Prepare by: Yasmine Nabih

Lecture Agenda
Why is Work
What is Types of
selection samples and
selection tests!
important Simulations

Background
Interview Interview Administering
checks &
structure content Interview
investigation

How to
Errors to Developing `
design an Discussion
Avoid job offer
interview
 Why Selection is Important

The Importance of Selecting the Right

Employees

Costs of Legal obligations

Organizational Person job fit vs
recruiting and and liability as a result of
performance Person organization fit
hiring negligent hiring
 Basic Testing Concepts
vReliability
§ Describes the consistency of scores obtained by the same person
when retested with the identical or alternate forms of the same
test.
§ Are test results stable over time?
vValidity
§ Indicates whether a test is measuring what it is supposed to be
measuring.
§ Does the test actually measure what it is intended to measure?
 Types of Tests
What Different Tests Measure

Motor & physical Personality

Cognitive abilities Achievement
abilities and interests
 IQ tests
§ https://wonderlictestpractice.com/
§ https://stanfordbinettest.com/
 Personality Tests

Projective tests MAPS ( make a picture story)

 Personality Tests Drawbacks
1. Projective tests are hard to interpret and analyse
2. People tend to fake responses due to social desirability
Strong Interest Inventory (SII)
§ https://eu.themyersbriggs.com/en/tools/Strong-Interest-
Inventory/Strong-materials.
§ https://self-directed-search.com/

§ Self reported personality tests

https://www.16personalities.com/free-personality-test
 Examples of Web Sites Offering Information on
Testing Programs
• https://www.hr-guide.com/
Provides general information and sources for all types of employment tests
• http://ericae.net
Provides technical information on all types of employment and nonemployment
• https://www.ets.org/test_link/about
Provides information on over 20,000 tests
• https://kaplan.com/
Information from Kaplan test preparation on how various admissions tests work
• http://www.assessments-usa.com/
One of many firms offering employment tests
 Using Work Sampling for Employee
Selection

Work Situational Management The

Video-Based
sampling judgment Assessment
Situational Miniature Realistic
technique Centers Job
tests Testing Job
Preview
Training &
Evaluation
Copyright © 2017 Pearson Education, Ltd. 6-13
 Situational Judgement Test
§ You are a sales associate at Best Buy in Miami, Florida
Situation: customer comes to you with a printout for a Samsung Galaxy phone from
Amazon.com, and proceeds to ask detailed questions about battery life and how to
work the phone, while mentioning that “Amazon’s price is $50 less than yours.” You
have been with this customer for almost 30 minutes, and there are other customers
waiting. You would:
§ 1.Tell the customer to go buy the phone on Amazon.
§ 2.Tell the customer to wait 20 minutes while you take care of another customer.
§ 3.Tell
the customer that the local Sprint Mobility dealer has the phone for even less
than Amazon.
§ 4.Explainthe advantages of similar phones you have that may better fulfill the
buyer’s requirements.
§ 5.Askyour supervisor to come over and try to sell the customer on buying the Galaxy
from you.
 Management Assessment Centre
§ A management assessment center is a 2- to 3-day simulation in which 10 to 12
candidates perform realistic management tasks . Under the observation of experts
who appraise each candidate’s leadership potential.
Typical simulated tasks include:
Ø•The in-basket. The candidate gets reports, memos, notes of incoming phone calls,
e-mails, and other The candidate must take appropriate action on each item.
Ø•Leaderless group discussion. Trainers give a leaderless group a discussion question
and tell them to arrive at a group decision. They then evaluate each one
interpersonal skills, acceptance by their group, leadership ability, and individual
influence.
Ø•Management games. Participants solve realistic problems as members of simulated
companies competing in a marketplace.
Ø•Individual oral presentations..
Ø•Testing; include tests of personality, mental ability, interests,& achievements.
Ø•The interview.
Company must consider;
• The tools are reliable and Valid
• Return on investment (ROI)in Choosing
terms of the selection tool cost
relative to the time required
the
and the benefits from hiring this selection
candidate Method
• Applicant reactions and usability
• Tool selection ratio ( does it
really screen out a good
percentage or admits all )
Reference checks
Criminal Records
Polygraph tests
Graphology
Human lie detectors
Physical Exams
Substance Abuse screening (drug tests)
Basic Types of Interviews
Selection Interview

Types of
Appraisal Interview
Interviews

Exit Interview
Selection Interview Structure

Selection Interview
Characteristics

Interview Interview Interview

structure content administration
 Selection Interview Formats
Interview Structure
Formats

Unstructured Structured
(nondirective) (directive)
interview interview

7–20
 Interview Content

Types of Questions Asked

Situational Behavioral Job-related Stress

interview interview interview interview
 Sample of Situational (What Would
You Do) Questions
§ Suppose your boss insisted that a presentation had to be finished by
tonight. Your subordinate said she has to get home early to attend an
online class, so she is unable to help you. What would you do?

