conversational give and take to get at

the deeper issues underlying their resistance.3) Consider the context (time + place + relationships = the success or

failure of your idea). 4) Avoid knee-jerk reactions. 5) Pay attention: Attempt to detect every detail. 6) Shut up and listen: Dig deeply. 7) Connect without compromise.

Job Interview/Internship Interview

• Your perspective employees have a stock of resumes from talented applicants.

• Now they want to know what makes you itch. Are you hard to get along, can you meet deadlines. How badly you want this job.

• There is no sure five trick for Navigating in an interview. But you can improve your odds by knowing what you are up against.

• We will cover some of the most frequent questions and suggest how you may handle them:

You May Be Asked In An Interview

Questions• What do you want from us and why do you want to do

internship/job with us.• What do you know about us.• Have you worked earlier in any organization.• What are your personal goals/aspirations.• What profession have you selected for you• Where do you want to be after five years from now and ten

years.• What are your own strengths & weakness• What are your greatest accomplishments• Will you get along with your potential boss or mentee.

Conduct During An Interview

• What a candidate should be Manners/Protocols/ Appearance.– Before appearance– On Interview– During Interview– Dos & Donts

• Art of smart guessing• Picture yourself a winner

– Practice Makes a man Perfect - so can mental rehearsals

• Communication– First understand then to be understood– Begin with end in mind

• You need to be a leader, a manager but an effective manager• Modes of communication• Other critical Aspects

Listening+Understanding+Speaking

=Communication

• Listening Skills– Attention– Concentrate– Retention– Evaluation– Maping a feedback

• Communication is a two way process

Modes of Communication• Verbal Matter (What you speak)

Manner (How you speak)• Non Verbal

- Body Language What I say is Imp* Postures but* Distance What I say is more* Gestures Imp* Facial Expression* Creating an

Impression Pitch - Para Language Special

* How Said Articulation * Where Said

* Who Said

• Written * Reading Skills

* Memory * Mind Maps• Medium of Communication * Written WEAKS

* Spoken Words * Greasers * Visual Images * Cob. Poise

Physiology In Presentation Effectiveness

Dress/Facial Expression

Understanding Yourself

Body Language

Para Language

Verbal/NonverbalCommunication

Matter/Manner

Rehearse/Return

First Impression Is The Last Impression

Coming Across ClearlyWhen managers communicate orally, they sometime get the uneasy feeling that they aren’t coming clearly, that they are not being understood properly. Possiblecauses of communication failure are:

• Lack of structure in the presentation

• Unexplained abbreviations, terms, acronyms, etc.

• Too much or not enough details

• Lack of sufficient proof, examples or analogies.

• Failure to control time.

• Overuse or poor use of audiovisual aids.

• Failure to handle questions well.

Check Yourself

• Empathy

• Humor

• Courtesy

• Build Trust

• Winners & Losers

• Success Mindset

• Achievers

How To Be Successful• Common Sense• Self Reliance• Specialized Knowledge• General Intelligence• Knowing right from wrong• Self Confidence• Creativity• Oral Expression• Luck

What Should Be In The CV• Educational Background• Any Barriers• Age• Work/Related Experience• Interest/Affiliations• Mobility• Track Record/Achievement• Skills - Professional & Computer• References

Competencies Desired/Observable Behaviors

• Achievement Drive

• Problem Solving & Analytical Skills

• Relationship Management

– Communication– Interpersonal– Conflict Management

• Planning & Organizing

• Professional Knowledge

• Leadership (Understanding, Comprehension and Aspiration+Vision)

Other Critical Aspects

• Eye Contact

• Body Language

• Self Confidence

• Neat & Presentable

• Courteous good Communication

SIX TYPES OF EXERCISES USED TO SELECT U.S. ARMY RECRUITS

• Structured interview

• Cold calls

• Interviews

• Interview with concerned parent

• Five-minute speech about the Army

• In-basket

Summary• Describe the selection process.• Identify the primary purpose of selection activities.• Discuss why organizations use application forms.• Explain the primary purpose of performance

simulation• Discuss problems associated with job interviews.• Specify the organizational benefits derived from

realistic job previews• Explain the purpose of background investigations.• List three types of validity.• Explain how validity is determined.