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Chapter 7

Chapter 7 - Selection


Department
Human Resources
Course Code
MHR 523
Professor
Margaret Yap
Chapter
7

Page:
of 3
Chapter 7 Selection
Selection: process of choosing among individuals who have been recruiting to fill
existing/projected job openings
oSelection ratio: number of applicants hired/total number of applicants
oSmall ratios means less to select from, therefore low quality results
Selection process
Multiple hurdle strategy: involves series of successive steps or hurdles. Must clear
one hurdle to move onto next
Steps in selection process:
oSTEP ONE: Preliminary applicant screening
oSTEP TWO: Selection testing
Tests must be reliable: dependent, consistent, stable
Tests must be valid: accuracy with which a predictor measures what it
is intended to measure
Criterion-related validity
Content validity
Construct validity
Tests of cognitive abilities
Intelligent tests (IQ): general intellectual abilities
Emotional intelligence (EI) tests
Specific cognitive abilities: ex. Aptitude tests
Tests of motor and physical abilities
Measuring personality and interests
Extroversion, emotional stability, agreeableness,
conscientiousness, openness to experience
Achievement tests: what you have learned
Work sampling
Management assessment centers
An in basket exercise
A leaderless group discussion
Management games
Individual presentations
Objective tests
An interview
Situational testing
Micro-assessments
Physical examination and substance abuse testing
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oSTEP THREE: Selection interview
Structure of interview:
Unstructured: conversational style. Interviewer pursues points
as they come up
Structured: following a set sequence of questions
Mixed (semi-structured): combines both
Content of interview
Situational: questions focusing on how candidate would behave
in certain situations
Behavioral description: focuses on relevant past job related
behaviors
Administrating the interview
Sequential: interviewed by several persons in sequence
Unstructured sequential: same as sequential, but unstructured
Structured sequential: each interviewer rates the candidate
Panel: candidate being interviewed simultaneously by a group
Mass: panel simultaneously interviewing several candidates
Common interviewing mistakes
Poor planning
Snap judgments
Poor knowledge of the job
Contrast (candidate order) error: perception is distorted
depending on other interviewees
Negative emphasis
Halo effect: a positive initial impression
Influence of nonverbal behavior
Telegraphing: can hint preferred responses
Too much/too little talking
Similar-to-me bias
Designing an effective interview
Develop selection criteria before recruitment
Specify musts and wants
Develop an evaluation form
Develop interview questions
Develop candidate specific questions
Conducting an effective interview
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Planning the interview
Establishing rapport
Asking questions
Closing the interview
Evaluating the candidate
oSTEP FOUR: Background investigation / Reference checking
oSTEP FIVE: Supervisory interview and realistic job preview
oSTEP SIX: Hiring decision and candidate notification
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