These slides describes about the employee selection process

1. SELECTION

2. Selection
• The process of choosing from a group of
applicants the individual best suited for a
particular position and an organization
• Goal of the selection process is to
properly match people with jobs and the
organization
• Individuals overqualified, underqualified,
or do not fit either the job or the
organization’s culture, will probably leave
the firm

3. Environmental Factors Affecting
the Selection Process
• Legal considerations
• Decision making speed
• Organizational
hierarchy
• Applicant pool
• Type of organization
• Probationary period

4. Legal Considerations
• Human resource management is
greatly influenced by legislation,
executive orders, and court
decisions
• Hiring managers must have
extensive knowledge of the legal
aspects of selection

5. Speed of Decision Making
• At times, speed is crucial and a few
phone calls and two brief interviews
may constitute the entire selection
procedure
• Conducting a national search to select
a chief executive officer may take
months
• In bureaucracies, the selection
process often requires a considerable
amount of time

6. Organizational Hierarchy
• Extensive background checks and
interviewing are conducted for the
executive position
• An applicant for a clerical position
would most likely take a word
processing test and perhaps have
a short employment interview

7. Applicant Pool
• Selection Ratio - The number of
people hired for a particular job
compared to the individuals in the
applicant pool
• A selection ratio of 1:10 indicates
that there is only one applicant
hired out of 10 applicants.
• The common rule selection ratio is
1:3 i.e. to hire 1 person the pool of
candidates should be 3.

8. Type of Organization
• Prospective employees in private sector
are screened with regard to how they
can help achieve profit goals
• Government civil service systems
typically identify qualified applicants
through competitive examinations
• Individuals being considered for
positions in non-profit organizations
must not only be qualified but also
dedicated to this type work

9. Probationary Period
• Practice may be to check on the validity
of the process.
• If an individual can successfully perform
the job during the probationary period,
other selection tools are not needed

10. The Selection Process
• Review Applications/ Short-listing
• Preliminary interviews
• Selection tests
• Employment interviews
• Reference and background checks
• Selection decision
• Physical examination

11. Review of Applications
• Each person completes an application
to determine if there is a match
between individual and the position
• Essential information included and
presented in a standardized format
• Certification that everything on the
form is true
• Checking of Qualification/ training/
job experience/ reference etc.

12. Preliminary Interview
• Removes obviously unqualified
individuals
• Ask a few straightforward questions
• May qualify to work in other open
positions
• Telephone interviews
• Videotaped interviews
• Computer interviews

13. Advantages of Selection Tests
• Reliable and
accurate means of
selecting qualified
candidates
• Identify attitudes
and job-related skills
• Deficiencies in other
techniques

14. Choose the Tests
– Psychological
– Intellectual
– Technical
– Aptitude
– Interest inventories
– Clerical skills test
– Service ability tests
– Management aptitude test
– Team skills test
– Sales ability test
Available tests include:

15. Psychomotor Abilities Tests
• Strength
• Coordination

16. Job Knowledge Tests
• Measure a candidate's
knowledge of the duties of
the position for which he or
she is applying.

17. Work-Sample (Simulation)
• Tests that require an applicant to
perform a task or set of tasks
representative of the job
• Such tests by their nature are job
related
• Produces a high predictive validity,
reduces adverse impact, and is
more acceptable to applicants

18. Vocational Interests
• Indicate the occupation in which a
person is most interested and is
most likely to be satisfied with

19. Personality Tests
• Traits
• Temperaments
• Dispositions
(Nature/Character)

20. Genetic Testing
• Determines whether a person
carries the gene transformation for
certain diseases, including heart
disease, Hypertension, cancer TB
etc.

21. End of Section I

22. The Employment Interview
Goal-oriented conversation
in which interviewer and
applicant exchange
information

23. The Employment Interview
Basic Rules
–Interview planning
–Content of the interview

24. Interview Planning
• Compare application and resume with
job requirements
• Develop questions related to qualities
sought
• Step-by-step plan to present position,
company, division, and department
• Determine how to ask for examples of
past applicant behavior, not what future
behavior might be

25. Content of the Interview
• Occupational experience
• Academic achievement
• Interpersonal skills
• Personal qualities
• Organizational fit
• Candidate’s objectives

26. Types of Interviews
• Unstructured
(nondirective)
• Structured
(directive or
patterned)
• Behavior
Description

27. Unstructured (Nondirective)
Interview
• Asks probing, open-ended
questions
• Encourages applicant to do
much of the talking
• Often time-consuming
• Different information from
different candidates
• Potential legal woes

28. Structured (Directive) Interview
• Situational questions
• Job knowledge
questions
• Job-sample simulation
questions
• Worker requirements
questions

29. Behavior Description Interview
• Find knowledge, skills, abilities and
behaviors (STAR) important for job
success
• Determine which behavioral questions to
ask about particular job to elicit desired
behaviors
• Develop structured format tailored for
each job
• Set benchmark responses - examples of
good, average and bad answers
• Train interviewers

30. Methods of Interviewing
• One-on-one interview - Applicant meets
one-on-one with an interviewer
• Group interview - Several applicants
interact in the presence of one or more
company representatives
• Board interview - Several of the firm’s
representatives interview one candidate
• Stress interview - Anxiety is intentionally
created
• Realistic job previews - Job information is
conveyed to the applicant in an unbiased
manner

31. Potential Interviewing
Problems
• Inappropriate questions
• Premature judgments
• Interviewer domination
• Inconsistent questions
• Central tendency

32. Potential Interviewing Problems
(Continued)
• Halo error – like me
tendency
• Interviewer bias
• Lack of training
• Nonverbal communication

33. Assessment Centers
• Candidates subjected to exercises that
simulate actual job tasks
• In-basket exercises
• Management games
• Leaderless discussion groups
• Mock interviews
• Measures candidates’ skills in
prioritizing, delegating and decision-
making

34. Personal Reference Checks
• Provides additional insight
into applicant information
• Verification of accuracy
• Applicant often required to
provide names of several
references
• More emphasis on previous
employment investigations

35. Professional References and
Background Investigations
• Previous employment
• Education verification
• Personal reference check
• Criminal history
• Driving record
• Civil litigation
• Workers’ compensation history
• Credit history
• Social security number verification

36. Negligent Hiring and Retention
• Negligent Hiring - Liability incurs when
no reasonable investigation of
applicant’s background is made and
potentially dangerous person is
assigned to the position where he or
she can inflict harm
• Negligent Retention - Keeping persons
on payroll whose records indicate strong
potential for wrongdoing

37. The Selection Decision
• Most critical step of all
• Person whose qualifications
(knowledge, skills, competence)
most closely conform to the
requirements of the open position
should be selected

38. Physical Examination
• Determine whether
applicant is physically
capable of working
– Medical Examination
– Fitness Certificate

39. Notification to Candidates
• Results should be made known to
candidates as soon as possible
• Delay may result in firm losing
prime candidate
• Unsuccessful candidates should
also be promptly notified