Selection
Employer’s
Perspective
Selection Learning
Objectives
Explain the Selection Process
 Identify Sources of Information
 Explain Value of Selection
Instruments
 Discuss Approaches to Interviewing
 Describe Selection Decision
Strategies
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Selection
The process of choosing individuals
who have relevant qualifications to
fill existing or projected job
openings.
Selection Process
Matching job specifications Against
Applicants qualifications
 Specs Based to Job Description
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Selection and Job Analysis
Job Analysis leads to Job
Specification
 Job Specs Selection Criteria
 Establish K-S-A
 Match Candidates and Job Criteria
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Steps in the selection process
Hiring Decision
Medical Examination/ Drug
Testing
Supervisory Interview or Team
Interview
Preliminary Selection in HR Department
Background Investigation
Employment Tests
Initial Interview in HR Department
Completion of Application Form
NOTE: Steps may vary. An applicant may be rejected after any step in the process.
Selection Tools (Evaluation)
Application Forms and/or Resumes
 Academic Credentials(Transcripts)
 Interview Assessment
 Tests
 References
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Reliability Definition
The degree to which interviews,
tests, and other selection procedure
yield comparable data over time and
alternative measures.
Validity
How well a test or interviewselection
procedure measures a person’s
attributes.
Sources of Information
About Job Candidates
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Application Forms-résumés
Biographical information Blanks
Interview Assessments
Psychological Tests
Background Review (Recommendations)
Polygraph Tests(in Europe)
Honesty And EthicalTests
Medical Examination/Drug Screens
References (academic/employer)
Police andCredit Checks
Interview Validity
Reliability (Repeated Results
Comparisons)
 Selection Criteria
 Structure Level of the
Interview
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Interviewing Methods
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Non-directive Interviews (Candidate
Leads-Tell Me about…)
In-Depth (Professionals/Psychologist)
Patterned(Same Questions to All
Candidates)
Structured (Planned Questions)
Situational (Past Examples)
Behavioral
Case
The Non-Directive Interview
Candidates Leads (Tell me about…)
 Information, Attitude, Feelings, Flow
 Tell you more than can ask
 Professional/Manager/Executive
Level Jobs
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Nondirective Interview
An interview in which the applicant
is allowed the maximum amount of
freedom in determining the course
of the discussion, while the
interviewer carefully refrains from
influencing the applicant’s remarks.
The In-Depth Interview
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Non-directive Elements
Follow-up with structured in-depth
Questions
Focus on Feelings, Attitudes, Judgments
Probing Selected Factors:
Why?(Judgments/Decisions)
Focus on Problems – Create Stress And
Apply Pressure
Investigate Career Progress Potential; Not
just immediate job opening.
The Pattern Interview
Detailed Questions in Targeted
Dimensions-Personal Traits Needed
 Follow a Form: For Comparisons
 High Validity and Reliability
 Separate Facts from Inferences
 Requires SomeInterviewer Training
 Creates a Consistent Flow of Info
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Structured Interview
An interview structure with planned
standardized questions.
 Anticipate an established set of
answers
 Same interview questions for all
candidates.
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The Highly Structured
Interview
Questions Based on Job
Requirements
 Pre-identified Questions
 Sample Good Responses
 Multiple Raters Per Candidate
 Consistency Applied
 Written Documentation Required
 “Fostered by EEO Requirements”
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Types of Questions
Situational Questions (Reality Focus)
 Job Knowledge Questions (Capability
and technical competencies)
 Simulation Questions (Results
Focus-Realistic Job Situations)
 Requirements of Job (Qualifications)
 Behavioral Questions (Motivations)
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Advantages of Patterned and
Structured Interviews
Obtains Decision Making Facts
 Eliminates Discrimination
 Less Legal Liability
 Reliable and Valid
 Drives thorough Info Collection
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Situational Interview
An interview in which an application
given a hypothetical incident and
asked how he or she “would”
respond to it.
Actions
And
Behaviors
Behavioral Based
Interview (BBI)
An interview in which an applicant is
asked questions about what he or
she actually “did” in a given
situation.
