Fundamentals of

Human Resource
Management

Chapter 7:
Foundations of Selection
 Successful selection activities entail a lot of
steps, each of which provides decision makers
with information that help them predict whether
an applicant will be a successful job performer.
 The Selection Process
 Selection activities follow a standard form.

 The selection process typically consists of eight steps:

1. Initial screening interview
2. Completing the application form
3. Employment tests
4. Comprehensive interview
5. Background investigation
6. Conditional job offer
7. Medical or physical examination
8. Permanent job offer (Review exhibit 7-1 page 169)

 Each steps seeks to expand the organization’s knowledge about the applicant’s
background, abilities, and motivation, and it increases the information decision makers use
to make their predictions and final choice.

 Applicants should be advised on any specific screening, such credit or reference checks or
substance abuse tests.

 Some steps may be omitted if they do not yield useful data , or if the cost of the step is
unwarranted.
 The Selection Process
1. Initial Screening
 Initial screening is the first step in the selection process whereby job inquiries
are sorted.

 The initial screening is a two-step procedure:

1. Screening inquires
2. Screening interviews

 The purpose is to eliminate some of the candidates based on job description and
job specification.

 The screening interview is an excellent opportunity for HRM to describe the job
in detail so the candidates consider if they are really serious about applying.

 Conference call interviews or videoconferencing can help minimize costs during

screening interviews.

 It is important to specify a salary range in this step.

 The Selection Process
2. Completing the Application Form
 Application form is a company specific employment form
used to generate specific information the company wants.

 It includes the applicant’s name, address, and telephone

number. In addition, it may include a comprehensive
employment profile.

 Applications require a signature attesting to the trustfulness

of the information given and giving permission to check
references.

 Weighted application forms is a special type of application

form that uses relevant applicant information to determine the
likelihood of job success.
 The Selection Process
3. Employment Tests
1. Performance simulation tests require the applicant to engage in specific job behaviors
necessary for doing the job successfully. As a result, they meet the requirement of job-
relatedness.

2. Work sampling creates a miniature replica of the job. Applicants demonstrate they possess the
necessary talents to by actually doing the tasks.

3. Assessment centers are more elaborate form of performance simulation tests; these include a
series of exercises used for selection, development, and performance appraisals. It is mainly
designed to evaluate a candidate’s managerial potential.

4. Cognitive tests

5. Physical or motor skills

6. Personality and aptitude tests

7. Psychological test, such as: handwriting or graphology tests and polygraph tests

8. Honesty tests

The test practices must adapt to the cultures and regulations of the country in which the
organization will operate.
 The Selection Process
4. Comprehensive Interviews
 The applicant may be interviewed by HR interviewers, senior managers within the organization, a
potential supervisor, potential colleagues, or some or all of these.

 The comprehensive interview is designed to probe such areas as: motivation, values, ability to work
under pressure, and the ability to fit-in with the organization.

 Interviews can be one-to-one or many-to-one (panel interview).

 Interviews can be structured or unstructured.

 There is also the stress interview.

 Behavioral interviews / situation interview refers to observing candidates not only for what they
say but also for how they behave. Candidates are presented with situations –complex problems-
and asked to deal with the situation.

 Realistic job previews (RJP) is a selection device that allows job candidates to learn negative as
well as positive information about the job. (It may include brochures, films, plant tours, work
sampling, or a short script made up on realistic statements about the job). There could also be a
realistic previews of the organization.
 The Selection Process
5. Background Investigation
 Background investigation or reference checks verify the information job
candidates provide.

 This can include contacting former employers, contacting other job-

related and personal references, verifying educational accomplishments,
verifying an individual’s legal status, checking credit references and
criminal records (internal investigation), and even using third party
investigators to hp the background check (external investigation).

 Organizations need to be aware of negligent hiring liability which occurs

when an employer fails to properly investigate an employee’s background
and that employee later involved in wrongful conduct.

 Qualified privilege refers to the ability for the organization to speak

candidly to one another about employees.
 The Selection Process
6. Conditional Job Offers
 Conditional job offer refers to a tentative job
offer that becomes permanent after certain
conditions are met.

 It usually comes from an HRM representative.

 The Selection Process
7. Medical / Physical Examination
 Medical / physical examination is used to determine an
applicant’s physical fitness for essential job performance.

 The physical exam may show that minimum standards of

health exist to enroll in company health and life insurance
programs.

 It may be used to provide base data in case of an employee’s

future claim of injury on the job.

 The exam is paid for by the employer.

 The exam may include drug tests.

 The Selection Process
8. Job Offers
 Individuals who perform well in the preceding steps are
considered eligible to receive the employment offer.

 The offer is typically made be the HRM representative.

However, it should be only an administrative role.

 The hiring decision should be made by the manager as the

applicant will eventually work for him; and if the decision is
faulty, the hiring manager has no one else to blame.

 Finalist who are not hired deserve the courtesy of prompt

notification.
 The Selection Process
 The comprehensive approach
 Applying all steps in the selection process before
rendering a decision about a job candidate.
 In other words, the final decision is based on a
comprehensive evaluation of the results from all stages.
 It is more used where success on the job relies on many
qualities, and where finding candidates who are strong on
all qualities is unlikely.

 The discrete approach

 Candidates are eliminated as they pass through the
hurdles of the selection process.
 Now, It’s the Candidate Decision
 Research indicates that people gravitate toward jobs
compatible with their personal orientation. They
tend to move toward matching their work with their
personality.

 Studies indicate that an individual’s perception of

the company’s attractiveness is very important.
People want to work where their expectations are
positive and where they believe their goals can be
met.
Selection for Self-Managed Teams
 The team members selects their team coworkers.

 This better enables the team to assess applicants’

skills in the field of experience. They want to hire
people they can count on to perform their duties and
not let the others down. This means they focus on
the job duties, and the special skills and
qualifications necessary for success.

 Yet, they need to be familiar with proper

interviewing techniques and the legal ramification of
their hiring decisions.
 Key Elements
for Successful Predictors
 Reliability
 A selection device’s consistency of measurement.
 The applicant’s performance on any given selection device should produce consistent scores each
time it is used.

 Validity
 The proven relationship of a selection device to relevant criterion.
 Three types of validity:
1. Content validity: The degree to which test content represents all situations that have could have been
included.
2. Construct validity: The degree to which a particular trait relates to successful job performance. (It is the
most complex and difficult).
3. Criterion validity: The degree to which a particular selection device accurately predicts the important
elements of work behavior. There are two approaches:
A. Predictive validity: Validating the test by using prospective applicants as the study group.
B. Concurrent validity: Validating the test by using current employees as the study group.
Review exhibit 7-4 page 185

 Cut Scores
 A scoring point below which an applicant is rejected.`

 Validity generalization refers to a test valid for screening applicants for a variety of jobs and
 Selection from a Global Perspective
 The selection criteria for international assignments are broader. In addition to
such factors as technical expertise and leadership ability, an international
assignment requires greater attention to personality and especially the flexibility
in the design. The individual must have an interest in working overseas and a
telnet for relating well to all types of people. The ability to relate to different
culture and environments, a sensitivity to different management styles, and a
supportive family are often selection techniques. Moreover, personal factors such
as: health, background, and education may be considered.

 In fact, the ideal candidate is an older couple in good health, with no young
children at home and a long and stable marital history.