Bohlander • Snell 14 th edition
Copyright © 2007 Thomson/South-Western.
All rights reserved.
PowerPoint Presentation by Charlie Cook
The University of West Alabama

• Selection
 The process of choosing individuals who have relevant qualifications to fill existing or projected job openings.
• Selection Considerations
 Person-job fit: job analysis identifies required individual competencies (KSAOs) for job success.
 Person-organization fit: the degree to which individuals are matched to the culture and values of the organization.
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Figure 6–1 The Goal of Selection: Maximize “Hits”
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Figure 6–2
Steps in the Selection Process
Hiring decision
Medical exam/drug test
Supervisor/team interview
Preliminary selection in
HR department
Background investigation
Employment testing
(aptitude, achievement)
Initial interview in
HR department
Completion of application
Note: Steps may vary. An applicant may be rejected after any step in the process.
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• Obtaining Reliable and Valid Information
 Reliability
 The degree to which interviews, tests, and other selection procedures yield comparable data over time and alternative measures.
 Validity
 Degree to which a test or selection procedure measures a person’s attributes.
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HIGH RELIABILITY
APPLICANT
Smith
Perez
Riley
Chan
VERY LOW RELIABILITY
APPLICANT
Smith
Perez
Riley
Chan
TEST
SCORE
90
65
110
80
TEST
SCORE
90
65
110
80
RETEST
SCORE
93
62
105
78
RETEST
SCORE
72
88
67
111
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APPLICANT
Smith
Perez
Riley
Chan
APPLICANT
Smith
Perez
Riley
Chan
HIGH RELIABILITY
Rater #1
9
5
4
8
Rater #2
8
6
5
8
VERY LOW RELIABILITY
Rater #1
9
5
4
8
Rater #2
5
9
2
4
Rater #3
8
5
5
8
Rater #3
6
4
7
2
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• Criterion-related Validity
 The extent to which a selection tool predicts, or significantly correlates with, important elements of work behavior.
 A high score indicates high job performance potential; a low score is predictive of low job performance.
• Concurrent Validity
 The extent to which test scores (or other predictor information) match criterion data obtained at about the same time from current employees.
 High or low test scores for employees match their respective job performance.
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• Content validity
 The extent to which a selection instrument, such as a test, adequately samples the knowledge and skills needed to perform a particular job.

Example: typing tests, driver’s license examinations
• Construct validity
 The extent to which a selection tool measures a theoretical construct or trait.
 Are difficult to validate
 Example: creative arts tests, honesty tests
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• Application Forms
• Online Applications
• Biographical Information
Blanks (BIB)
• Background
Investigations
• Polygraph Tests
• Integrity and Honesty
Tests
• Graphology
• Medical Examinations
• Employment Tests
• Interviews
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• Application date
• Educational background
• Experience
• Arrests and criminal convictions
• Country of citizenship
• References
• Disabilities
Weighted application blank (WAB)
The WAB involves the use of a common standardized employment application that is designed to distinguish between successful and unsuccessful employees.
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• An Internet-based automated posting, application, and tracking process helps firms to more quickly fill positions by:
 Attracting a broader and more diverse applicant pool
 Collecting and mining resumes with keyword searches to identify qualified candidates
 Conducting screening tests online
 Reducing recruiting costs significantly
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• Sample Questions:
 At what age did you leave home?
 How large was the town/city in which you lived as a child?
 Did you ever build a model airplane that flew?
 Were sports a big part of your childhood?
 Do you play any musical instruments?
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• Checking References
 Mail and telephone checks
 Specific job-related information
 Letters of reference
 Online computerized databases
 Failure to check references
 Negligent hiring liabilities
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• Graphology
 The use of a sample of an applicant’s handwriting to make an employment decision.
• Medical Examinations
 Given last as they can be costly.
 Ensure that the health of an applicant is adequate to meet the job requirements.
 Provides a baseline for subsequent examinations
 Testing for illegal drugs is allowed.
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• Employment Test
 An objective and standardized measure of a sample of behavior that is used to gauge a person’s knowledge, skills, abilities, and other characteristics
(KSAOs) in relation to other individuals.
 Pre-employment testing can lead to lawsuits.
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• Cognitive Ability Tests
 Aptitude tests