“Past Predicts Future”
EMPLOYERS SHOULD CONSIDER
“CAN-DO” AND “WILL-DO” FACTORS
IN SELECTING PEOPLE
“CAN-DO”
FACTORS
Knowledge
Skills
Aptitudes
X
“WILL-DO”
FACTORS
Motivation
Interests
Personality characteristics
=
JOB
PERFORMANCE
Panel Interview
An interview in which a board of
interviewers questions and observes
a single candidate. Planned
questions.
Panel Evaluations
Summation of several interviewers
evaluations in different interviews
with different people in different
situations.
Types of Questions to Use
Open Ended Questions
 Hypothetical Case Questions
 Past Behavioral Inquiries-(give
example of…)
 Why-Where-Who-How-What
 Steady Probing into Background
Traits/Skills
 Stress and Pressure Inducing
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Types of Questions
interviewers Avoid
YES/NO Responses
 CONTENT/SKILLS if already
apparent
 Illegal Questions
 Non-job-relevant
Questions
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Guidelines for Employment
Interviews
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Establish the objectives and scope of each interview.
Establish and maintain rapport.
Be an active listener-keep applicant talking.
Pay attention to body language-nonverbal communication.
Provide information as freely and honestly as possible.
Use questions effectively-be consistent between candidates.
Separate facts from inferences.
Recognize biases and stereotypes.
Avoid the influence of “beautyism.”
Avoid the halo error-one good/bad quality overly
influencesthe hiring decision.
Control the course of the interview-avoid candidate
leadingthe process.
Standardize the types of questions asked.
Keep careful notes-avoid “gut” reactions.
End interview effectively with accurate follow-up instructions.
Factors Influencing Interview Results
APPLICANT
• Age, race, sex, etc.
• Physical appearance
• Educational and work
background
SITUATION
• Political/legal
environment
•Marketplace
•organization
• Job interests and career
plans
• Role of interview in
selection system
• Psychological
characteristics: attitude,
intelligence, motivation,
etc.
•Selection ratio
• Experience and training
as interviewee
• Perceptions regarding
interviewer, job, company,
etc.
• Verbal and nonverbal
behavior
•Physical setting: comfort,
privacy, number of
interviewers
•Interview structure
INTERVIEWER
• Age, race, sex, etc.
• Physical appearance
• Psychological
characteristics: attitude,
intelligence, motivation,
etc.
•Experience and training
as interviewer
•Perceptions of job
requirements
•Prior knowledge of
applicant
•Goals for interview
Employment
Interview
Interview Outcome
and Decision Result
•Verbal and nonverbal
behavior
Employment Tests
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Objective-aid interview process
Norm Group Comparison
Job Related
Designed to Evaluate Applicant’s:
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Values
Interests
Personal Characteristics
(Personality/Attitudes)
Skills (KSAs)
Assessment Tests
on the Web
“Values” Tests
Measure a persons beliefs and
motivations
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Examples: Ethics, honesty, work ethics,
money, power, leadership, control
needs,etc.
“Interests” Tests
Measure a person’s interests in
various activities
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Examples: Hobbies, enjoyments,
dislikes, job dimensions,etc.
“Aptitude” Tests
Measure of a person’s capacity to
learn or acquire skills-intellectual
capacity and emotional desire.
Achievement Tests
Measures what a person knows or
can do right now.
“Personality” Tests
Measures the type of personality
characteristics.
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Examples: Assertiveness, extroversion,
organization, decisiveness, etc.
Evaluation Forms
There are several different
evaluation forms on the web.
 Several
 Copy/scan forms
 Review forms before interview
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Evaluation Forms
Essential to comparing job
candidates and recording
impressions.
“Paper and Online”
Employment Applications
Locate on organizations websites
Review before interviewing
Determine qualifications sought
Focus interview questions on job
needs
Evaluation Forms
Career Center Website
Forms in Career University
Review forms before interviewing
If
you would
like to learn
more, Career
Planning
Strategies
textbook will
supply additional
information on
this topic.