SCREENING TESTING AND INTERVIEWING

Selection is picking up right people for right jobs Selection is the process by which

an organization chooses the person(s) who best meets the selection criteria for the position available

Selection programs try to identify applicants with the best chance of meeting or exceeding the organization’s standards of performance

Selection is significant because

it determines work performance heavy costs are incurred

Introduction

Selection: “An exercise in prediction”

Selection Process The process of screening job applicants to ensure that the

most appropriate candidates are hired. What is Selection?

An exercise in predicting which applicants, if hired, will be (or will not be) successful in performing well on the criteria the organization uses to evaluate performance.

Selection errors: Reject errors for potentially successful applicants Accept errors for ultimately poor performers

Recruitment Vs Selection

• Recruitment is the process of searching the candidates for employment and stimulating them to apply for jobs in the organization WHEREAS selection involves the series of steps by which the candidates are screened for choosing the most suitable persons for vacant posts.

• The basic purpose of recruitments is to create a talent pool of candidates to enable the selection of best candidates for the organization, by attracting more and more employees to apply in the organization WHEREAS the basic purpose of selection process is to choose the right candidate to fill the various positions in the organization.

Recruitment Vs Selection

Recruitment is a positive process i.e. encouraging more and more employees to apply WHEREAS selection is a negative process as it involves rejection of the unsuitable candidates.

Recruitment is concerned with tapping the sources of human resources WHEREAS selection is concerned with selecting the most suitable candidate through various interviews and tests.

There is no contract of recruitment established in recruitment WHEREAS selection results in a contract of service between the employer and the selected employee.

Selection Criteria

Understanding the characteristics essential for high performance The characteristics are identified during job analysis They must be reflected in the job specification

The goal of any selection system is to: Determine which applicants possess the knowledge, skills,

abilities, and KSAOs dictated by the job

The system must distinguish between characteristics that are: Needed at the time of hiring, acquired during training, and

developed on the job

Categories of Criteria

Criteria for making selection decisions fall into these broad categories: Education Experience Physical characteristics Other personal characteristics

SELECTION PROCESS

Step 1: Preliminary Screening The first step in most selection processes involves completing an

application form Application blanks vary in length and sophistication Nearly all ask for enough information to determine minimal

qualifications The application eliminates the need for interviewers to gather

basic information Application blanks are subject to the same legal standards as

any other selection method They generally limit questions that imply something about the

applicant’s physical health

Sample Application Blank Name: _________________________________________________________________________

A ddress : _______________________________________________________________________

Phone Number (Res): _______________________

EducationCollege/University Attended: ____________ Highest Degree (a) BA/BSc/MA/MSc/MBA/MCom

(b) BE/BTech/ MTech(c) Any other

High School Attended: _____________________________

Work Experience (List most recent jobs first)

Name of the Organisation:

Gross Salary: ______________ (annual; be sure to include any bonuses or commission earned)Job Title: ________________________________________________________Name of Last Supervisor: __________________________________________May we contact this supervisor? Yes / NoReason(s) for Leaving: ____________________________________________________________

Name of Organisation: ____________________ Date of Employment: _______ from to ____

Gross Salary: ___________ (annual; be sure to include any bonuses or commission earned)

Job Title: ________________________________________________________

Name of Last Supervisor: __________________________________________

May we contact this supervisor? Yes / No

Reason(s) for Leaving: ____________________________________________________________

Name of Organisation: ____________________ Date of Employment: _______ from to ____

Gross Salary: ___________ (annual; be sure to include any bonuses or commission earned)

Job Title: ________________________________________________________

Name of Last Supervisor: __________________________________________

May we contact this supervisor? Yes / No

Reason(s) for Leaving: ____________________________________________________________

Work skills

1. List any job-related languages you are able to speak or write: _________________________2. List any job-related clerical (e.g., typing) or technical skills (e.g., computer programming) that you

have:A . ___________________________________ B. ___________________________________C. ___________________________________

Additional Information

In case of an emergency, p lease contact.

Name: __________________________________________

A ddress : _______________________________________

Telephone: ______________________________________

I understand that fa lsification of information is grounds for dismissal.I understand that my employment at the company may be discontinued at any time for any reasoneither by myself or by the company.I agree to submit to a drug and/or alcohol test as a condition of employment.

