Chapter 7
Selection I: Applicant Screening
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The Big Question(s)
What are the methods for screening and selecting
qualified candidates?
How can I identify the most suitable for my
organization? For specific positions?
How do I navigate the legal minefield?
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Applicant Screening

Screening: the first step of the selection
process; involves identifying individuals
from the applicant pool who have the
minimum qualifications for the target
position(s)
◦ Candidates “passing” this first hurdle then
undergo more extensive assessments
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Applicant Screening (cont)

Minimum qualifications (MQ): knowledge,
skills, abilities, experiences, and other
attributes and competencies deemed
necessary for minimally acceptable
performance in one or more positions;
designed for making the “first cut” in
screening job applicants, and sometimes
referred to as selection criteria
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Applicant Screening (cont)

Designated targeted groups: the four
groups, (women, visible minorities,
Aboriginal peoples, and people with
disabilities) designated in the federal
government’s Employment Equity Act that
receive legal “protection” in employment
policies and practices because of their
underrepresentation in the workplace
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Recruitment, Screening, and
Selection

False positives: individuals who are
predicted to perform successfully in a given
position (based on pre-selection
assessment scores), but who do not
perform at satisfactory levels when placed
on the job
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Recruitment, Screening, and
Selection (cont)

False negatives: individuals who are
predicted to perform unsuccessfully in a
given position (based on pre-selection
assessment scores), but who would perform
at satisfactory levels if hired.
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Screening Methods

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Application Forms (Blank)
Weighted Application Blanks
Biographical Data
Biodata
Résumés
Reference Checks
Background Checks
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Class Activity
What do recruiters look for in a résumé and a
covering letter?
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Application Blanks

Application blank: a form completed by job
candidates to provide an employer with
basic information about their knowledge,
skills, education, or other job-related
information
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Recruitment and Selection Today
7.1
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Recruitment and Selection Today 7.1(cont)
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Weighted Application Blanks

Weighted application blanks: a method for
quantitatively combining information from
application blank items by assigning
weights that reflect each item’s value in
predicting job success
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Weighted Application Blanks (cont)

Benefits
◦ Good predictors for many types of work
behaviour

Concerns
◦ May not adequately represent a job’s complex
performance domain

When to Use
◦ Often used for rapid screening and may be
combined with other predictors
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Biographical Data

Biographical information blank (BIB): a preselection questionnaire that asks applicants
to provide job-related information on their
personal background and life experiences
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Recruitment and Selection Today
7.2
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Biodata

Biodata: biographical data for job applicants
that have been gathered from BIBs,
application blanks, or other sources
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Biodata (continued)

BIB dimensions: based on the view that past
behaviour is the best predictor of future
behaviour
◦ Dimensions appear relatively stable
◦ Explain why certain applicants are more
successful than others
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Concerns Over the Use of Biodata


Questions of legality, invasiveness,
‘fakability’, and generalizability
Many BIB items may request personally
sensitive information on family background
and experiences that borders on violating
human rights legislation
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When to Use BIBs



Appropriate for organizations hiring large
number of employees
For similar kinds of jobs
Where large numbers of applicants are
competing for few positions
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Résumés

Intent of the résumé is to introduce the
applicant to the organization through a
brief, written self-description
◦ Applicants voluntarily provide autobiographical
information in their résumés
◦ Résumés are not standardized
◦ Résumés are unique
◦ Electronic résumés are more popular today
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First Impressions with
Résumés/Covering Letters

Résumés create the first impression of the
applicant and they should be accompanied
by a well-written covering letter
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Writing a Résumé

A résumé should include:
◦ The applicant’s name, address and phone
number
◦ Education and training
◦ Employment history
◦ Names of references and their contact
information
◦ A brief statement of employment goals and
objectives
◦ Information on hobbies and interests
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Writing a Résumé



It should be well organized
It should highlight key information
It should use a typeface size (usually a 12point font) that is easy to read
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Recruitment and Selection
Notebook 7.1

Five Steps to Write an Effective Business
Résumé
1. Complete a self-assessment and create a skills
inventory
2. Define your accomplishments
3. Use résumé sections or headings emphasize
your value
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Recruitment and Selection
Notebook 7.1(cont)
4. Ensure your résumé is easy to read and errorfree
5. Ensure that your résumé reflects exactly what
you want to represent to the employer
6. NB Give examples of accomplishments,
especially ones that can be verified by your
referees
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Screening Résumés (text p. 288f)

