The document outlines the employee selection process, including evaluating person-job and person-organization fit through tests and interviews. It discusses maximizing accurate hiring predictions and obtaining reliable and valid information from valid selection tools. The sources of information about candidates include application forms, reference checks, background investigations, and medical exams. Employment tests evaluate knowledge, skills, and abilities, while interviews include structured, situational, and video formats. Selection decisions are made by summarizing applicant data and determining aptitude based on qualifications and organizational needs.

2. Outline
1 2 3 4
1 The Selection
Process
2 Sources of
Information
3 Employment
Tests
4 Employment
Interview
5 Selection
Decisions

3. Selection Process
• Process of choosing individuals possessing the
necessary qualifications to fill a job vacancy.
• A Turnover Process for leaving or filling up job
positions
• Person – Job Fit
• Person – Organization Fit
1

4. Person – Job Fit
• The process of evaluating an individual’s
competencies with that required from a job.
• Are assessed through a series of tests or skill sets
that a manager looks for in an applicant.
• Knowledge
• Skills
• Abilities
• Other Factors
1

5. Person – Organization Fit
• The process of selecting qualified individuals who
matches the broader organization requirements
(i.e. the values and cultures of an organization).
• Raises diversity concerns and the exaggeration of
a unified workforce
1

6. Maximizing Hits
Miss Hit
Inaccurate Prediction
(Person would have succeeded
on the job)
Accurate Prediction
(Person succeeds on the job)
Hit Miss
Accurate Prediction
(Person would not have
succeeded on the job)
Inaccurate Prediction
(Person fails on the job)
High
HighLow
Low
JobPerformance
Predicted Success
1

7. The Selection Process
• Obtaining reliable and valid information
• Criterion – Related validity
• Content – Validity
• Construct - Validity
1

8. Reliability & Validity
• Information extracted from applicants and
organizations must be both:
• Reliable – whereas information or practice is
traceable and consistent (comparable data over
time).
• Valid – refers to the degree of measurability
pitted against a person’s attributes.
1

9. Selection Process
Application
Completion
Initial HR
Interview
Employee
Testing
Hiring Decision
Background
Investigation
Medical Exam/
Drug Test
Preliminary
Selection (HR)
Supervisor /
Team Interview
1

10. Criterion Related Validity
• The extent to which a selection tool predicts, or
significantly correlates with important elements of
work behavior.
• Types:
• Concurrent Validity
• Predictive Validity
1

11. Type: Concurrent Validity
• The extent to which test scores (or other predictor
information) match criterion data obtained about
at the same time from current employees.
1

12. Type: Predictive Validity
• The extent to which applicants’ test scores match
criterion data obtained from those applicants /
employees after they have been on the job for
some indefinite period.
1

13. Cross Validation
• Verifying the results obtained from a validation
study by administering a test or a test battery to a
different sample (drawn from the same
population).
1

14. Cross Validation
• Verifying the results obtained from a validation
study by administering a test or a test battery to a
different sample (drawn from the same
population).
1

15. Content Validity
• The extent to which a selection instrument, such
as a test, adequately samples the knowledge and
skills needed to perform a particular job.
1

16. Construct Validity
• The extent to which a selection tool measures a
theoretical construct or trait.
• An approach whose scope is a broader, more
general categories of human functions based on
behaviors.
1

17. Sources of Information

18. About Job Candidates 2
• Application Forms
• Online Application Forms
• Biographical Information Blanks
• Background Investigation
• Checking References
• Polygraph Tests
• Honesty and Integrity Test
• Graphology
• Medical Information
• Drug Testing

19. Application Forms 2
• Are systematic methods to quickly gather
information about an applicant.
• Serve two purposes:
• Provide basis for questions that an
interviewer may throw to an applicant
• A tool to extract and conduct reference
checks.

