CHAPTER 6
SELECTION
CHAPTER OBJECTIVES
6.1 Explain employee selection and environmental factors that affect the selection
process
6.2 Explain the importance of preliminary screening as well as reviewing applications
and résumés
6.3 Describe the use of tests in the selection process
6.4 Explain the use of the employment interview
6.5 Explain the use of pre-employment screening and background checks
6.6 Explain the selection decision and the metrics for evaluating recruitment/selection
effectiveness
KEY TERMS
Selection: Process of choosing from a group of applicants the individual best suited for a
particular position and the organization.
accommodate the computer search process.
Standardization: Uniformity of the procedures and conditions related to administering
tests.
Objectivity: Condition that is achieved when everyone scoring a given test obtains the
same results.
Content validity: Test validation method whereby a person performs certain tasks that
are required by the job or completes a paper-and-pencil test that measures relevant job
knowledge.
Construct validity: Test validation method that determines whether a test measures
certain constructs, or traits, that job analysis finds to be important in performing a job.
Situational interview: Gives interviewers better insight into how candidates would
perform in the work environment by creating hypothetical situations candidates would be
likely to encounter on the job and asking them how they would handle them.
Group interview: Meeting in which several job applicants interact in the presence of one
or more company representatives.
Board interview: An interview approach in which several of the firm’s representatives
interview a candidate at the same time.
Stress interview: Form of interview in which the interviewer intentionally creates
anxiety.
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Negligent hiring: Liability a company incurs when it fails to conduct a reasonable
investigation of an applicant’s background, and then assigns a potentially dangerous
person to a position in which he or she can inflict harm.
LECTURE OUTLINE
SELECTION AND ENVIRONMENTAL FACTORS AFFECT IN THE
SELECTION PROCESS
THE SELECTION PROCESS
The selection process varies from company to company. However, a typical process
might include preliminary screening, review of application and résumé , selection tests,
● LEGAL CONSIDERATIONS—Legislation, executive orders, and court
decisions have a major impact on human resource management.
● SPEED OF DECISION MAKING—Time available to make the selection
decision can have a major effect on the selection process.
● ORGANIZATIONAL HIERARCHY—Different approaches to selection are
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● PROBATIONARY PERIOD—Many firms use a probationary period that
permits evaluating an employee’s ability based on performance.
● ORGANIZATIONAL FIT—Organizational fit refers to management’s
perception of the degree to which the prospective employee will fit in with the
firm’s culture or value system. There are numerous reasons that a new hire does
not work out but none is as important as cultural fit. Knowledge and skill are
important but the most lasting side of the employment relationship is the cultural
fit.
● SELECTION TECHNOLOGY— Applicant tracking systems and candidate
relationship management systems are invaluable tools in today’s recruitment.
PRELIMINARY SCREENING AND REVIEW OF APPLICATIONS AND
RESUMES
SELECTION TESTS
Evidence suggests that the use of tests is becoming more prevalent for assessing an
applicant’s qualifications and potential for success.
● PRELIMINARY CONSIDERATIONS—Firms need to use tests in conjunction
with other selection tools such as reference checks and interviews.
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● Standardization: The uniformity of the procedures and conditions related
to administering tests is standardization.
● Objectivity: In testing, objectivity occurs when everyone scoring a test
obtains the same results.
TEST VALIDATION APPROACHES—Uniform Guidelines established three
approaches that may be followed to validate selection tests: criterion-related validity,
content validity, and construct validity.
● Criterion-Related Validity: Test validation method that compares the scores on
selection tests to some aspect of job performance determined, for example, by
performance appraisal.
● Concurrent validity: Determined when the firm obtains test scores and the
criterion data at essentially the same time.
● Predictive validity: Involves administering a test and later obtaining the criterion
information.
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● Psychomotor Abilities Tests: Measure strength, coordination, and dexterity.
● Personality Tests: Self-reported measures of traits, temperaments, or
dispositions.
UNIQUE FORMS OF TESTING
● Genetic Testing: Tests given to identify predisposition to inherited diseases,
including cancer, heart disease, neurological disorders, and congenital diseases.
● Graphoanalysis (Handwriting Analysis): Use of handwriting analysis as a
selection factor.
● Polygraph Tests: Employee Polygraph Protection Act of 1988 severely limited
the use of polygraph tests in the private sector.
LEGAL CONSIDERATIONS
EMPLOYMENT INTERVIEW
Goal-oriented conversation in which the interviewer and applicant exchange information.
● INTERVIEW PLANNING—Essential to effective employment interviews.
● CONTENT OF THE INTERVIEW—Specific content of employment
interviews varies greatly by organization and the level of the job concerned.
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● Occupational experience: Exploring an individual’s occupational
experience requires determining the applicant’s skills, abilities, and
willingness to handle responsibility.
CANDIDATE’S ROLE AND EXPECTATIONS—While the interviewer will provide
information about the company, it is still important that candidates do their homework.
Recruiters need to remember that interviewees have goals that may include being listed to
and understood, having opportunity to present their qualifications, being treated fairly
and with respect, gathering information about the job and the company, and making
informed decisions concerning the desirability of the job.
● GENERAL TYPES OF INTERVIEWS—Types of interviews are often broadly
classified as structured, unstructured, behavioral, and situational.
METHODS OF INTERVIEWING—Interviews may be conducted in several ways.
● One-On-One Interview: Applicant meets one-on-one with an interviewer.
● Group Interview: Meeting in which several job applicants interact in the
presence of one or more company representatives.
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● Board (or Panel) Interview: Interview approach in which several of the firm’s
representatives interview a candidate at the same time.
● Stress Interview: The interviewer intentionally creates anxiety.
● Realistic Job Previews: Method of conveying both positive and negative job
information to an applicant in an unbiased manner.
