SELECTION

Chapter 05
Human Resource Management
PHR2143
WAN HIZAM BIN WAN HASSAN
BUSINESS MANAGEMENT LECTURER
LEARNING OBJECTIVE
• Introduction to Selection
• The Selection Process
INTRODUCTION

• In most organizations, selection is a continuous process. We cannot

stop people from leaving organizations.
• Vacancies thus have to be filled by applicants from inside or outside
the organization.
 INTRODUCTION TO SELECTION
• Definition:
Selection is the process of choosing the individual best suited for a particular
position and the organization. (Mondy)

• Selection goal: to properly match people with jobs and organization

because selecting wrong person for any job can be costly.

• Incorrect decisions can lead to tremendous cost in terms of resources and

opportunities. It can lead to months of frustration, repetitive training and
low morale before the eventually termination of the recently hired
person. Then selection process begins all over again.
 SELECTION PROCESS
Recruited Candidates

Step 1: Preliminary Screening

Step 2: Review of Applications & Resume

Step 3: Selection Tests

Rejected
Step 4: Employment Interview
Applicants
Step 5: Pre-Employment Screening:
Background & Reference Checks

Step 6: Selection Decision

Step 7: Offer of Employment

Notice that an applicant may be rejected at any time if they failed at any stage of the selection process
THE SELECTION PROCESS
• Step 1: Preliminary Screening
• The selection process begin with Preliminary Screening
• The basic purpose of preliminary screening is to eliminate those who
obviously do not meet the position’s requirements.
• Benefits: applicant may be qualified for another position with the firm.
THE SELECTION PROCESS

• Step 2: Review of Applications and Resumes

• The specific information requested on an application form may vary from firm
to firm.
• An application typically includes name, address, education and work history.
• Managers compare the information contained in a completed applications to
the job description to determine whether a potential match exists between
the firm’s requirements and the applicant’s qualifications.
RESUME
• A resume is a goal-directed summary of
the applicant’s experience, education, and
training that he or she has developed for
use in a job hunting.
• Professional and managerial applicants
often begin the selection process by
submitting a résumé that clearly shows
they have the skills and competencies
necessary for success in the position.
Several preprinted statements are usually included on the
application form:

1. First, by signing the form, the applicant certifies that all the
information provided on the form is accurate and true.
Employers will likely reject candidates who make false claim.

2. Second, when not prohibited by state law, the form should

also indicate that the position is employment at will and that
either the employer or the employee can terminate
employment at any tome for any reason.

3. Finally, the form should contain a statement whereby the

candidates gives permission to have his or her background
and references checked.
THE SELECTION PROCESS

• Step 3: Selection Tests

• Can be reliable and accurate way to predict on-the-job performance.
• Organizations use tests to identify attitudes and job-related skills that
interviews cannot reliably recognize.
• These tests rates factors such as aptitude, personality, abilities and motivation
of potential employees, allowing managers to choose candidates according to
how they will fit into the open positions and corporate culture.
Characteristics of Properly Designed Selection Tests:
1. Standardization
Uniformity of the procedures and conditions related to administering
tests
2. Objectivity
Everyone scoring a test obtains the same results
3. Norm
Frame of reference for comparing an applicant’s performance with that
of others.
4. Reliability
Extent to which a selection test provides consistent results.
5. Validity
Extent to which a test measures what is claims to measure.
 3 Approaches to Validating Selection Tests:

1. Criterion-related validity – compares the scores on the selection test to

some aspect of job performance by a representatives sample of others who
have taken the test. Performance measures might include the quantity and
quality of work. A close relationship between the score on the test and job
performance suggest that the test is valid

2. Content validity – measure whether a person can perform certain tasks

required by the job or has relevant job knowledge.

3. Construct validity – whether a test measures qualities or traits that job

analysis find to be important in performing a job.
 Types of Employment Tests
• Employment tests are also designed to measure individual differences related to job performance.
These differences can related to cognitive and physical abilities as well as to job knowledge and
personality.

1. Cognitive Aptitude Tests – forms of IQ tests measure general reasoning ability, memory,
vocabulary, verbal fluency and math skills.

2. Psychomotor Abilities Tests – measure strength, coordination and dexterity required to perform
complex, physical jobs.

3. Job-Knowledge Tests – measure candidates general knowledge of the duties of the job for which
he or she is applying.

4. Work-Sample Tests – require an applicant to perform a task representative of the job.

5. Personality Tests – measure traits and to classify candidate’s personality

THE SELECTION PROCESS
• Step 4: Employment Interviews
• Goal-oriented conversation in which the interviewer and applicant exchange
information.
• Primary method companies use to evaluate applicants.
• The applicant who reach this stage are the survivors.
• They have endured preliminary screening, had their applications reviewed
and scored satisfactorily on selection test.
• At this point, the candidates appears to be qualified, at least on paper.
• 4 General Types of Interviews:

1. Unstructured Interview
• the interviewer asks probing, open-ended questions.
• Interviewer encourage the applicants to do much of the talking
• More time consuming than the structured interview

2. Structured Interview
• The interviewer asks each applicant the same series of job-related questions.

3. Behavioral Interview
• Is a structured interview in which applicants are asked to relate actual incidents from
their past relevant to the target job.

4. Situational Interview
• Give interviewers better insight into how candidates would perform in the work
environment by creating hypothetical situations candidates would be likely to encounter
in the jib and asking them how they would handle them.
• 5 Methods of Interviewing:

1. One on one interview – applicants meets one on one with the interviewer.

2. Group interview – several applicants interact with one or more

representative or interviewer.

3. Stress interview – interviewer asks questions intentionally to see how

candidate react under stress.

4. Panel or board interview – few interviewers interview the candidates.

5. Multiple interview – applicants are interviewed by peers, subordinates and

potential superiors.
THE SELECTION PROCESS
• Step 5: Pre-employment Screening: Background and Reference
Checks
• Check and verify the job applicant’s background information and reference.
• Why?
• To verify factual information provided by applicants
• To uncover damaging information
• Sources of information:
• Former employers
• Current supervisors
• Commercial credit rating companies
• Written references
• Social networking sites
THE SELECTION PROCESS
• Step 6: Selection Decision
• The person who makes the selection
decision is usually the hiring manager.
• This final choice is made among those
candidates still in the running after
reference checks, selection tests,
background investigations, and
interview information has been
evaluated.
THE SELECTION PROCESS
• Step 7: Offer of Employment
• Notification of candidates.
• Management should notify both successful and
unsuccessful candidates of selection decisions as
soon as possible.
• This action is a matter of courtesy and good public
relations.
• Any delay may also result in the firm losing a prime
candidates because top prospects often have
employment options.