Difficult today because of the volume of
résumés
◦ Organizations have had to develop procedures
for efficiently and systematically processing
résumés
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Recruitment and Selection Today
7.4

What to Look for When Examining a Résumé
◦ Unexplained gaps in work or education
chronology
◦ Conflicting details or overlapping dates
◦ Career regression, or a “downward” trend
◦ Use of qualifiers such as “knowledge of,” and
“assisted in” to describe work experience
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Recruitment and Selection Today
7.4 (cont)
◦ Listing of schools attended without indicating
receipt of a degree or diploma
◦ Failure to provide names of previous supervisors
or references
◦ Substantial periods in a candidate’s work history
listed as “self-employed” or “consultant”
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Avoiding Negligent Hiring
Notebook 7.3
Notebook 7.3, p. 295, according to lawyer
Yosie Saint-Cyr:
1. Train staff on R&Ss practices as well as
hiring and reference check policy
2. Have job applicants sign authorization
form giving right to contact references
3. Make sure to conduct reference checks
in accord with human rights legislation,
recommend checks be done after
conditional offer of employment…
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Avoiding Negligent Hiring (cont)
has been presented, which protects
employers from complaints from
unsuccessful candidates since
information was not deciding factor; do
not discriminate under any
circumstances.
4. Check references thoroughly – do not
just ask for them.
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Avoiding Negligent Hiring (cont)
5.
6.
Be aware that some positions, i.e.,
sensitive occupations such as banking,
child and health care require checking
additional sources; some occupations
are governed by statute or professional
standards and thus require more
extensive checks
Review all information presented by
candidates before hiring
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Avoiding Negligent Hiring (cont)
7.
8.
Question thoroughly about gaps in
employment history
Ask former employer’s about honesty,
integrity, and about any disciplinary
actions that might have been taken;
even if former employer does not
answer you must document that you
did ask – this protects against any
possible negligent hiring claims
because…
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Avoiding Negligent Hiring (cont)
It will be hard to prove the employer
“knew or should have known” about
problems when you sought information
but were refused an answer
9. Document all reference checks, date,
time, contact, what was said, and, if
candidate id hired, place record in his
or her file
10. Note on application or in waiver that…
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Avoiding Negligent Hiring (cont)
omission, misrepresentation,
falsification of information will result in
rejection of application or subsequent
termination of employment
11. Make sure you have a policy manual
and employee handbook, including
disciplinary policy and procedure for
any violation of any policy, present
during orientation and have employee
sign off on receipt
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Avoiding Negligent Hiring (cont)
12.
13.
Document and file all disciplinary
actions
Do not keep incompetent employees,
deal with infraction quickly by
disciplining, re-training, demoting,
reassigning or replacing – you will be
liable for negligent hiring if you do not
show timely response to signs of
problems
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Avoiding Negligent Hiring (cont)
14.
15.
16.
17.
Conduct at least yearly performance
reviews
Make sure to provide proper
supervision, which means ongoing
monitoring and recording of
employees’ activities
Apply adequate security consistently
If you outsource reference checks make
sure to research the company
thoroughly
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Reference Checks

Reference check: information gathered
about a job candidate from supervisors,
coworkers, clients, or other people named
as references by the candidate; usually
done last, as in just before offer of
employment is made
◦ The information is usually collected from the
references through telephone interviews
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Recruitment and Selection
Notebook 7.4

Reference Checklist
◦ Obtain waivers
◦ Check three references
◦ Ask for different types of references
◦ Ask about past job performance
◦ Ask questions on recent job performance
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Recruitment and Selection
Notebook 7.4 (continued)
◦ Avoid personal references
◦ Verify all licences and degrees
◦ Check references by telephone
◦ Avoid “closed” questions
◦ Use qualified professionals or trained staff to
check references
◦ Avoid invasive/discriminatory questions
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Summary


Screening categorizes job applicants as
either acceptable or unacceptable
Selection gives greater emphasis to
identifying the degree to which applicants
will be successful
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Summary (cont)


Screening devices yield predictions about
future job performance based on past
behaviour, interests, and experiences
Screening devices are (or should be)
relatively inexpensive, administered quickly,
and easy to interpret
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Discussion Questions
1.
2.
What are the differences between
employee screening and selection?
What are the advantages and
disadvantages of using the following
screening devices: biographical data,
application forms, résumés, and
background reference checks?
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Discussion Questions (cont)
3.
4.
How best can an employer avoid legal
challenges arising against its use of
certain screening procedures?
What are applicant behaviours that give
rise to positive (or negative) employer
impressions of job applicants?
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