07 SelectionMethods 28p

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Selection Methods



ow to prov e emp oyees w tappropriate skills, competences

etc.?

• Analysing jobs/roles

• Sourcing

• ecruitment

• Selection

• Hiring

• Sociali!ing/training



"mployee selection

Selection is the process by which a#rm uses speci#c instruments tochoose $rom a pool o$ applicants aperson or persons most likely tosucceed in the job%s&, givenmanagement goals and legal

re'uirements.



(he selection methods• Sifting applications) Application $orms, *+s and covering

letters

• Biodata analysis) objective, weighted scoring o$ biographicaldata %e.g. se-, age, $amily background, work e-perience,leisure interest&

•Work sample

tests

• Written tests) ability, intelligence %or cognitive ability&,personality, aptitude

• Interviews)

– individual interviews, interview panels, selection boards

– Structured or general interview

• Assessment centres

• References

• (he #nal stage) oer a job contract



Accuracy %validity& o$selection methods

• $ per$ect prediction is 0.111) – 2evelopment centre is 1.341

– 5ork sample test is 1.441

– Ability tests are 1.464

– Assessment centre is 1.741

– 8ersonality tests are 1.764

– 9iodata analysis is 1.:;4

– Structured interviews are 1.:41

– (ypical interviews are 1.033 – e$erences are 1.0::

– (he use o$ graphology, astrology not use at all, but canharm



(he <classic trio= o$selection techni'ues

• Application $orms

• nterviews• e$erences



Selection interviews



2e#nition

• An interview %conversation with a purpose& witha candidate $or a job in which a manager orpersonnel worker attempts to obtain andassess in$ormation about a candidate to make

a valid prediction on the candidate’sftre performance in the job. !ey"estions are) – Can the applicants do the job – are they competent? – Will the applicants do the job – are they motivated?

– How will they ft into the organization?• nterviews also provide opportunity to

e-change in$ormation %partly as a marketingtool&



Advantages o$ interviews

• >pportunity o$ probing 'uestions

• ealistic job preview) describing the job organi!ation

• "nables $aceto$ace encounters)organi!ation team #tness

• >pportunity $or candidates to ask• >pportunity $or candidates to assess

the organi!ation



2isadvantages o$ interviews

• @ack o$ validity reliability inpredicting per$ormance

• ely on the skills o$ the interviewer%and many are poor in interviewing&

• 2o not necessarily assess competenceneeded by the particular job

• 8ossibility o$ biased and subjective judgements



Alleviation o$ thedisadvantages

• Structured interviewing methods

• ocusing on competencies andattitudes

• (raining the interviewers



nterviewing arrangements

• 2epends on the procedures used• n$ormation to the candidate) where %map?& and

when %timing?& to come, whom to ask• n$orm the reception, security

• acilities $or waiting and $or the interview• nterviewers should have been well brie$ed on the

programme• n$ormation on the #rm, the job, ne-t step o$ the

selection process

• ollowup studies %validating the selection, checkon the capabilities o$ the interviewers&

• "liminate any $orm o$ prejudice• "thical considerations



8reparation

• Study the person speci#cation and thein$ormations in the applicant=s *+,application $orm, motivational letter

• denti$y those $eatures that are not $ullymatch the speci#cation or should beprobed, gaps in job history etc.

• (iming relates to job seniority comple-ity) e.g. 61 to 31 minutes



8lanning the interview

• 5elcome and introductory remarks

• >btaining in$ormation about thecandidate to assess against the person

speci#cation %major part B C1D o$ thetime&

• 8roviding in$ormation to the candidate

on the organi!ation and the job• Answering 'uestions $rom the candidate

• *losing %indication o$ the ne-t step&



nterviewing techni'ues

• 9iographical interview) – *hronological order %concentrating on recent e-perience&

• e$erence to a person speci#cation) – Enowledge, skill e-pertise %what& – 8ersonal 'ualities %how& – Fuali#cations

• e$erence to assessment headings• Structured situationbased %or critical incident& interviews)

– 2escribing a typical situation) how would the candidate dealwith it?

– ollowup 'uestions – All should be jobrelated %in$ormation to both parties&

• Structured behaviour %competency& based interviews) – "ach 'uestion is based on a criterion – Asking about past per$ormance to predict $uture behaviour

• Structured psychometric interviews) – 8redetermined 'uestions with coded answers

– esearch and training re'uired



Asking 'uestions

• >pen 'uestions) – Good $or starting %to get candidates to talk& – ou may not get e-actly what you want

• 8robing 'uestions) –

(o get $urther details to ensure getting all thein$ormation needed

• *losed 'uestions) – (o clari$y a point o$ $act – (he reply is a single word or brie$ sentence

• Hypothetical 'uestions %in situational basedinterviews&) how candidates would respond in asituation

• 9ehavioural event 'uestions



Asking 'uestions 6.

• *apability 'uestions) – (o establish, what candidates know, what skills

they possess etc. – (hey are e-plicit

• Fuestions about motivation) – 9est achieved by in$erence) career, achievements,

triumphing over disadvantages, spare time

• *ontinuity 'uestions) – (o keep the conversation going, to encourage

• 8layback 'uestions) test the interviewer=sunderstanding

• *areer 'uestions



Asking 'uestions :.

• Fuestions about outside interests

– Spend not too many time on it

– 2eeper insight into motivation

• Fuestions to be avoided)

– Multiple 'uestions – @eading 'uestions

– 2iscriminatory 'uestions



nterviewing skills

• "stablishing rapport %goodrelationship&

• @istening

• Maintaining continuity

• Eeeping control %politely&

• Iote talking



5ho selects whom?

• (he interviewee collects in$ormation,too

• Signaling eJect) the interviewers, thephysical evidences, the methods,$airness, etc. have impact on theinterviewee.



;60

ealistic Kob 8reviews

• Defnition) provide both positive and potentiallynegative in$ormation to job candidates.

• ather than trying to sell the job and company bypresenting the job opportunity in the most positive

light, realistic job previews strive to present anhonest and accurate picture.

• (he goal is not to deter candidates by $ocusing on$actors that might be perceived negatively, but to

provide objective inormation that job candidates

can use to selassess their ft with the job andorganization.

• Functions: self-selection, vaccination, commitment to thecoice

Copyright © 2012 Pearson !ucation, "nc# pu$lishing as Prentice %all



Selection tests



8sychological tests

• (hese are measuring instruments) psychometrictests

• (he purpose is to provide an objective means o$measuring individual characteristics

• (hese are more objective and more valid thanthe interviews

• A good test is) – +alid %accurate&

– eliable – Standardi!ed on a representative sample o$ the

relevant population

– Sensitive) can diJerentiate applicants



(ypes o$ tests

• ntelligence %cognitive ability& tests

• 8ersonality tests

• Ability tests• Aptitude tests %no prior knowledge

assumed&

• Attainment tests



ntelligence tests

• Measures general intelligence) thecapacity o$ abstract thinking andreasoning

• (est scores can be related to <norms=%population&



8ersonality tests

• Many diJerent tests

• ive$actors model

– "-troversion/introversion

– "motional stability

– Agreeableness %cooperativity&

– *onscientiousness

– >penness to e-perience• Myers B 9riggs (ype ndicator %in the LSA&

• Sel$reporting tests



Aptitude tests• Kob speci#c tests that are designed to predict

the potential per$ormance o$ given job tasks• ".g. clerical aptitude, mechanical aptitude

• Measuring abilities and skill alreadyac'uired

• ".g. typing test

Attainment tests



(hank you $or your

attention

07 SelectionMethods 28p

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