CHAPTER 6
EMPLOYEE SELECTION
CHAPTER OUTLINE
6.1 Overview of the Selection Process
6.1b Steps in the Selection Process
6.1c Obtaining Reliable and Valid Information
6.2 Initial Screening
6.3 Employment Interviews
6.3b Methods for Administering Interviews
6.3c Diversity Management: Could Your Questions Get You into Legal Trouble?
6.4 Post-Interview Screening
6.4a Reference Checks
6.5 Preemployment Tests
6.5a Types of Tests
6.5b Determining the Validity of Tests
6.6 Reaching a Selection Decision
6.6a Summarizing Information about Applicants
6.6c Final Decision
LEARNING OUTCOMES
After studying this chapter, students should be able to:
1. Explain what the objectives of the employee selection process are, its steps, and why the
information gathered during the process must be reliable and valid.
3. Compare the value of different types of employment tests and how their validity and
reliability are assessed.
4. Explain how firms evaluate the information they collect on candidates and the decision
strategies they use to select employees.
GENERATING INTEREST
Consider introducing this topic by showing the first video highlight clip Thousands Fail
Uber Background Check That Some Call Unfair (2:23) to generate interest and launch a
discussion. Information about the clip can be found in the Video Highlight description that
follows.
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DEALING WITH TROUBLE SPOTS
Understanding the differences between reliability and validity can be challenging.
Providing synonyms and simple examples can help:
Term
Synonyms
Examples
Reliability
Consistency; stability
• Test-takers get similar scores on the same
test administered several days apart
• Multination Olympic judges give similar
scores after an athletic performance
• Panel interviewers rate candidates similarly
Validity
Predictability
Scores on a test accurately predict job
performance
Types of validity:
• Criterion-related validity: low score = low performance; high score
= high performance
• Concurrent validity: matching predictive data with current data
• Predictive validity: matching predictive data with future data
• Validity generalization: applying predictive data across many
situations
• Content validity: basing predictive data on job samples
• Construct validity: predicting traits
Ensuring that all selection procedures are reliable and valid is left to the statistical experts.
However, students need to be aware that any tool or procedure they use in the hiring
process must meet these criteria for at least two reasons:
• Good hiring decisions are based on good information, and one definition of good
information is that it is valid and reliable.
Chapter 6: Employee Selection 3
LECTURE OUTLINE
6.1 Overview of the Selection Process Figure 6.1
Figure 6.2
Discussion Starter #1: Like other organizations, the Marine Corp has had to ensure its physical
abilities tests are job related. Why is it important for companies to make sure physical ability tests
are job related? Provide three examples of jobs in which a physical ability test would be necessary.
ANSWER: Physical ability tests must be used cautiously. In the past, requirements for physical
characteristics such as strength, agility, height, and weight were often determined by an employer’s
Selection is the process of choosing individuals who are qualified to fill existing or
projected job openings.
Teaching Tip: Use Figure 6.1 to discuss the overall goal of selection—maximizing hits and avoiding
misses.
6.1a Begin with a Job Analysis
Job specifications help identify the competencies employees need for success—the
6.1b Steps in the Selection Process
Treating all applicants alike ensures that none receives special treatment and the best
6.1c Obtaining Reliable and Valid Information
Reliability is the degree to which an interview, test, or other selection procedures
result in consistent information about a candidate. Interrater reliability—agreement
among two or more raters—is one measure of a method’s consistency. Validity is
4 Part 3: Developing Effectiveness in Human Resources
the degree to which a test or selection procedure actually measures or predicts a
person’s ability to do a job.
EOC Discussion Question #1: Is there a “best” employment process stepwise? What steps must
come first and last?
6.2 Initial Screening Figure 6.3
Many methods can be used to screen out unqualified applicants.
6.2a Initial Screening Methods
Several methods can be used to screen applicants.
Cover Letters and Résumés
Teaching Tip: Use Figure 6.3 to discuss how to assess résumés objectively.
Internet Checks
Many companies are researching candidates on social media. Three problems should
be considered:
Phone and Video Screening
Video résumés are short video clips that highlight applicants’ qualifications beyond
what they can communicate on their résumés. Companies should be careful to
consider only job-related qualifications.
Application Forms
6.3 Employment Interviews Figure 6.4
Interviews are subjective and poor at predicting performance. The interview continues to be
used for three reasons:
Chapter 6: Employee Selection 7
Work Sample Tests
Work sample tests require the applicant to perform tasks that are part of the work
required on the job.
Assessment Center Tests
Cognitive Ability Tests
Cognitive ability tests measure mental capabilities such as general intelligence,
verbal fluency, numerical ability, and reasoning ability.