§ The CEO just told you that he’s planning on firing your boss, with whom
you are very close, and replacing him with you. What would you do?
Sample of Behavioral (Past Behavior)
Questions
§ Tell me about a time when you had to deal with a particularly obnoxious
person. Describe the situation in detail, and explain how you handled it.

§ Tell me about a time when you were under a great deal of stress. What
was the situation, and how did you handle it?
 Sample of Job Related Question
§What do you like most doing in you pervious job?
§What factors should you consider when developing
a television advertising campaign?
 FIGURE 7–2 Examples of Questions That Provide Structure

Situational Questions
1. Suppose a more experienced coworker was not following standard work procedures and
claimed the new procedure was better. Would you use the new procedure?
2. Suppose you were giving a sales presentation and a difficult technical question arose that
you could not answer. What would you do?

Past Behavior Questions

3. Based on your past work experience, what is the most significant action you have ever taken
to help a coworker?
4. Can you provide an example of a specific instance where you developed a sales
presentation that was highly effective?

Background Questions
5. What work experiences, training, or other qualifications do you have for working in a
teamwork environment?
6. What experience have you had with direct point-of-purchase sales?

Job Knowledge Questions

7. What steps would you follow to conduct a brainstorming session with a group of employees
on safety?
8. What factors should you consider when developing a television advertising campaign?

Copyright © 2011 Pearson Education, Inc. publishing as

7–25
Prentice Hall
 Administering the Interview
Unstructured
sequential
interview
Structured Panel
sequential (serial) interview ( board
interview interview)
Ways in Which
Interview Can be
Mass Conducted Phone
interview interviews

Video/Web-
One to one
assisted
interview
interviews
Three Ways to Make the Interview
Useful

Structure the interview to

increase its validity

Making the Carefully choose what sorts of

Interview Useful traits are to be assessed

Beware of committing
interviewing errors

7–27
Errors to Avoid when interviewing
First impressions (snap
judgments) Nonverbal behavior

Factors
Not clarifying what the Affecting An Applicant’s personal
job requires Interview’s characteristics
Usefulness

Candidate-order
Interviewer’s inadvertent
(contrast) error and
behavior
pressure to hire
7–
 FIGURE 7–3 Suggested Supplementary Questions for Interviewing Applicants

1. How did you choose this line of work?

2. What did you enjoy most about your last job?
3. What did you like least about your last job?
4. What has been your greatest frustration or disappointment on your present job? Why?
5. What are some of the pluses and minuses of your last job?
6. What were the circumstances surrounding your leaving your last job?
7. Did you give notice?
8. Why should we be hiring you?
9. What do you expect from this employer?
10. What are three things you will not do in your next job?
11. What would your last supervisor say your three weaknesses are?
12. What are your major strengths?
13. How can your supervisor best help you obtain your goals?
14. How did your supervisor rate your job performance?
15. In what ways would you change your last supervisor?
16. What are your career goals during the next 1–3 years? 5–10 years?
17. How will working for this company help you reach those goals?
18. What did you do the last time you received instructions with which you disagreed?
19. What are some things about which you and your supervisor disagreed? What did you do?
20. Which do you prefer, working alone or working with groups?
21. What motivated you to do better at your last job?
22. Do you consider your progress in that job representative of your ability? Why?
23. Do you have any questions about the duties of the job for which you have applied?
7–29
24. Can you perform the essential functions of the job for which you have applied?
Copyright © 2011 Pearson Education, Inc. publishing as
Prentice Hall
 How to design a Structured Situational
Interview
1. Analyze the job
2. Rate the job’s main duties
3. Create interview questions
4. Create benchmark answers
5. Appoint interview panel and conduct interviews
Developing and Extending the Job Offer

• Judgmental approach
• Statistical approach
• Hybrid approach
 The Job offer Main Parameters
• The job offer will include:
ü Welcome sentence
ü Pay rates
ü Benefits information
ü Actual job duties
ü Paid leave information
ü Terms of employment
Prepared By: Yasmine Nabih
Prepared By: Yasmine Nabih