POTENTIAL INTERVIEWING PROBLEMS—Interviewing problems that can
threaten the success of employment interviews.
● Permitting Non-Job Related Information: If a candidate begins volunteering
personal information that is not job related, the interviewer should steer the
conversation back on course.
● Interviewer Bias: Often a problem that may arise in an interview is interviewer
bias where the interviewer makes assumptions about the interviewee which may
candidate.
● Premature judgment bias: Suggests that interviewers often make judgment
about candidates in the first few minutes of the interview.
● Interview illusion bias: Closely related to premature judgment but not the
same. Interviewer’s belief in their interview ability is exaggerated.
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Interviewer Domination: In successful interviews, relevant information must flow both
ways. Sometimes, interviewers begin the interview by telling candidates what they are
looking for, and then are excited to hear candidates parrot back their own words. Other
interviewers are delighted to talk through virtually the entire interview, either to take
pride in their organization’s accomplishments or to express frustrations over their own
difficulties.
Lack of Training: Anyone who has ever conducted an interview realizes that it is much
more than carrying on a conversation with another person.
Nonverbal Communication: Body language is the nonverbal communication method in
which physical actions such as motions, gestures, and facial expressions convey thoughts
and emotions. The interviewer is attempting to view the nonverbal signals from the
applicant. Applicants are also reading the nonverbal signals of the interviewer.
CONCLUDING THE INTERVIEW
When the interviewer has obtained the necessary information and answered the
important.
● EMPLOYMENT ELIGIBILITY VERIFICATION (I-9)—The I-9 form must
be filled out by American job applicants but it allows any number of documents to
be provided to an employer to demonstrate his or her legal right to work in the
United States.
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Facebook, LinkedIn, and postings made on an industry blog to find out about
individuals they are considering hiring. Industries most likely to conduct
background checks on applicants are those that specialize in technology and
sensitive information.
REMEMBERING HIRING STANDARDS TO AVOID—Some of the standards used
in the background investigation have the potential to violate a hiring standard to avoid. A
word of caution is advised in situations where an applicant acknowledges that he or she
has been convicted of a crime or the use of a credit check.
SELECTION DECISION AND EVALUATING THE EFFECTIVENESS OF
SELECTION DECISIONS
MAKING THE SELECTION DECISION—Person whose qualifications most closely
conform to the requirements of the open position should be selected.
● MEDICAL EXAMINATION—Typically, a job offer is contingent on
successfully passing this examination.
● NOTIFICATION OF CANDIDATES—Selection process results should be
made known to candidates—successful and unsuccessful—as soon as possible.
employees in the workgroup that have a major impact on success of the
department.
● TURNOVER RATE—The number of times on average employees have to be
replaced during a year.
6-1. What are the typical steps in the selection process?
6-2. What is the general purpose of preliminary screening?
6-3. What is the purpose of the application form?
6-4. What types of questions should be asked on an application form?
6-5. What are the advantages and potential problems in the use of selection tests?
6-6. What are the basic characteristics of a properly designed selection test?
6-7. What are the test validation approaches? Define each.
6-8. Identify and describe the various types of employment tests.
Psychomotor abilities tests: Tests that measure strength, coordination, and dexterity.
6-9. What is the purpose of an assessment center?
6-10. Describe genetic testing, graphoanalysis, and polygraph tests.
Genetic testing: Performed to identify predisposition to inherited diseases, including
6-11. What are the general types of interviews? Explain each.
6-12. What types of questions would make up a behavioral interview?
6-13. What are the various methods of interviewing? Define each.
6-14. What are some potential interview problems?
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Lack of Training: Anyone who has ever conducted an interview realizes that it is much
more than carrying on a conversation with another person.
Nonverbal Communication: Applicants are reading the nonverbal signals of the
interviewer. Therefore, interviewers should make a conscious effort to view themselves
as applicants do to avoid sending inappropriate or unintended nonverbal signals.
6-15. What are some of the hiring standards to avoid?
6-16. Why should an employer be concerned about negligent hiring?
6-17. Why should the selection decision be made before conducting a medical
examination?
6-18. What are some metrics for evaluating recruitment and selection?
6-19. What environmental factors could affect the selection process? Discuss each.
6-20. In terms of employee selection, what is the significance of organizational fit?
6-21. Distinguish between an applicant-tracking system and candidate relationship
management.
An applicant tracking system (ATS) is a software application designed to help an
enterprise select employees more efficiently. Current ATSs permit human resource and
line managers to oversee the entire selection process. They often involve screening
DISCUSSION OF CHAPTER 6 INCIDENTS
HRM Incident 1: A Matter of Priorities
As production manager for Thompson Manufacturing, Sheila Stephens has the final
authority to approve the hiring of any new supervisors who work for her. The human
resource manager performs the initial screening of all prospective supervisors and then
calls.” Fifteen minutes later Sheila finished the calls and began talking with Allen. Sheila
was quite impressed. After a few minutes Sheila’s door opened and a supervisor yelled,
“We have a small problem on line one and need your help.” Sheila stood up and said,
“Excuse me a minute, Allen.” Ten minutes later Sheila returned, and the conversation
continued for ten more minutes before a series of phone calls again interrupted the pair.
QUESTIONS
6-29. What should Shelia have done to avoid interviews like this one?
6-30. Explain why Sheila, not Pete, should make the selection decision.
6-31. What steps in the selection process were missed, if any? What problems might
occur because of these omissions?
HRM Incident 2: National Career Day
QUESTIONS
6-32. Based on a highly compressed time frame, what are some of the pre-employment
activities Chipotle might have set aside?
6-33. What are some of the pros and cons of undertaking a massive hiring spree in one
day?
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very little opportunity to ask questions and have concerns addressed during the mass
hiring process.