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Welcome All of you in

Presentation Session on
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Employee Selection
PAF to edit Master subtitle style Click Karachi Institute of Economics & Technology
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By:

Danish Asif Zain Rahil Osama

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Presentation Outline

What is Selection? Selection Process Selection Decision Outcomes Basic Testing Concepts HR Role in Selection Why Careful Selection is Important Types of Selection Devices Written Test 4/15/12
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What is Selection?

An exercise in predicting which applicants, if hired, will be (or will not be) successful in performing well on the criteria the organization uses to evaluate performance.

Selection Process

Selection is the process of choosing from a group of applicants those individuals best suited for a particular position.

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Selection Decision Outcomes

q

Selection decisions may be correct or incorrect

Reject errors - reject candidates who would have performed the job successfully

Accept errors - hire candidates who perform poorly

Good training will not make up for bad selection. Hire hard, manage easy. 4/15/12

Selection Decision Outcomes

Correct Decision
Accep t

Later Job Perfo rman ce

S uc ce ss fu l

Reject Error

Rejec t

Accept Error

Correct Decision

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Un suc ces sfu l

Basic Testing Concepts

Reliability

The consistency of scores obtained by the same person when retested with the identical or equivalent tests. the test results stable over time?

Are

Test validity
The

accuracy with which a test, interview, and so on measures what it purports to measure or fulfills the function it was designed to fill. the test actually measure what we need for it to measure? 4/15/12

Does

HRs Role in Selection

Reasons for centralizing selection

Easier

to have applicants in one place. with outside applicants is easier.

Contact

Managers Selection

can concentrate on operating responsibilities rather than the selection process. costs are lower with no duplicated efforts.

EEO

compliance is more assured.

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Typical Division of HR Responsibilities: Selection

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Why Careful Selection is Important

The importance of selecting the right employees

Organizational

performance always depends in part on subordinates having the right skills and attributes. and hiring employees is costly. legal implications of incompetent hiring

Recruiting The

EEO laws and court decisions related to nondiscriminatory selection procedures questionable backgrounds

The 4/15/12 liability of negligent hiring of workers with

The Selection Process

The selection process consist of following steps:

1.Intial screening interview 2.Completing the application form 3.Employment tests 4.Comprehensive interview 5.Background investigation 6.Conditional job offer 7.Medical or physical examination 8.Permanent job offer
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Selection Process
Initial Screening Employment Test Employment Interview Reference Verification

Panel/Supervisory Interview

Employment Offer

Medical Test

Realistic Job Previews

Hiring Decision

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Types of Selection Devices

HR

Manager can use number of selection devices to reduce Accept and Reject Errors. interest tests - measure intelligence, ability, and

written
subject

of frequent legal challenges

performance-simulation

job behaviors
work

tests - made up of actual

sampling - presents a miniature model of a job

applicants perform tasks central to the job

assessment

center - used to evaluate managerial potential by 4/15/12 simulating problems confronted on the job

Limiting Who Becomes an Applicant

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Big Five Personality Characteristics

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Selection Devices
Application Forms Written Tests Performance Simulations Interviews Background Investigations Physical examinations

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Types of Pre-Employment Testing Used

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Written Tests
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Types of Tests Intelligence: how smart are you? Aptitude: can you learn to do it? Attitude: how do you feel about it? Ability: can you do it now? Interest: do you want to do it?

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Performance Simulation Tests

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Testing an applicants ability to perform actual job behaviors, use required skills, and demonstrate specific knowledge of the job.
Work sampling Requiring applicants to actually perform a task or set of tasks that are central to successful job performance. Assessment centers Dedicated facilities in which job candidates undergo a series of performance simulation tests to evaluate their managerial potential.
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Other Selection Approaches

Interviews Although used almost universally, managers need to approach interviews carefully. Background Investigations Verification of application data Reference checks: 4/15/12

Selection Interview Types of Interviews

Unstructured interview Structured interview Mixed interview Behavioral interview Stress interview

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Types of Selection Interviews

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Common Selection Interview Questions

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Hiring Interviews

Structured Interviews: predetermined script and protocol;

Interviews in a proper format through information gathered from job analysis information

Asked

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Hiring Interviews

Unstructured Interviews: no predetermined script or protocol

Any No

thing related or not related to the job

prescribed format

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Hiring Interviews

Behavioral description interviews (BDI): ask participants to relate actual incidents from their past relevant work experience to the job they are applying for.
Think

about you past job and tell us a time where you have committed a mistake? What was your response to the mistake? What was the nature of the mistake?

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Hiring Interviews

Situational Interviews: encourage applicants to respond to hypothetical situations they may encounter on the job for which they applied.
What

if you are in a situation that to achieve your sales target the whole seller are asking for high commission instead of company policy? What will you do under these circumstances?

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A special type of interview designed to create anxiety and put pressure on the applicant to see how the person responds. In a stress interview, the interviewer assumes an extremely STRESSand insulting posture. aggressive INTERVIEW Those who use this approach often justify its use with individual who will encounter high degrees of stress on the job, such as a consumer complaint clerk in a department store or an air traffic controller. The stress interview is a high-risk approach for an employer. Consequently, an applicant that the organization wishes to hire might turn down the job offer. Even so, many interviewers deliberately put applicants under stress.

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Who Conducts Interviews?

Individuals Panel Interviews Interviews Video Interviewing Team Interviews

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Problems/Error in the Interview

HALO EFFECT Occurs when an interviewer allows a prominent characteristic to overshadow other evidence. Devils horns (a reverse halo effect), such as inappropriate dress or a low grade point average, may affect an interviewer as well. BIASES Interviewers tend to favor or select people whom they perceive to be similar to themselves. This similarity can be in age, race, sex, previous work experiences, personal background, or other factors. LEADING QUESTION You do like to talk to people, dont you? Do you think you will like this work? Do you agree that profits are necessary? INTERVIEWER DOMINATION 4/15/12 Interviewer who use the interview telling the applicant about his

Conducting Effective Interviews

Interviewers should be carefully selected and trained properly Preparation of Interview Plan Break ice-Put interviewer at ease Listen Carefully Record the facts immediately after interviews Evaluate effectiveness of interviewing process

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Background Investigation

Four Goals of Background Screening:

Demonstrates due diligence in hiring factual information about candidates applicants who have something to hide applicants to be honest on application forms and in interviews
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Provides

Discourages Encourages

Placement

Placement

Fitting a person to the right job. the knowledge, skills and abilities (KSAs) of people to the characteristics of jobs (tasks, duties and responsibilities). of person-job fit

Person-job fit
Matching

Benefits

Higher employee performance

Lower

KSAs = TDRs = Job Success?

turnover and absenteeism

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Person-Organization Fit

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Realistic Job Previews

The purpose of a realistic job preview (RJP) is to inform job candidates of the organizational realities of a job, so that they can more accurately evaluate their own job expectations. By presenting applicants with a clear picture of the job, the organization hopes to reduce unrealistic expectations and thereby reduce employee disenchantment and ultimately employee dissatisfaction and turnover. Encourages mismatched applicants to withdraw. Aligns successful applicants expectations with actual job conditions; reducing turnover.

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Thank You for Listening

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Questions

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