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Selection | 7-1

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Dessler, Chhinzer, ColeHuman Resources

Management in CanadaCanadian Twelfth Edition

Chapter 7: Selection

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Selection | 7-2

Learning Outcomes

• DEFINE selection and DISCUSS its strategic importance.

• DEFINE reliability and validity and EXPLAIN their importance in selection techniques.

• DESCRIBE at least four types of testing used in selection and ANALYZE the conflicting legal concerns related to alcohol and drug testing.

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Selection | 7-3

Learning Outcomes

• DESCRIBE the major types of selection interviews by degree of structure, type of content, and manner of administration.

• EXPLAIN the importance of reference checking, DESCRIBE strategies to make such checking effective, and ANALYZE the legal issues involved.

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Selection | 7-4

Selection

• the process of choosing individuals to fill job openings

• the strategic importance of selection:• quality of human resources determines

organizational performance

• inappropriate selection decisions are costly

• significant legal implications

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Selection | 7-5

Avoiding Legal Problems

• use selection criteria based on the job• assess applicant’s ability to meet

expectations• scrutinize applicant-provided information• obtain authorization for reference checking• save all records and information• reject applicants who make false

statements

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Selection | 7-6

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The Selection Process

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Selection | 7-7

Designing the Selection Process

Preparations:

• develop selection criteria• specify musts and wants and weight the

wants• develop an evaluation form• develop interview questions (for all

candidates)• develop candidate-specific questions

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Selection | 7-8

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Selection Worksheet

continued

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Selection | 7-9

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Selection Worksheet

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Selection | 7-10

Acquiring Employees and the Law

Considerations:

• do not ask questions that would violate human rights legislation

• treat all candidates in the same manner• do not cut short an interview based on

preconceived notions about the gender or race of the “ideal” candidate

• focus on the job description and job specification when gathering information from applicants

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Selection | 7-11

Step 1: Preliminary Applicant Screening

• initial screening is performed by HR department

• application forms and résumés are reviewed• candidates not meeting selection criteria are

eliminated • remaining candidates matching the job

specifications are given further consideration• use of technology is becoming increasingly

popular

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Selection | 7-12

Step 2: Selection Testing

• screening device used by approximately two thirds of Canadian organizations

• assesses specific job-related skills, general intelligence, personality characteristics, mental abilities, interests, and preferences

• efficient, standardized methods for screening large numbers of applicants

• must be reliable and valid

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Selection | 7-13

Importance of Reliability and Validity

Reliability:

• the degree to which selection procedures yield comparable data over time

• in other words, the degree of dependability, consistency, or stability of the measures used

Validity:

• the accuracy with which a predictor measures what it is intended to measure

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Selection | 7-14

Types of Validity

Differential Validity

• confirmation that the selection tool accurately predicts the performance of all possible employee subgroups

Criterion-Related Validity

• extent to which a selection tool predicts or correlates with important elements of work behaviour

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Selection | 7-15

Types of Validity

Content Validity

• extent to which a selection tool (e.g. a test) adequately samples the knowledge and skills needed to perform the job

Construct Validity

• extent to which a selection tool measures a theoretical construct or trait deemed necessary to perform the job

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Selection | 7-16

Types of Tests Used in Selection

• Cognitive Abilities• intelligence tests• emotional intelligence

tests• specific cognitive

abilities

• Motor/Physical Abilities

• Personality and Interests

• Achievement Tests

• Work Sampling

• Management Assessment Centres

• Situational Testing

• Micro-assessments

• Physical Examination, Substance Abuse Testing, Polygraphs

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Selection | 7-17

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Tests of Motor and Physical Abilities

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Selection | 7-18

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Tests of Motor and Physical Abilities

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Selection | 7-19

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Measuring Personality and Interests

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Selection | 7-20

Medical Examination

• only permitted after a written offer of employment

• reasons for inclusion in the selection process:• to determine qualification of physical requirements

and if not, to document accommodation requirements• to establish a record and baseline of health for future

insurance or compensation claims• to reduce absenteeism and accidents by identifying

any health issues that need to be addressed

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Selection | 7-21

Substance Abuse Testing

• in Canada, employers are not permitted to screen candidates for substance abuse

• substance addiction is considered a disability which cannot be discriminated against during the selection process

• elsewhere, pre-employment substance abuse testing may be used to avoid hiring employees who would pose unnecessary risks or perform below expectations

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Selection | 7-22

Polygraph Testing

• widely rejected in most jurisdictions

• unable to produce valid and reliable results

• validated tests of honesty or integrity are more useful

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Selection | 7-23

Step 3: The Selection Interview

Interviewer Objectives:

• assess qualifications

• observe behaviour

• predict future performance

• communicate information about job, promote organization

• determine how well applicant would fit in

Applicant Objectives:

• present positive image

• sell their skills and attributes

• gather information about job and organization

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Selection | 7-24

Types of Interviews

Degree of Structure

• unstructured, structured, or mixed/semi-structured

Content

• situational, behavioural

Administering the Interview

• one-on-one or panel

• sequentially or all at once

• face-to-face or technology enabled

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Selection | 7-25

Common Interviewing Mistakes

• poor planning

• snap judgments

• negative emphasis

• halo effect

• poor job knowledge

• contrast error

• influence of nonverbal behaviour

• leading

• too much/too little talking

• similar-to-me bias

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Selection | 7-26

Conducting an Effective Interview

• planning the interview

• establishing rapport

• asking questions

• closing the interview

• evaluating the candidate

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Selection | 7-27

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Supplementary Questions

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Selection | 7-28

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Interview Evaluation

continued

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Selection | 7-29

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Interview Evaluation

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Selection | 7-30

Step 4: Background Investigation/Reference Checking

• verify accuracy of information provided

• includes• criminal record check• verification of educational qualifications• verification of previous employment• performance-related references from past

supervisors• credit check may also be included

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Selection | 7-31

Considerations:

• obtain written permission

• possible public sources (e.g. Facebook)

• qualified privilege

• negligent misrepresentation

Step 4: Background Investigation/Reference Checking

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Selection | 7-32

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Common Lies on Résumés

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Selection | 7-33

Step 5: Supervisory Interview and Realistic Job Preview

The supervisor:

• is best qualified to assess job knowledge/ skills

• can answer job-specific questions

• must feel comfortable with new hire

• can assess fit with current team members

Realistic Job Preview (RJP)

• provides applicants with realistic information, both positive and negative, about the job

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Selection | 7-34

Step 6: Hiring Decision and Candidate Notification

• compile information from all techniques used

• evaluate information about each candidate

• immediate supervisor usually makes final hiring decision

• make offer that specifies terms and conditions of employment

• give candidates time to think about the offer

• notify all finalists who were not selected