Human Resource Management

Module 5
EMPLOYEE SELECTION
 Learning Outcomes
After studying this chapter, you should be able to:

1. Explain what the objectives are of employee selection

process, its steps, and why the information gathered
during the process must be reliable and valid.
2. Describe the tools used to initially screen applicants, the
types of employment interviews and methods to
administer them, and the post interview screening tools
firms use.
I. WHAT IS EMPLOYEE SELECTION
• Employee Selection is the process of interviewing and
evaluating the candidates for a specific job and selecting
an individual for employment based on certain criteria
(qualifications, skills and Experience).

• It is a procedure of matching organizational

requirements with the skills and qualifications of people.
A job analysis should also outline the tools needed to do
the job, the environment and times at which it needs to
done, with whom it needs to be done, and the outcome
or performance level it should produce.
I. WHAT IS EMPLOYEE SELECTION
• The process through which organizations
make decisions about who will or not be
allowed to join the organization

• This is the next process after

recruitment.
Employee Selection Process
1. Screening Applications and resumes
2. Conducting test of the applicants
3. Interviewing
4. Performing References Checking / Background
Investigation
5. Deciding whether to hire or not
Conducting Tests of Applicants

• Aptitude test
• Ability test
• Performance Test
• Personality or Integrity Tests
Ability Test
• These tests are assessment instruments
used to measure an individual's ability,
mental or physical skills level.
• They measure a variety of areas ranging
from verbal reasoning, numerical
ability, problem-solving, motor or
spatial agility, mechanical ability, or
finger dexterity.
• https://www.tests.com/practice/cogniti
ve-abilities-practice-test
Aptitude Test
• Standardized test designed to
measure the ability of a person to
develop skills or acquire knowledge.
• This is especially important if an
applicant is being considered for a
supervisory or managerial position.
• https://www.practiceaptitudetests.c
om/clerical-aptitude-tests/
Performance Test

• Can refer to the assessment of the

performance of human examinee.
Honesty or Integrity Test

• Are not common used in many

companies
• This could be more relevant in some
retail store chains or positions that
have fiduciary responsivity like tellers
or cashier.
The Interview
• A job interview is an interview consisting of a
conversation between a job applicant and a
representative of an employer which is
conducted to assess whether the applicant
should be hired.
• Interviews are one of the most popularly used
devices for employee selection.
• The interview is a cornerstone of the selection
process.
The Stages of an Interview

1. Preparing for Interview

2. Making a Friend
3. Eliciting information
4. Observing Behavior
5. Conducting the Interview
6. Evaluating the Results of Interview
Preparing for Interview

1. Preparation is the key to successful

interviews
2. The applicant is entitled to some privacy as
they would reveal personal matters about
their life and work.
3. Interruptions like telephone calls, texts or
somebody entering into the room can be
dysfunctional as it disrupts the trend of
question and answer in the interview
Making Friend
1. To make an applicant open, relax, and be
straightforward in revealing himself.
2. Show that you appreciate their interest in
joining your company,
3. Offer him a seat.
4. Start with a small talk.
5. Give him the parameters of the interview.
Making Friend
6. Provide the applicant with a realistic preview of
the position and its responsibilities.
7. Probing into the family background is admittedly
treading into sensitive territory since is not
everybody has wholesome experience in the
family.
8. The school background both in the academic and
non-academic tells you about his basic
intelligence and presence or absence of social
intelligence.
Eliciting Information
Eliciting Information
Observing Behavior
Concluding the Interview
Evaluating the Result of the Interview
Criteria for Evaluation

1. Intelligence
2. Decisiveness
3. Energy
4. Result-Orientation
5. Maturity
6. Assertiveness
7. Openness
8. Tough-mindedness
References
• Managing Human Resources. 17th Ed., Snell, Morris, Bohlander. 2016. Cengage Learning.
• Communicating at Work: Strategies for Success in Business and the Profession. Adler, Ronald B. [and three
others]. 2019. McGraw Hill. New York.
• Staffing Organizations. Heneman, Herbert G., Judge, Thimothy A. and Kammeyer-Mueller, John D., 2019.
Pangloss Industries
• Human Resource Information Systems: Basics, Applications, and Future Directions. Kavanagh & Johnson.
2018. Sage Philippines
• Human Resources: Planning and Management. Taylor. 2018. Larsen and Keller Education.
• The Talent Management Handbook. Berger, Lance A. & Berger, Dorothy R.2018. Mc-Graw-Hill Education.
• The Employee Experience: How to Attract Talent, Retain Top Performers, and Drive Results. 2019. Maylett,
Tracy, Wride, Matthew. Wiley
References
• http://hrmpractice.com/employee-selection/
• https://smallbusiness.chron.com/employee-selection-process-2568.html
• https://www.practiceaptitudetests.com/
• http://hrmpractice.com/employee-selection/