1. Chapter 7: Selection
Selection | 7-1
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Dessler, Chhinzer, Cole
Human Resources
Management in Canada
Canadian Twelfth Edition

2. Learning Outcomes
• DEFINE reliability and validity and EXPLAIN
their importance in selection techniques.
• DESCRIBE at least four types of testing used
in selection and ANALYZE the conflicting
legal concerns related to alcohol and drug
testing.
Selection | 7-2
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• DEFINE selection and DISCUSS its strategic
importance.

3. Learning Outcomes
• EXPLAIN the importance of reference
checking, DESCRIBE strategies to make
such checking effective, and ANALYZE the
legal issues involved.
Selection | 7-3
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• DESCRIBE the major types of selection
interviews by degree of structure, type of
content, and manner of administration.

4. Selection
• the strategic importance of selection:
• quality of human resources determines
organizational performance
• inappropriate selection decisions are costly
• significant legal implications
Selection | 7-4
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• the process of choosing individuals to fill
job openings

5. • use selection criteria based on the job
• assess applicant’s ability to meet
expectations
• scrutinize applicant-provided information
• obtain authorization for reference checking
• save all records and information
• reject applicants who make false
statements
Selection | 7-5
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Avoiding Legal Problems

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The Selection Process
Selection | 7-6

7. Designing the Selection Process
• develop selection criteria
• specify musts and wants and weight the
wants
• develop an evaluation form
• develop interview questions (for all
candidates)
• develop candidate-specific questions
Selection | 7-7
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Preparations:

8. continued
Selection | 7-8
reserved.
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Selection Worksheet

9. reserved.
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Selection Worksheet
Selection | 7-9

10. Acquiring Employees and the Law
• do not ask questions that would violate
human rights legislation
• treat all candidates in the same manner
• do not cut short an interview based on
preconceived notions about the gender or
race of the “ideal” candidate
• focus on the job description and job
specification when gathering information
from applicants
Selection | 7-10
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Considerations:

11. Step 1: Preliminary Applicant
Screening
• initial screening is performed by HR
department
• candidates not meeting selection criteria are
eliminated
• remaining candidates matching the job
specifications are given further consideration
• use of technology is becoming increasingly
popular
Selection | 7-11
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• application forms and résumés are reviewed

12. • screening device used by approximately
two thirds of Canadian organizations
• assesses specific job-related skills, general
intelligence, personality characteristics,
mental abilities, interests, and preferences
• efficient, standardized methods for
screening large numbers of applicants
• must be reliable and valid
Selection | 7-12
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Step 2: Selection Testing

13. Importance of Reliability and
Validity
• the degree to which selection procedures
yield comparable data over time
• in other words, the degree of
dependability, consistency, or stability of
the measures used
Validity:
• the accuracy with which a predictor
measures what it is intended to measure
Selection | 7-13
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Reliability:

14. Types of Validity
Differential Validity
Criterion-Related Validity
• extent to which a selection tool predicts or
correlates with important elements of
work behaviour
Selection | 7-14
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• confirmation that the selection tool
accurately predicts the performance of all
possible employee subgroups

15. Types of Validity
Content Validity
Construct Validity
• extent to which a selection tool measures
a theoretical construct or trait deemed
necessary to perform the job
Selection | 7-15
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• extent to which a selection tool (e.g. a
test) adequately samples the knowledge
and skills needed to perform the job

16. Types of Tests Used in Selection
• Motor/Physical Abilities
• Personality and Interests
• Achievement Tests
• Work Sampling
Selection | 7-16
• Management
Assessment Centres
• Situational Testing
• Micro-assessments
• Physical Examination,
Substance Abuse
Testing, Polygraphs
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• Cognitive Abilities
• intelligence tests
• emotional intelligence
tests
• specific cognitive
abilities

17. reserved.
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Tests of Motor and Physical Abilities
Selection | 7-17

18. reserved.
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Tests of Motor and Physical
Abilities
Selection | 7-18

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Measuring Personality and
Interests
Selection | 7-19

20. Medical Examination
• only permitted after a written offer of
employment
• to determine qualification of physical requirements
and if not, to document accommodation requirements
• to establish a record and baseline of health for future
insurance or compensation claims
• to reduce absenteeism and accidents by identifying
any health issues that need to be addressed
Selection | 7-20
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• reasons for inclusion in the selection
process:

21. Substance Abuse Testing
• substance addiction is considered a
disability which cannot be discriminated
against during the selection process
• elsewhere, pre-employment substance
abuse testing may be used to avoid hiring
employees who would pose unnecessary
risks or perform below expectations
Selection | 7-21
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• in Canada, employers are not permitted to
screen candidates for substance abuse

22. Polygraph Testing
• widely rejected in most jurisdictions
• unable to produce valid and reliable results
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• validated tests of honesty or integrity are
more useful
Selection | 7-22

23. Step 3: The Selection Interview
Applicant Objectives:
• assess qualifications
• present positive
image
• observe behaviour
• predict future
performance
• communicate
information about job,
promote organization
• determine how well
applicant would fit in
Selection | 7-23
• sell their skills and
attributes
• gather information
about job and
organization
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Interviewer Objectives:

24. Types of Interviews
Degree of Structure
•
unstructured, structured, or mixed/semi-structured
•
situational, behavioural
Administering the Interview
•
one-on-one or panel
•
sequentially or all at once
•
face-to-face or technology enabled
Selection | 7-24
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Content

25. Common Interviewing Mistakes
• snap judgments
• negative emphasis
• influence of
nonverbal behaviour
• leading
• halo effect
• too much/too little
talking
• poor job knowledge
• similar-to-me bias
• contrast error
Selection | 7-25
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• poor planning

26. Conducting an Effective Interview
• planning the interview
• establishing rapport
• closing the interview
• evaluating the candidate
Selection | 7-26
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• asking questions

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Supplementary Questions
Selection | 7-27

28. reserved.
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Interview Evaluation
continued
Selection | 7-28

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Interview Evaluation
Selection | 7-29

30. Step 4: Background Investigation/
Reference Checking
• verify accuracy of information provided
criminal record check
verification of educational qualifications
verification of previous employment
performance-related references from past
supervisors
• credit check may also be included
•
•
•
•
Selection | 7-30
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• includes

31. Step 4: Background Investigation/
Reference Checking
Considerations:
• obtain written permission
• qualified privilege
• negligent misrepresentation
Selection | 7-31
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• possible public sources (e.g. Facebook)

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Common Lies on Résumés
Selection | 7-32

33. Step 5: Supervisory Interview and
Realistic Job Preview
The supervisor:
• is best qualified to assess job knowledge/ skills
• can answer job-specific questions
• can assess fit with current team members
Realistic Job Preview (RJP)
• provides applicants with realistic information,
both positive and negative, about the job
Selection | 7-33
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• must feel comfortable with new hire

34. Step 6: Hiring Decision and
Candidate Notification
compile information from all techniques used
•
evaluate information about each candidate
•
immediate supervisor usually makes final
hiring decision
•
make offer that specifies terms and
conditions of employment
•
give candidates time to think about the offer
•
notify all finalists who were not selected
Selection | 7-34
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•