Signature Date

Weighted application blank(WAB)

• It is a printed form completed by candidate wherein each item is weighted and scored based on its importance as a determinant of job

success

• It helps a company to cross-compare candidates having more or less similar qualifications and reject those not meeting the job criteria strictly

• On the negative side, it is difficult to develop an appropriate WAB, the exercise could be quite costly, and it needs frequent updating so as to be in line with changing job requirements.

Step 2: Employment Tests An employment test attempts to measure certain characteristics, such

as: Aptitudes Manual dexterity Intelligence Personality

It can be expensive to develop an employment test, so many employers purchase existing tests

Selection Tests:

• Intelligence test• Aptitude test• Personality test• Projective test• Interest test• Achievement test• Simulation test• Graphology test

Validity and Reliability Validity (of Prediction)

A proven relationship between the selection device used and some relevant criterion for successful performance in an organization. High tests scores equate to high job performance;

low scores to poor performance. Reliability (of Prediction)

The degree of consistency with which a selection device measures the same thing. Individual test scores obtained with a selection

device are consistent over multiple testing instances.

Standards For Selection Tests• Reliability: the ability of a selection tool to measure an

attribute consistently; When a test is administered to the same individual repeatedly, he should get Approximately identical scores.

• Validity: the extent to which an instrument measures what it intends to measure; In a typing test, validity measures a typist’s speed and accuracy.

• Standardization: norms for finalizing test scores should be established Qualified people: tests demand a high level of professional skills

Job Sample Performance Tests This test requires the applicant to do a sample of the

work that the job involves in a controlled situation Programming for computer programmers Auditions at an orchestra or ballet company

Applicants are often asked to run the machines they would run on the job The quantity and quality of their

work is compared with the work of other applicants

Step 3: Employment Interview

• Formal , in-depth conversation conducted to evaluate applicant’s acceptability for the job in consideration.

• an important source of information about job applicants.

• Several types of interviews are used , depending on the nature and importance of the position to be filled within an organization.

Types of Interviews

Interviews vary along two important dimensions: How structured it is Whether it focuses on historical information or

hypothetical situations

An unstructured interview has no predetermined script or protocol Structured interviews are more reliable and valid than

unstructured interviews Standardization lowers the possibility that biases have

been introduced by the interviewer

Types Of Selection Interviews

• The nondirective interview: the recruiter asks questions as they come to mind

• The directive or structured interview: the recruiter uses a predetermined set of Questions that are clearly job-related

• The situational interview: the recruiter presents a hypothetical incident and asks The candidate to respond

• The behavioral interview: the focus here is on actual work related incidents and The applicant is supposed to reveal what he or she did in a given situation

• Stress interview: the recruiter attempts to find how applicants would respond to aggressive, embarrassing, rule and insulting (at times) questions

• The panel interview: three or four interviewers pose questions to the applicant and Examine the suitability of the candidate

Effective Interviewing

Conducting an Effective InterviewPlanning the interviewControlling the interviewUsing proper questioning techniques

Question types to avoid in interviewsYes/No questionsObvious questionsQuestions that rarely produce a true answerLeading questionsIllegal questionsQuestions that are not job related

Step 4: Reference Checks When applying for a job, you may be asked for a list of references

Rarely does someone knowingly include the name of a reference who will give a negative impression

This built-in bias is why references are criticized Equally important are concerns over the legality of asking for, and

providing, such information Giving out confidential information could be a violation of the

employee’s right to privacy Giving a negative recommendation opens the reference up to a

defamation lawsuit

Step 5: Physical Examinations

• After the selection decision and before the job offer is made, the candidate is required to undergo a physical fitness test.

• A job offer is contingent upon the candidate being declared fit after the physical examination.

Step 6 :Making the Job Offer

• Offer Guidelines– Formalize the offer with a letter to the applicant

clearly stating the terms and conditions of employment.

– Avoid vague, general statements and promises.– Require return of a signed acceptance of the offer.

