Selection Process

HR Selection Process

Presented By:Saurav KumarPGDM - CJICM

The Selection Process

The selection process typically consists of eight steps: 1. initial screening interview2. completion of the application form3. employment tests4. comprehensive interview5. background investigation6. conditional job offer7. medical/physical exam8. permanent job offer


• Initial Screening – Involves screening of inquiries and

screening interviews. – Job description information is shared along

with a salary range.


Completing the Application Form: Key Issues – Gives a job-performance-related synopsis

of what applicants have been doing, their skills and accomplishments.


Completing the Application Form: Key Issues

• Legal considerations – Omit items which are not job-related; e.g.,

sex, religion, age, national origin, race, color, and disability.

– Includes statement giving employer the right to dismiss an employee for falsifying information.

– Asks for permission to check work references.

– Typically includes “employment-at-will” statement.


• Weighted application forms – Individual items of information are

validated against performance and turnover measures and given appropriate weights.

– Data must be collected for each job to determine how well a particular item (e.g., years of schooling, tenure on last job) predicts success on target job.


Completing the Application Form: Key Issues

• Successful applications – Information collected on application forms

can be highly predictive of successful job performance.

– Forms must be validated and continuously reviewed and updated.

– Data should be verified through background investigations.


Types of Employment Tests

• Intelligence Tests – Are mental ability tests. Basically measure the applicants intelligence in general.

• Aptitude Tests - Measure the applicants potential to learn skills when taught.

• Personality Tests – Measures the traits and temperaments of the individual.


• Achievement Tests- Are tests which help in measuring the actual achievements of the individual. Ex. typing skills.

• Simulation Tests- Are tests which duplicates many of the activities and problems an employee would face at the work place.


Interviews:

• Interviews involve a face-to-face meeting with the candidate to probe areas not addressed by the application form or tests.

• They are a universal selection tool.


Interview Effectiveness – Interviews are the most widely used

selection tool. – Often are expensive, inefficient, and not

job-related. – Possible biases with decisions based on

interviews include prior knowledge about the applicant, stereotypes, interviewee order.

Steps in Interview Process

• Step 1 – Preparation

• Step 2 – Reception

• Step 3 – Information Exchange

• Step 4 – Termination

• Step 5 - Evaluation


Types of Interviews

• The Non Directive Interview

• The Directive Interview

• The Situational Interview

• The behavioral interview

• The Stress Interview

• Panel Interview


Background Investigation Methods:

• Internal investigation: checks former employers, personal references and possibly credit sources.

• External investigation: Uses a reference-checking firm which may obtain more information, while complying with privacy rights.


• Background Investigation

• Documentation, including whom called, questions asked, information obtained/not obtained, is important in case an employers’ hiring decision is later challenged.


Conditional Job Offers:

• Offers of employment made contingent upon successful completion of background check, physical/medical exam, drug test, etc.

• May only use job-related information to make a hiring decision.


Medical/Physical Examination

• Should be used only to determine if the individual can comply with the essential functions of the job.

• Americans with Disabilities Act requires that exams be given only after conditional job offer is made.


Job Offers

• Actual hiring decision generally made by the department manager.

• Candidates not hired deserve the courtesy of prompt notification.


The Comprehensive Approach

• Comprehensive selection approach puts applicants through all the steps in the selection process before making a decision.

• Assesses both strengths and weaknesses and is considered more realistic.


Now It’s Up to the Candidate

• The candidate now has to decide whether this is the job for him or her.

• Applicants who are not hired this time will still form an impression about the company.

• Management should assure the selection process leaves them with a favorable impression of the company.

Key Elements for Successful Predictors

• Reliability, validity, and cut scores can all help predict which applicants will be successful on the job.

• Reliability: The ability of the selection tool to measure an attribute consistently.


• Validity: The relationship between scores on a selection tool and a relevant criterion, such as job performance.

• Indicates how well a selection tool predicts job performance.– Content– Construct– Criterion-related


• Content validity: The degree to which the content of the test, as a sample, represents situations on the job.

• Construct validity: The degree to which a particular trait is related to successful performance on the job.


• Criterion-related validity: The degree to which a particular selection device accurately predicts the important elements of work behavior. – Predictive validity uses selection test

scores of applicants to compare with their future job performance.

– Concurrent validity correlates the test scores of current employees with measures of their job performance.

Limitations Of interviews

• Favoritism by the Interviewer.

• Irrelevant questions and bad responses.

• Retention of the interview process results.

• Influence by the cultural noise.

• Stereotyping

• Halo effect

• Time Limit

Selection Process

Documents

Transcript of Selection Process