Teaching Tip: Use Figure 6.5 to discuss the type of questions on a cognitive ability test. Ask students if
they think the test can predict success on the job.
Biographical Data (Biodata) Tests
Biographical data tests (biodata tests) ask questions about events and behaviors that
reflect attitudes, experiences, interests, skills, and abilities. The pattern of responses
enables the prediction of success on the job.
Personality and Interest Inventories
Five dimensions can summarize personality traits:
• Extroversion—the degree to which someone is talkative, sociable, active,
aggressive, and excitable
• Agreeableness—the degree to which someone is trusting, amiable, generous,
Polygraph Tests
The polygraph, or lie detector, is a device that measures the changes in breathing,
blood pressure, and pulse of a person who is being questioned. Normally, they are
used only for law-enforcement personnel and high-security CIA- and FBI-type jobs.
Honesty and Integrity Tests
Some studies have shown that integrity tests predict job performance, while other
studies disagree.
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Physical Ability Tests
Strength and endurance tests are valid for jobs such as firefighting. They must be
used carefully to be fair for all applicants.
Medical Examinations
Drug Tests
Different states have different laws regarding drug testing. Companies should follow
procedures established by the Substance Abuse and Mental Health Services
Administration (SAMHSA).
Discussion Starter #2: What characteristics do job knowledge and job sample tests have that often
make them more acceptable to candidates than other types of tests?
ANSWER: Job knowledge tests and job sample tests are often more acceptable to examinees because
EOC Discussion Question #3: What characteristics do job knowledge and job sample tests have
that often make them more acceptable to candidates than other types of tests?
Video Highlight #2: Section 6.5: Preemployment Tests
VIDEO: Physical Ability Test (6:29)
6.5b Determining the Validity of Tests
You can use different approaches to validating tests.
Criterion-Related Validity
The extent to which a selection tool predicts, or significantly correlates with,
Chapter 6: Employee Selection 9
match criterion data obtained from them after they have been hired and on the job
for a period of time.
Teaching Tip: Use Figure 6.6 to discuss the types of validity used.
Discussion Starter #3: What is meant by the term criterion as it is used in personnel selection? Give
some examples of criteria used for jobs with which you are familiar.
ANSWER: The term criterion refers to measures of job performance such as production records,
EOC Discussion Question #4: What is meant by the term criterion as it is used in personnel
selection? Give some examples of criteria used for jobs with which you are familiar.
Content Validity
Content validity is the extent to which a selection instrument, such as a test,
adequately samples the knowledge and skills needed to do a particular job. It is used
6.6 Reaching a Selection Decision Figure 6.7
6.6a Summarizing Information about Applicants
Systematic organization of the applicants’ information makes it easier to objectively
6.6b Decision-Making Strategy
The strategy used for making personnel decisions is not the same for every job.
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Clinical Approach
Although the name of this approach sounds objective, it includes many subjective
ratings. For example, personal biases might be hidden in clinical terms.
Statistical Approach
The statistical approach is more objective. It uses and weights the most valid
predictors. Three models are used:
• A compensatory model is a selection decision model in which a high score
in one area can make up for a low score in another area.
Teaching Tip: Use Figure 6.9 to discuss the effects of raising and lowering the cutoff score when using
the statistical approach.
The selection ratio is the number of applicants compared with the number of people
to be hired. A low selection ratio selects only the best candidates.
6.6c Final Decision
In large firms, the final decision has several steps:
• Manager selects a candidate and informs HR.
• HR makes a job offer to the candidate, usually by phone. This offer is
contingent on passing any required medical exams.
ANSWERS TO END-OF-CHAPTER DISCUSSION QUESTIONS
1. The process should begin with a job analysis that yields a job specification. The number of
© 2019 Cengage. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
2. Although the virtual tryout has its advantages, it must be validated (either by content or
criterion-related validity). Certain people who are more nervous in such a setting might be
3. Encourage students who have experienced job tryouts to respond to this question. Given the
Case Study 2: Pros and Cons of Cleaning Up the “Resu–mess”
1. Students’ answers may vary. The primary benefit of résumé screening tools is that
recruiters’ and managers’ time is freed up—time that can be used to pursue hiring the most
qualified applicants versus sorting through résumés. Because managers have to spend less
2. The process may not give applicants the feeling that they have had a chance to present
themselves accurately. Companies can counter these problems, however, by responding to
FLIP TIPS
Activity
Step 1: Submit a report on preemployment tests you would use in a company of your choice
(such as investment, consulting, banking, contracting, etc.). The report should emphasize