Selection of Managers• The employment tests used vary with the type of employee being

hired

– Organizations frequently spend more time, effort, and money hiring middle- to upper-level executives

• Uses a variety of testing methods, including:

– Interviews – Work samples and simulations – Paper-and-pencil tests of abilities and attitudes

Organization StrategyOrganization Strategy HR and Staffing StrategyHR and Staffing Strategy

Staffing Policies and Programs

Staffing System and Retention Management

Support Activities

Legal compliance

Planning

Job analysis

Core Staffing Activities

Recruitment: External, internal

Selection:Measurement, external, internalEmployment:Decision making, final match

OrganizationVision and Mission

Goals and Objectives

Staffing Organizations Model

Logic of Prediction:Past Performance Predicts Future Performance

Previous job(s)

Current job

Nonjob

Previous job(s)

Current job

Nonjob

Past Situations

Attraction

Performance

Satisfaction

Retention

Attendance

Attraction

Performance

Satisfaction

Retention

Attendance

HR Outcomes

New Situation (job)

Person

KSAOsMotivation

Sample Predict

Nature of Predictors• Content

– Sign: A predisposition thought to relate to performance (e.g., personality)

– Sample: Observing behavior thought to relate to performance

– Criterion: Actual measure of prior performance• Form

– Speed vs. power: How many versus what level– Paper / pencil vs. performance: Test in writing or in behavior– Objective vs. essay: Much like multiple-choice vs. essay

course exam questions– Oral vs. written vs. computer: How data are obtained

Development of the Selection Plan:Steps Involved

1. Develop list of KSAOs required for job

– KSAOs are provided by job requirements matrix

2. For each KSAO, decide if it needs to be assessed in the selection process

3. Determine method(s) of assessment to beused for each KSAO

Selection SequenceApplicant Flow Stage

ApplicantsApplicants

CandidatesCandidates

FinalistsFinalists

Offer ReceiversOffer Receivers

New HiresNew Hires

InitialInitial

Assessment Method

SubstantiveSubstantive

DiscretionaryDiscretionary

ContingentContingent

Biographical Information / Biodata

• Personal history information of applicant’s background and interests– “Best predictor of future behavior is past behavior”– Past behaviors may reflect ability or motivation

• Development of a biodata survey– Choose the criterion

– Identify criterion groups

– Select items to be analyzed

– Specify item response alternatives

– Weight items

– Cross-validation

– Develop cutoff scores

Biographical Information:Accomplishment Records

• Survey past accomplishments of candidates as they relate to dimensions of work that are part of effective performance

• Includes written statement of accomplishment, when it took place, any recognition, and verification

• Emphasis on achievements rather than activities• Scoring Key Excerpt for an Accomplishment

Record

Evaluation: BiographicalInformation / Biodata

• Test-retest reliability can be high: .77 to .90

• Predictive validity moderate: .32 to .37

• Issues

– Generalizability beyond first group?

– Although predictive validity exists, it is not clearwhat these inventories assess

– Falsification can be a big problem

Suggestions to reduce faking?

Applicant reactions?

Reference Reports:Letters of Recommendation

• Problems– Inability to discern more-qualified from

less-qualified applicants– Lack of standardization

Why are these of such limited use?• Suggestions to improve credibility

– Use a structured form– Use a standardized scoring key

Other suggestions?

Reference Reports: Reference Checks

• Approach involves verifying applicant’s background via contact with– Prior immediate supervisor(s) or– HR department of current of previous companies

• Roughly 8 of 10 companies conduct reference checks• Problems

– Same as problems with letters of recommendation– Reluctance of companies to provide requested

information due to legal concerns • Sample Reference Check

Reference Reports: Background Testing

• Method involves assessing reliability of applicants’ behavior, integrity, and personal adjustment

• Type of information requested– Criminal history– Credit information– Educational history– Employment verification– Driver license histories– Workers’ compensation claims

• Key issues– Limited validity evidence– Legal constraints on pre-employment inquiries

Evaluation of Reference Reports

• Predictive validity limited: .16 to .26

• Validity depends on source providing information

– HR department, coworker, or relative

– Supervisors

– What sources do you think work best?

