Human Resource Management

Lecture Slides # 6

Selection
BS (Hons) Management Semester 5

Anwar Khurshid

October 18, 2023

1
 Learning Objectives
After completing this lecture, you will be able to:

Understand and define selection and its process.

Understand the selection process so as to make it
effective.
Explain how the final selection decision is made.
Point out the outcomes of selection decision.
Understand in brief about placement and orientation.
 Selection _ Definition
According to Thomas Stone, “Selection is
the process of differentiating between
applicants in order to identify (and hire) those
with a greater likelihood of success in a job”.

According to Keith Davis, “Selection is the

process by which an organisation chooses from
a list of screened applicants, the person or
persons who best meet the selection criteria for
the position available.”
 Selection _ Definition
Selection has two objectives:
to predict which job applicants would be
successful if hired, and
to inform and sell the candidate on the job and
the organization.
 Recruitment and Selection _ Differences
Recruitment and selection differs in following manner:
1. Difference in Objective: The basic objective of recruitment is to attract
maximum number of candidates so that more options are available. The
basic objective of selection is to choose best out of the available
candidates.
2. Difference is Process: Recruitment adopts the process of creating
application pool as large as possible and is known as positive process.
Selection adopts the process through which fewer candidates are selected
and is known as negative process.
3. Technical Differences: Recruitment techniques are not very intensive,
and not require high skills. In selection process, highly specialised
techniques are required.
4. Difference in Outcomes: The outcome of recruitment is application pool
which becomes input for selection process. The outcome of selection
process is in the form of finalizing candidates who will be offered jobs.
 Selection Process
The selection process consists of five distinct aspects:
1. Criteria development.
1. Understand KSAs
2. Determine sources of KSA information such as interviews, tests
3. Developing scoring system for each source of information
4. Create an interview plan
2. Application and résumé review.
1. Should be based on criteria developed in Step 1
2. Consider internal vs external candidates
3. Interviewing.
1. Determine types of interviews
2. Write interview questions
4. Test administration.
1. Conduct testing
5. Selection and Making the offer.
1. Determine which selection method is to be used
 Screening Interview

Usually conducted by telephone.

Not done in all organizations.
A few straight-forward questions.
Can eliminate those less qualified early in the
selection process.

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 Interviewing
1. Structured Interviews
• Questions are pre-determined in both topics and order
• Structured interviews are valid predictors of job performance.
• The questions asked are consistent across all interviewees.
• All responses are scored the same way.
• Limits the biases of the interviewers.
2. Semi-structured Interviews
• A few questions are pre-determined but other questions are not
planned.
3. Unstructured Interviews
• None of the questions are pre-determined
• Unstructured interview may be a valid predictor of the degree to
which a candidate will fit with the organization.
 Interviewing (Cont’d.)

Nondirective interview:
Minimum of questions, not planned in advance.
Open-ended questions; interviewer follows the
candidate’s lead.
Situational and problem-solving interview:
Candidate describes how he or she would solve a
problem.
Behavioral interview:
Candidate describes how he or she responded to a
specific situation.

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 Other Interview Types
Types of Interviews:
1. Traditional Interview (In-person, face-to-face)
2. Telephone Interview
3. Panel Interview
4. Information Interview
5. Meal Interview
6. Group Interview
7. Video Interview
8. Case Interview
9. Interview as part of Assessment Center Exercise
 Assessing Centers
An Assessment Center is
⚫ A set of simulated tasks or exercises that candidates
(usually for managerial positions) are asked to
perform.
⚫ Observers rate performance on these simulations
and make inferences regarding each candidate’s
managerial skills and abilities.
⚫ Many organizations use assessment centers or
external recruitment and for internal promotion
 Assets and Liabilities of Assessment Centers
Assets
– Allows assessment of behavior rather than assessment
based entirely on paper-and-pencil test results.
– Consistent evaluation method for all candidates.
– Testing tools developed and evaluated by experts.
Liabilities
– Do exercises really represent reality (validity)?
– System could reflect bias of assessors
– Privacy?
– Cost
 The Employment Application
Applications must include:
Applicant information.
Applicant signature certifying validity of information.
Statement of employment at will, if permitted.
Permission from the applicant for reference check.
Avoid the following:
Discriminatory information.
Citizenship and Social Security data.
Information on past use of FMLA, ADA or Workers’
Compensation.
Disability information.
Past salary levels.
Birth date or education dates.
Driver’s license information, unless driving is a job
requirement.

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 Selection Tests
SELECTION TEST: Any instrument that is used to make
a decision about a potential employee.(1)

STANDARDIZATION: Uniformity of procedures and

conditions related to administering tests.(2)

RELIABILITY: The extent to which a selection test

provides consistent results.(2)

VALIDITY: The extent to which a test measures what it

claims to measure.(2) Do higher test scores relate to
higher success on the job?
(1) Myrna L. Gusdorf
(2) R. Wayne Mondy

©SHRM 2008 14
 Kinds of Selection Tests
Cognitive aptitude tests measure reasoning,
vocabulary, verbal and numeric skills.
Job knowledge tests measure knowledge
regarding a particular job.
Work sample tests allow candidates to
demonstrate how they would work on the job.
Psychomotor abilities tests assess the skill level
of tasks required on the job.
Personality tests assess traits and personal
characteristics. They are used to determine if
the applicant is the right fit for the
organization.
Honesty and integrity tests try to measure a
candidate’s truthfulness.

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 Cognitive Aptitude Test

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 Cognitive Aptitude Test

Question
Which of the following is the smallest value?
A. 0.0015
B. 0.0105
C. 0.1005
D. 0.0051
E. 0.00151
 Cognitive Aptitude Test

Question
53 is 25% of what number?
A. 13.25
B. 92.75
C. 159
D. 141.5
E. 212
 Cognitive Aptitude Test
Question
Research conducted on a sample of 2500 flu patients
has found that 28% felt better after up to 2 days
following the initial medication, 22% felt better after up
to 4 days, and the rest did not feel any improvement.
How many did not benefit from the treatment?
A. 50
B. 72
C. 1250
D. 500
E. 1200
 Cognitive Aptitude Test
Question
What would be the next group of letters in
the following series?
ghg ... hhh ... ihi ... jhj ?
A. lhl
B. khk
C. llh
D. kkh
E. hkk
 Cognitive Aptitude Test
Question
Assume the first two statements are true. Is the
final statement: 1) True, 2) False, or 3) Uncertain
based on the information provided?
Bob is taller than Rob.
Job is shorter than Bob.
Job is the shortest among the three.
A. True
B. False
C. Uncertain
 Background Verification and Reference
Checks
The importance of checking:
40 percent of applicants lie about work
histories and educational backgrounds.
20 percent of applicants falsify credentials
and licenses.
30 percent of applicants make
misrepresentations on their resumes.

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 The Job Offer
Making the job offer:
May be done by phone, letter or in person.
Make arrangements for further conditions:
Physical exam and drug screen.
Discuss salary and benefits:
Avoid quoting an annual salary.
Realistic job preview,
Verify employment eligibility
NIC, Domicile, etc.

©SHRM 2008 23
 Evaluating the Recruitment and Selection
Process
Cost:
Did you stay within your recruitment budget?
Time:
How long did it take you to fill the position?
Quality:
Were your applicants well qualified for the job?
Longevity:
What about turnover? Do your new hires stay for the
long term?

©SHRM 2008 24