Employee Selection

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Employee Selection

• The process of determining the critical job
  requirements (TDRs) and required job
  characteristics (KSAs) and then collecting and
  evaluating information about an applicant in
  order to determine whether or not to extend an
  Offer of Employment.

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Selection v. Hiring

• Hiring is when a job offer is extended without
  evaluating an applicants KSAs to the job
  requirements.
• Selection involves both collecting and evaluating
  an applicants KSAs to the job requirements in
  order to make a decision whether or not to extend
  a job offer.

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Employee Selection Issues

• Legal EEO Exposure
• Although validation is not required by law - all
  selection methods should be job related (valid)
  to defend against adverse impact charges
• Negligent hiring
• Economic
• Cost of selection process
• Opportunity cost of employment decisions and low
  job performance
• Turnover costs

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Different Interview Purposes

• Selection Interview
• Stress Interview - to identify sensitive
• applicants or those with high/low stress
• levels
• Appraisal Interview
• Job Performance Evaluation
• Exit Interview
• Assess why employees voluntarily terminate

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Combining Predictors Multiple Hurdle Approach

• Treats each stage of the process as a screen
  before going to the next stage of the selection
  process.
• Total Job-Whole Person Approach
• Screen-In NOT a Screen-Out Mentality
• Must validate each stage (instrument),
• especially if adverse impact exists

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Application Form Screening Interview

• Application (PQR) Forms
• Inexpensive
• Substantial amount of information
• All items should be job related
• Screening Interview
• Verification of information reported on PQR
• Only assesses Bedrock qualifications
• Those KSAs which must be possessed at time of
  employment

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The Selection Interview

• Most common selection device
• Criticized for Poor Reliability and Validity
• - because the interviewer is the
• measurement device
• Too many interviewing experts (at least
• within their own mind)
• Too much time too little acquired
• information

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The Selection Interview Process

• Preparation
• questions are asked as they come to mind
• no set format
• may be a good measure of fit
• Stages of Interview
• Rapport (5-10)
• Information Getting (40-45)
• Information Giving (40-45)
• Summary (5-10)
• Record and Evaluate the Interview

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Interviewer Behaviors

• RAPPORT
• TASK
• SELF-CENTERED (Avoid)

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Types Of Selection Interviews

• Unstructured (Nondirective)
• questions are asked as they come to mind
• no set format
• may be a good measure of fit
• Structured
• questions and answers specified in advance
• more valid
• generally more valid
• lack flexibility
• Semi-Structured (Combination of the two)

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Content of an Interview Questions

• Inverted Funnel Approach
• Behavioral Descriptive Questions
• Descriptive of actual past experiences
• Situational (Hypothetical) behaviors
• How would you behave in a given situation

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Interviewer Approaches

• Individual -One on One
• Single
• Serial
• Panel
• Interviewed simultaneously by a
• panel/group

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Which Is Best

• Structured more valid that unstructured
• greater consistency (reliability)
• Situational more valid than job
  related/behavioral
• Individual interviews more valid than panel

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Common Interviewing Mistakes

• Snap Judgements
• Negative Emphasis
• Poor Knowledge of the Job- Stereotyping
• Pressure to Hire
• Candidate Order- Contrast Effect
• Nonverbal Behavior
• Telegraphing
• Too much/Too little talking
• Being the DA or Psychologist

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Common Interviewer Biases

• We All have them!!!
• Similarity
• First Impression
• Halo (Horns) Effect
• Contrast (compare to another candidate)
• Immediacy Effect (pressure to fill the job)

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How to Improve the Interview

• Restrict use of interview to KSAs interviewer can
  assess most effectively-oral communication,
  interpersonal relations
• Increase Structure
• Ask job related questions
• Formal scoring format
• Train interviewers to accurately receive and
  evaluate information

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Placement Exercises (Tests)

• Cognitive Ability Tests
• Aptitude/Ability Tests
• Personality Tests
• Honesty Tests

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Cognitive Ability Tests

• Intelligence and Mental Abilities
• Deductive reasoning, math/verbal comprehension
• A measure of ability to learn and adapt to
  changing conditions

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Special Ability/ Aptitude Tests

• Motor, Physical, Mechanical, Clerical, Sensory,
  Musical, Tools and Equipment
• Achievement/Job Knowledge Tests

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Personality Tests

• Historically low reliability and validity
• Self report extroversion, emotional stability,
  conscientiousness, agreeableness, open to
  experience
• Interest Inventories - hobbies, non-work
  activities
• Validity depends on
• Type of job
• Type of job performance measure

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Honesty Tests

• Polygraph use restricted by Polygraph Protection
  Act
• False Positives
• Masking Techniques
• Paper/Pencil Handwriting Analysis Tests
• Psychological test
• False Positives and Social Stigma
• Invasion of privacy
• Low Validity (for most)

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Assessment Centers

• It is not a Test It is a Process!!!
• Multiple tests and multiple assessors
• Leaderless group, in-baskets, management games,
  paper and pencil tests, presentations, interviews
• Expenive, valid, unbiased predictor

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Departmental Interview

• Conducted by Managers, Supervisors or Employees
  of the Employing Department
• Purpose is to evaluate an applicants Technical
  Knowledge Skill
• Potential Problems
• Untrained departmental interviewers
• Assessment of non-job related criteria
• Prejudice

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Medical Examinations

• Testing for Drugs and Alcohol
• Notify at the beginning of the selection process
• Administer at time of preliminary consideration
  or offer
• Physical Requirements
• Must be Job Related
• Americans With Disabilities Act (ADA)
• Can require exam after the job offer
• Key Issue Chain of Custody (Privacy)

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Reference Checks

• Privacy and Defamation Issues
• Negligent Hiring (Employer Liability)
• Employers have Qualified Privilege
• Parties have a Legitimate Right to know
• Information is Accurate (job related)
• Information is given in Good Faith

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Combining PredictorsCompensatory Approach

• Applicant can compensate for a poor performance
  on one stage (or instrument) by doing
  exceptionally well on another
• Higher validity
• More expensive

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Assessment of Selection Criteria (Instruments)

• Reliability - Extent test or any measuring device
  provides consistent information across time and
  judges.
• Validity - Does it measure what its
• supposed to measure.
• Is it job related?
• Is the test a good proxy for future
• performance?

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Reliability of a Selection Process

• Degree of measurement error in the instruments
  (stages) of the process
• Sources of measurement error
• poor sampling of material
• chance response tendencies
• changes in test conditions
• changes in the person

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Types of Validity

• Criterion-Related (Empirical) Validity
• Indirect measures of future performance
• Extent of correlation of scores on selection
  measures and job performance
• exp. GPA and sales volume
• Content Validity (Work Samples)
• Direct assessment of job tasks and behaviors
• Content of measure reflects content of job
• exp. Typing test

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Types of Validity

• Criterion-Related (Empirical) Validity
• Indirect measures of future performance
• Extent of correlation of scores on selection
  measures and job performance
• exp. GPA and sales volume
• Content Validity (Work Samples)
• Direct assessment of job tasks and behaviors
• Content of measure reflects content of job
• exp. Typing test

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Issues Validity

• Predictive Validity (Non-employees)
• Concurrent Validity (Employees)
• Validity Generalization
• Key is job analysis
• Cost of effective