• Cost vs. benefit of approach must be considered

Initial Assessment Methods

• Handwriting analysis

• Literacy testing

• Genetic screening

Discuss the value & limits of these methods

Initial Interview

• Characteristics– Begins process of necessary differentiation --

“rough cut”– Purpose -- Screen out most obvious cases of

person / job mismatches– Limitation -- Most expensive method

of initial assessment

• Video and computer interviews– Offers cost savings

Evaluation of Initial Interview

• Minimal evidence exists regarding usefulness

• Guidelines to enhance usefulness

– Ask questions assessing most basic KSAOs

– Stick to basic, fundamental questions suitable for making rough cuts rather than subjective questions

– Keep interviews brief

– Ask same questions of all applicants

Choice of Initial Assessment Methods

• Criteria– Use– Cost– Reliability– Validity– Utility– Applicant reactions– Adverse impact

Evaluate the following•Education level•GPA•Quality of school•Major field•Extracurricular activity•Training & experience•Licensing/certification•Weighted app. Blanks•Biodata•Letters of recommendation•Reference checks•Background testing•Resumes, cover letters•Initial interviews

Ethical Issues/Skill based/Discussion

• Issue 1– Do you think employer have a right to check into

applicants’ backgrounds? Even if there is no suspicion of misbehavior? Even if the job poses no security or sensitive risks? Even if the background check includes driving offenses and credit histories?

TESTS

Testing. Meaning, definition, purpose, advantages and disadvantages. Ability tests

• clerical ability test, mechanical ability test, mental ability test, physical ability test,

• personality assessment test, typing test, shorthand test, computer proficiency test

Mental or intelligence tests :They measure the overall intellectual ability of aperson and enable to know whether the person has the

mental ability to deal with certain problems.2. Mechanical aptitude tests :They measure the ability of a person to learn aparticular type of mechanical work. These tests helps tomeasure specialized technical knowledge and problem

solving abilities if the candidate. They are useful in selection of mechanics, maintenance workers, etc

Intelligence test :This test helps to evaluate traits of intelligence.

Mental ability, presence of mind (alertness), numerical ability, memory and such other aspects can be measured.

The intelligence is probably the most widely administered standardized test in industry. It is taken to judge numerical, skills, reasoning, memory and such other abilities

Ability tests : -Assist in determining how well an individual can perform tasksrelated to the job. An excellent illustration of this is the typing

tests given to a prospective employer for secretarial job. Also called as‘ACHEIVEMENT TESTS’. It is concerned with what one has

accomplished. When applicant claims to know something, an achievement test is taken to measure how well they know it. Trade tests are the most common type of achievement test given. Questions have been prepared and tested for such trades as worker, punch-press operators, electricians and machinists..

Ability Tests

• Measure what a person has learned up to that point in time (achievement)

• Measure one’s innate potential capacity (aptitude)

• Up to 50% of companies use some ability testing

Ability Tests

• Mental (Cognitive) Ability Tests• Mechanical Ability Tests• Clerical Ability Tests• Physical Ability Tests

Cognitive Ability Tests

- Main purpose: to determine one’s level of aptitudes depending on setting

- Measure aptitudes relevant to the job- short, group administration- excellent predictor of job and training

performance

– Rate the validity of the selection method:• Poor: validity coefficient = r ≈ .00• Moderate: validity coefficient = r ≈ .25• Good: validity coefficient = r ≈ .50• Great: validity coefficient = r ≈ .75

Typical Cognitive Abilities

• Memory Span• Numerical Fluency• Verbal

Comprehension• Visualization• Figural Identification• Mechanical Ability

• Conceptual Classification• General Reasoning• Intuitive Reasoning• Logical Evaluation• Ordering

Advantages of Cognitive Ability Tests

• Efficient• Useful across all jobs• Excellent levels of reliability and validity (.40 - .50)

– Highest levels than any other tests– Estimated validity:

• .58 for professional/managerial jobs• .56 for technical jobs• .40 for semi-skilled jobs• .23 for unskilled jobs

– More complex job = higher validity

Disadvantages of Cognitive Ability Tests

• Lead to more adverse impact• May lack face validity

–Questions aren’t necessarily related to job• May predict short-term performance better

than long-term –can do vs. will do

Physical Ability Tests

• Most measure muscular strength, cardiovascular endurance, and movement quality

• Areas of concern:– Female applicants– Disabled applicants– Reduction of

work-related injuries

Comparison of Mental Ability Tests and Other Selection Instruments

Biodata, structured interviews, trainability tests, work samples, and

assessment centers have equal validity, less adverse impact, and more fairness

to the applicant, but cost more

Mental ability tests have

high validity and low costs

compared to other methods

Clerical Ability Tests

Predominately measures perceptual speed and accuracy in processing verbal and numerical data

