Selecting the Right Candidate: A Guide to HR Selection Processes, Slides of Human Resource Management

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Selection

Selection

• Overview
• Reliability & validity
• Initial screening
• Interview
• Employment testing
• Other selection tools

Overview: The Selection Process

• Determining if a match exists
  • Person-job match
  • Person-organization match
• Multiple hurdle approach
• Precise steps depend on organization
  • Begin with the less expensive steps
  • More expensive or more lengthy screens when applicant pool is smaller

Back to Reliability & Validity

• Remember that under Uniform Guidelines , any selection procedure counts as a “test,” for purposes of requiring validity evidence
• Will we ever see a perfect correlation between test scores and subsequent job behavior / performance? - No - But, tests, interviews, etc. are the best we’ve got. - Look for .50 as the gold standard of validity (lower than .20 to be avoided)
• Another measurement issue….
  • Whatever you use needs to distinguish among individuals; if everyone gets the same score, what’s the point?

Validity

• Does the procedure measure what it is designed to measure?
• Called for under Uniform Guidelines , but, again, a standard psychometric concept

5055

6065

7075

8085

9095

100

0 1 2 3 4 5 50

5560

6570

7580

8590

(^10095)

0 1 2 3 4 5

Consequences of Error

Applicant Truly Qualified

Yes No

Test Results Positive^ Yes

No

Good Hire

Appropriate Reject

Bad Hire

Loss of Talent

Realistic Job Preview

• Lets the applicant know what the job involves -- the good and the bad
• Idea is to self-select out individuals
• Also, employees later see this as fair treatment
• Can be combined with recruiting / sales

Application Forms

• Paper or electronic
• Identifying information
• Education
• Past experience
• Other skills
  • License or certification if appropriate
• Applicant signature
  • Permission to conduct background check
  • Termination for false or misleading information
  • Have applicants complete form even if resume provided
• Weighted Application Blank

The Screening Interview

• Brief
• Based on job description and resume/application
• Purpose:
  • Making the initial cut
  • Public relations
• New technology
  • Video
  • Telephone

Applicant Tracking Systems

• Computerized data bases of applicant information
• Implication for job seekers:
  • Resumes need to be in a standard format and type font
  • Some even add “key words”

Types of Interviews

• Screening interview (already covered)
• “Free-form” interview
• Structured interview
• Panel interview
• Non-directive interview
• Stress interview

“Free Form” Interview

• Unplanned and unprepared
• Not based on KSAOs required for job
• Questions often casual:
  • “Tell me about yourself”
• May involve interviewer “pet questions”:
  • “What is your greatest strength?”
  • “What is your greatest weakness”
• Speculative questions:
  • “What would you like to be doing ten years from now?”
• Quick decision made (often in first few minutes)

Structured Interviews: Why

• Far greater validity than unstructured or free-form interviews - r =. - That is, about 19% in variance explained by interview - Equal to any other predictor (such as tests)
• Based on relevant KSAOs and job tasks
  • Job analysis essential
  • Critical incident approach to job analysis

The Situational Interview

• Based on behaviors, rather than traits
  • Best predictor of future behavior is past behavior
• Harder to fake
• Validity about.