Selection
Chapter 6
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Schwind 13th Edition 6-1
Learning Objectives
1. Explain the strategic significance of the selection function.
2. Describe the various steps in the selection process.
3. Discuss the types and usefulness of applicant screening
tools in selecting employees.
4. Explain the role of employment tests in the selection
process, and discuss the types of employment tests.
5. Discuss the major approaches to test validation.
6. Outline the various steps in conducting an employment
interview.
7. Describe how to evaluate the effectiveness of the selection
process.
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Schwind 13th Edition 6-2
Selection Process Defined
A series of specific steps used to decide which
recruits should be hired
Begins when recruits apply for employment
and ends with the hiring decision
• Steps involve matching the employment needs of
the organization and the applicant
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Schwind 13th Edition 6-3
Strategic Significance of Selection
1.
Successful execution of an organization’s
strategy depends on the calibre of its
employees
2.
An organization’s selection decisions
must reflect job requirements
3.
Selection strategy must be well
integrated with organizational priorities
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Schwind 13th Edition 6-4
Strategic Significance of Selection cont’d
4.
Selection strategy must recognize
organizational constraints
5.
Selection strategy should recognize
labour market realities
- Selection ratio
6.
Selection practices must be ethical
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Schwind 13th Edition 6-5
Relationship Between Selection Strategy
and Other Organizational Variables
Schwind 13th Edition, Figure 6-1
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Schwind 13th Edition 6-6
Steps in the Selection Process
Step 1: Preliminary Reception of Applicants
• Initial contact with applicants
STEP 1
Preliminary
Reception of
Applicants
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• Walk-ins may receive preliminary
interview
• Write-ins often receive letter or
email of acknowledgment
• This step has disappeared in
many organizations with the
increasing use of Internet
recruitment
Schwind 13th Edition 6-7
Steps in the Selection Process
Step 2: Applicant Screening
• Goal: Remove from
consideration applicants who do
not meet qualifications
STEP 2
Applicant
Screening
• Weighted application blanks
(WAB)
• Ensure application is useful and
meets legal requirements
• Biographical information blanks
(BIB)
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Schwind 13th Edition 6-8
Steps in the Selection Process
Step 3: Administration of Employment Tests
• Types of Tests
 Personality Tests
 Ability Tests; Knowledge Tests
STEP 3
Administration of
Employment Tests
 Performance Tests
 Situational Judgment Tests
 Assessment Centres
 Computer-interactive Tests
 Integrity Tests
more
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Schwind 13th Edition 6-9
Reliability and Validity
•Reliability
•Validity
STEP 3
Administration
of Employment
Tests
– Empirical approaches
Predictive validity
Concurrent validity
– Rational approaches
Content validity
Construct validity
Differential validity
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Schwind 13th Edition 6-10
Steps in the Selection Process
Step 4: Employment Interviews
• Employment Interviews
STEP 4
Employment
Interviews
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 Supervisors should
have input into the final
hiring decision
 Common (and
expected) as part of the
selection process;
covered in more detail
Schwind 13th Edition 6-11
Steps in the Selection Process
Step 5: Realistic Job Previews
• Realistic Job Previews
STEP 5
Realistic Job
Previews
 Shows the candidate the type of
work, equipment & working
conditions
 Highlights positive & negative
 Tends to reduce employee
turnover
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Schwind 13th Edition 6-12
Steps in the Selection Process
Step 6: Verification of References
• Employment references
 Discuss applicant’s work
history
STEP 6
Verification of
References
 Former supervisors may not
be candid, especially with
negative information
 Reference letters
 Background checks
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Schwind 13th Edition 6-13
Steps in the Selection Process
Step 7: Contingent Assessments
• Assessment of health, medical,
and driving information
STEP 7
Contingent
Assessments
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• May be scheduled after the hiring
decision
• Drug tests are increasingly used
but may be found to violate
employee rights
Schwind 13th Edition 6-14
Steps in the Selection Process
Step 8: Hiring Decision
• Marks the end of the selection
process
 Update HRIS
STEP 8
Hiring Decision
 Retain applications for future
• Tradeoffs among predictors
 Subjective Approach
 Multiple Cutoff Approach
 Compensatory Approach
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Schwind 13th Edition 6-15
After Selection
When drawing up the employment contract,
pay attention to:
• Specify probationary period if applicable.
• Specify start date and terms of employment
clearly.
• Specify reasonable restrictive covenants.
• Ensure that termination procedures are legally
enforceable.
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Schwind 13th Edition 6-16
Dispositioning of Applicants
• Throughout the selection process there will
be applicants the organization no longer
wishes to pursue
• The organization’s decision should be
communicated with these applicants at the
earliest possible opportunity
• Applicants who are hired should have their
applications stored on the HRIS
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Schwind 13th Edition 6-17
Employment Interviews
Formal, in-depth conversation conducted to evaluate
the applicant’s acceptability
Most widely used selection technique
•
•
•
•
•
•
Allows a personal impression
Opportunity to sell a job to a candidate
Opportunity to answer candidate’s questions
Effective public relations tool
Popular due to flexibility and creates two-way exchange
Flaw relates to varying reliability and validity
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Schwind 13th Edition 6-18
Types of Interviews
Interviews may be conducted on-to-one, panel, or
group interview
Unstructured interviews
• Few if any planned questions
• Lacks the reliability of a structured interview
Structured interviews
• Pre-determined set of questions
• May improve reliability and validity over traditional
unstructured interviews
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Schwind 13th Edition 6-19
Types of Structured Interviews
Behavioural Description Interviews
• Based on principle that the best predictor of future
behaviour is past behaviour
Situational Interviews
• Focus on situations likely to arise on the job
• Applicants asked what they would do
Stress-Producing Interviews
• Rapid questioning to assess how applicants handle
stressful situations
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Schwind 13th Edition 6-20
Stages in a Typical Interview
Schwind 13th Edition, Figure 6-10
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Schwind 13th Edition 6-21
Employment Interview Stages
Interview Preparation
• Develop specific questions/answers
Creation of Rapport
• Interviewer is responsible for establishing rapport
Information Exchange
• Heart of the interview
Termination (i.e., drawing the session to a close)
Evaluation (i.e., use of a checklist)
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Schwind 13th Edition 6-22
Interviewer Errors
Halo effect
Leading questions
Stereotypes
Interviewer domination
Contrast errors
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Schwind 13th Edition 6-23
Interviewee Errors
May be trying to cover job-related weaknesses or
nervousness
Examples include:
•
•
•
•
•
Playing games (e.g., acting nonchalant)
Talking too much
Boasting
Not listening
Being unprepared
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Schwind 13th Edition 6-24
Evaluating the Selection
Quality and productivity of the workforce
• Are supervisors/peers satisfied with hires?
• Are training costs increasing?
• Are managers spending too much time managing new
hires?
• Are grievances, absences, and turnover too high?
Costs incurred are at a level appropriate to the
organization
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Schwind 13th Edition 6-25
6
Selection Summary
After mastering this chapter content, you should be able to:
1. Explain the strategic significance of the selection function.
2. Describe the various steps in the selection process.
3. Discuss the types and usefulness of applicant screening tools in
selecting employees.
4. Explain the role of employment tests in the selection process,
and discuss the types of employment tests.
5. Discuss the major approaches to test validation.
6. Outline the various steps in conducting an employment
interview.
7. Describe how to evaluate the effectiveness of the selection
process.
© 2022 McGraw-Hill Ltd.
Schwind 13th Edition 6-26