Examples: Minnesota Clerical Test Office Skills Test

Bennett Mechanical Comprehension Test (BMCT)

• Relationship between physical forces and mechanical issues

• Pictures depicting mechanical situations with questions pertaining to mechanical issues

• Has 68 multiple choice questions , with 30 mins or less

- Bennett Mechanical Comprehension Test- 68 items- 30 minutes- Principles of physics & mechanics- Operations of common machines, tools, & vehicles- High internal consistency- Good criterion validity w/ job proficiency & training

Minnesota Clerical

• First published under title Minnesota vocational test, in 1933 for clerical workers

• 15 mins test • 200 items to check mental and verbal ability• Reliability 0.9 or 0.85

Clerical Tests

- Minnesota Clerical Test- 2 subtests: number comparison & name comparison- Long lists of pairs of numbers/names (decide if same)- Strict time limit- Reliable & valid for perceptual speed & accuracy- Good face validity

• Personality Test :The importance of personality to job success is undeniable

(patent). Often an individual who possesses the intelligence, aptitude and experience for certain has failed because of inability to get along with and motivate other people.

It is conducted to judge maturity, social or interpersonal skills, behavior under stress and strain, etc. this test is very much essential on case of selection of sales force, public relation staff, etc. where personality plays an important role.

Personality tests are similar to interest tests in that they, also, involve a serious problem of obtaining an honest answer.

Work Sample Tests

• How do you perform job-relevant tasks? • 2 characteristics:

–Puts applicant in a situation similar to a work situation – measures performance on tasks similar to real job tasks.

–Is it a test of maximal vs. typical performance?

• Range from simple to complex

Work Sample Tests

–Examples:• For telephone sales job, have applicants

make simulated cold calls• For a construction job, have applicants

locate errors in blueprints

Work Sample Tests• Advantages:

– Highest validity levels (r = .50s)– High face validity– Easy to demonstrate job-relatedness

• Disadvantages:– Not appropriate for all jobs– Time-consuming to set up and administer– More predictive in short-term– Cannot use if applicant is not expected to know job

before being hired

Measuring Personality

- Early research showed no validity - Recent research: 3 of Big 5 are predictive- Criterion validity: .15 - .25 - Susceptible to faking – does not affect validity in

predicting- Useful when dependability, integrity,

responsibility are determinants of job success

Myers-Briggs Type Indicator (MBTI)

• Dimensions of personality:• Introversion Extroversion: source of energy• Intuition Sensation: innovation vs. practical• Thinking Feeling: impersonal principles vs. personal

relationships• Judging Perceiving: closure vs. open options

– Validity: poor for selection; might be okay, if carefully used, to help a team work better together

The Big 5 Personality Dimensions– Validity: typically moderate for selection (r ≈ .25 with

measures of overall job performance)– But, validity of personality inventories is hard to generalize

• Some dimensions of personality may correlate more strongly with particular aspects of a particular job

• Extraversion → success in sales• High conscientiousness & high openness to experience →

success in job training• Low agreeableness, low conscientiousness, & low adjustment →

more likely to engage in counterproductive work behaviors (e.g., abuse sick leave, break rules, drug abuse, workplace violence)

Advantages of Personality Inventories

• Intuitively appealing to managers (e.g., MBTI)• No adverse impact

– Don’t show rates of differential selection• Efficient• Moderate reliability and validity

– Validity = .20 - .30

Disadvantages of Personality Inventories

• Response sets–Lie or socially desirable responding

• All traits not equally valid for all jobs

Integrity Testing

• Why do it?

– Employee theft estimated between $15 and $50 billion in 1990’s

– Employee theft rate by industry: 5 to 58%

– 2% to 5% of each sales dollar charged to customers to offset theft losses

Integrity Testing

– Purpose:- theft is expensive- also want to avoid laziness, violence, gossip- Honesty may not be a stable trait- Honesty testing is controversial- May depend on the situation (perceived unfairness)- Viewed as coercive and inaccurate- Honesty is a strong value in our society