20. Application Forms 2
• Most application forms however, are found to
have questions that tend to discriminate
women and are often not job related.
• Application Date
• Educational Background
• Experience
• Arrests and Criminal Conviction
• Country of Citizenship
• References
• Disabilities

21. Online Applications 2
• A type of job application that is integrated with
online services and has already expanded up to
95% of companies.
• A method wherein an online resume is stored
and mined by companies to spot qualified
applicants.
• Creates greater employee diversity.

22. Biographical Information Blanks 2
• … also known as BIBs, it is one of the oldest
methods for predicting job success through the
utilization of biographical information.
• Some examples include: Family Life, Hobbies,
Club Memberships, Sales Experience and
Investment.
• At what age did you leave home?
• How large was the city which you lived as a child?

23. Background Investigations 2
• A standard procedure conducted after the post
selection process.
• A comprehensive check to ensure the
prevention of embezzlements and workplace
violence.
• Social Security Verification
• Past Employment Record
• Criminal Records Check

24. Background Investigations 2
88%
86%
79%
74%
68%
59%
50%
39%
7%
• Criminal Records Check
• Employment Verification
• Drug Screening
• Education Verification
• Reference Check
• Certifications, Records
• Motor Vehicle Records
• Credit History
• Integrity Evaluation

25. Checking References 2
• A process commonly used to screen, select and
verify employees.
• May also be used to provide employee
performance reviews / predictions.
• Are generally conveyed through mails and
telephone calls.

26. Using Credit Reports 2
• A part of employee background checking that
is governed by the Fair Credit Reporting Act.
• Checks the existing credit balances of an
employee and other related information such
as:
• Social Security Number
• Credit Debts / Late Payments
• Mortgage
• Car Payments
• Student Loans

27. Using Credit Reports 2
1 Inform applicants through written consents
2 Written Certification to Consumer Reporting Bodies
3 Send a copy of consumer report / summary of rights
to applicants
4 Inform the reporting agency and the applicant about
the results of the credit check (letters)

28. Polygraph Test 2
• Is a methodology which makes use of a device
that measures the blood pressure and pulse of
the person being questioned.
• Questions are close ended ones and are often
the following:
• Drug Usage
• Undetected Professional Crimes
• Governed by the Employee Polygraph
Protection Act

29. Honesty & Integrity Tests 2
• Tests which are primarily executed on retail or
merchandise business where potential
applicants have direct access to money.
• Two Types
• Overt
• Honesty, dependability, trustworthiness,
conscientiousness, and reliability
• Personal
• Dependability, social conformity, thrill seeking, and
conscientiousness

30. Graphology 2
• A penmanship analysis used against employees
(and potential ones) to reveal the writer’s:
• Traits
• Intelligence
• Energy Level
• Creativity
• Integrity

31. Medical Examinations 2
• A given exam given to applicants to ensure that
their health is adequate enough to meet the
job requirements.
• Its primary objective is to determine any work
related disabilities that can be covered by the
worker’s compensation law.

32. Drug Testing 2
• A mandatory examination conducted to
applicants to detect drug abuse or over usage.
• Most common methodology to enforce drug
tests is Urine Sampling. Others may be:
• Hair Tests
• Saliva
• Sweat Tests
• A part of the later phase of the selection
process in accordance with the Comprehensive
Dangerous Drugs Act of 2002

34. Nature of Employment Tests 3
• Employment Tests are objective, standardized
measures conducted to applicants to evaluate
their knowledge, skills, abilities and other
characteristics (KSAO).
• An employment test is not simply the answer to
hiring, it must be first validated by an HR staff.
• KSAO directed
• Face Validity
• Cost
• East of Administration

35. Classifications 3
• Aptitude Tests:
• Measures a person’s capacity to learn or achieve.
• Achievement Tests:
• Measures a person’s current skills and what he can
accomplish as of the time being.