Measures of a person’s capacity to learn or acquire skills.
 Achievement tests
 Measures of what a person knows or can do right now.
• Personality and Interest Inventories
 “Big Five” personality factors:
 Extroversion, agreeableness, conscientiousness, neuroticism, openness to experience.
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Figure 6–7
Is That Your Final Answer?
Verbal 1. What is the meaning of the word “surreptitious”?
a. covert c. lively b. winding d. sweet
2. How is the noun clause used in the following sentence?
“I hope that I can learn this game.” a. subject c. direct object b. predicate nominative d. object of the preposition
Quantitative 3. Divide 50 by 0.5 and add 5. What is the result?
a. 25 b. 30 c. 95 d. 105
4. What is the value of 1442?
a. 12 c. 288 b. 72 d. 20736
Answers: 1a, 2c, 3d, 4d
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Figure 6–7 Is That Your Final Answer? (cont’d)
Reasoning 5. ______ is to boat as snow is to ______.
a. Sail, ski c. Water, ski b. Water, winter d. Engine, water
6. Two women played 5 games of chess. Each woman won the same number of games, yet there were no ties. How can this be?
a. There was a forfeit.
c. They played different people.
b. One player cheated.
d. One game is still in progress.
Mechanical 7. If gear A and gear C are both turning counterclockwise, what is happening to gear B?
a. It is turning counterclockwise.
b. It is turning clockwise.
c. It remains stationary.
d. The whole system will jam.
Answers: 5c, 6c, 7b
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Figure 6–8
CPI Personality Facets and Sample Items
• Agreeableness
 Trust —I believe people are usually honest with me.
• Conscientiousness
 Attention to detail —I like to complete every detail of tasks according to the work plans.
• Extroversion
 Adaptability —For me, change is exciting.
• Neuroticism
 Self-confidence —I am confident about my skills and abilities.
• Openness to Experience
 Independence —I tend to work on projects alone, even if others volunteer to help me.
Source: Mark J. Schmit, Jenifer A. Kihm, and Chet Robie, “Development of a Global
Measure of Personality,” Personnel Psychology 53, no. 1 (Spring 2000): 153 –93.
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• Physical Ability Tests
 Must be related to the essential functions of the the job.
• Job Knowledge Tests
 An achievement test that measures a person’s level of understanding about a particular job.
• Work Sample Tests
 Require the applicant to perform tasks that are actually a part of the work required on the job.
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• Why the interview is so popular:
 It is especially practical when there are only a small number of applicants.
 It serves other purposes, such as public relations
 Interviewers maintain great faith and confidence in their judgments.
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• Nondirective Interview
 The applicant determines the course of the discussion, while the interviewer refrains from influencing the applicant’s remarks.
• Structured Interview
 An interview in which a set of standardized questions having an established set of answers is used.
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• Situational Interview
 An interview in which an applicant is given a hypothetical incident and asked how he or she would respond to it.
• Behavioral Description Interview (BDI)
 An interview in which an applicant is asked questions about what he or she actually did in a given situation.
• Panel Interview
 An interview in which a board of interviewers questions and observes a single candidate.
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Highlights in HRM 2
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• Computer Interview
 Using a computer program that requires candidates to answer a series of questions tailored to the job.
 Answers are compared either with an ideal profile or with profiles developed on the basis of other candidates’ responses.
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• Video interviews
 Using video conference technologies to evaluate job candidates’ technical abilities, energy level, appearance, and the like before incurring the costs of a face-to-face meeting.
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Figure 6–9
Variables in the Employment Interview
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• Establish an interview plan
• Establish and maintain rapport
• Be an active listener
• Pay attention to nonverbal cues
• Provide information freely
• Use questions effectively
• Separate facts from inferences
• Recognize biases and stereotypes
• Control the course of the interview
• Standardize the questions asked
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Figure 6–10 “Can-Do” and “Will-Do” Factors in Selection Decisions
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• Selection Considerations:
 Should individuals to be hired according to their highest potential or according to the needs of the organization?
 At what grade or wage level to start the individual?
 Should selection be for employee- job match, or should advancement potential be considered?
 Should those not qualified but qualifiable be considered?
 Should overqualified individuals be considered?
 What effect will a decision have on meeting affirmative action plans and diversity considerations?
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Clinical Approach Subjectivity
Statistical Approach Objectivity
Compensatory Model - Average
Multiple Cutoff Model - Minimum
Multiple Hurdle Model- Sequential
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• Compensatory Model
 Permits a high score in one area to make up for a low score in another area.
• Multiple Cutoff Model
 Requires an applicant to achieve a minimum level of proficiency on all selection dimensions.
• Multiple Hurdle Model
 Only applicants with sufficiently high scores at each selection stage go on to subsequent stages in the selection process.
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• Selection Ratio
 The number of applicants compared with the number of people to be hired.
• Cutoff Score
 The point in a distribution of scores above which a person is considered and below which a person is rejected.
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• Final Decision
 Selection of applicant by departmental or immediate supervisor to fill vacancy.
 Notification of selection and job offer by the human resources department.
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