Chapter 7 - Selection

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15 May 2011
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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
Physical examination and substance abuse testing
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
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
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