36. Cognitive Ability Test 3
• Measures a person’s mental capabilities such as
general intelligence, numerical and reasoning
ability.
• Some key areas that this test covers are as
follows:
• Verbal
• Quantitative
• Reasoning
• Mechanical

37. Personal/Interest Inventories 3
• An examination that measure an applicant’s
disposition and temperament.
• Are much better predictors than Cognitive Tests
due to its nature to tests the following areas:
• Extroversion
• Agreeableness
• Conscientiousness
• Neuroticism
• Openness to experience

38. Physical Ability Test 3
• One of the widely used today for every
selection process.
• Physical Ability Tests are stressed more in
demanding or rigorous job positions that
require endurance and strength. Police
Officers and Firefighters are some examples
of these.

39. Job Knowledge Test 3
• Achievement test designed to determine an
applicant’s level of understanding about the
position he is seeking for.
• Job Knowledge Tests typically take the form of
certification checks such as CPA or Civil Service
exams

40. Work Sample Test 3
• A test that requires an applicant to perform a
specific task which actually, is a part of the job
position he is applying for.
• A test to see an applicant in action.
• Are tests aligned on the major business
functions and is outlined to bring out the
competency in an individual.

42. Interviewing Methods 4
• Non Directive Interview
• Structured Interview
• Situational Interview
• Behavioral Description Interview
• Panel Interview
• Video Interview
• Computer Interview

43. Non Directive Interview 4
• An interview in which the applicant is allowed
the maximum amount of freedom in
determining the course of the discussion, while
the interviewer carefully refrains from
influencing the applicant’s remarks.

44. Structured Interview 4
• An interview in which a set of standardized
questions having an established set of answers
is used.

45. Situational Interview 4
• An interview in which an applicant is given an
open ended, hypothetical scenario and is asked
how he would respond to it.

46. Behavioral Description Interview 4
• An interview in which an applicant is asked for
situational answers that he might have done
after a certain event.

47. Panel Interview 4
• An interview in which a board of interviewer
questions or evaluates a single candidate. It
may also be in reverse wherein a set of
candidates are interviewed by one employer.

48. Video Interview 4
• Implements a virtual workspace environment
wherein job candidates are asked to attend a
video conference session. The actual interview
takes place on that session and is also where
applicants are evaluated.

49. Computer Interview 4
• Computer Interviews are becoming one of the
dormant methodologies in evaluating possible
employees.
• Computer Interviews are usually accomplished
through online forms and questionnaires
wherein applicant answered forms are
compared with other profiles.

50. Guidelines for Interviewers 4
• Interviewing Training
• Structure
• A Review of Resumé

51. Interviewing Training 4
• Establish an Interview Plan
• Maintain Rapport
• Be an Active Listener
• Pay attention to nonverbal cues
• Provide Information as freely and honestly as
possible

52. Interviewing Training 4
Applicant
KSAOs
Education
Experience
Interests
Perceptions
Nonverbal Cues
Age, Sex, Race
Context
Interview Purpose
Laws / Regulations
Economic Issues
Physical Settings
Interview Structures
Interviewers
Experience /Training
Nonverbal Cues
Goals
Interview
Process
________________
Outcome
(Hiring Decision)

54. Selection Decisions 5
• Summarizing Information About Applicants
• After the selection process, employers must now
establish the can do and will do factors. It is also
important that an applicant’s aptitude be
determined before the entire process ends.
• Decision Strategy
Selection decisions are weighted by several factors.
Some of the most common ones are: over
qualification, organizational needs, diversity, etc.

55. Approaches 5
• Clinical Approach: all applicant data is reviewed
and where each strength / weakness is
weighted.
• Statistical Approach: more objective style and
focuses on valid predictors (tests, ratings, etc.)
and compares it with quantifiable data.

56. Final Decision 5
• After a preliminary selection is made, promising
applicants are referred to job vacancies.
Departmental Managers / Supervisors shall
conduct the final interview and a final decision
will be made till then.

57. Wrap Up ∴
• All in all, the selection process must be:
• Valid and Reliable
• Interviews are conducted not because of sheer
interest to an applicant. It is rather a
conjunction of exams suited to determine the
inner ability and perspectives on a person.
• The Labor Industry is evolving. It is in the hands
of applicants and organization to take
advantage of this change.

58. Thank You!