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Employee Selection Process

The document discusses employee selection and the importance of careful selection. It covers the selection process which includes recruiting, screening, interviews, tests and checks. The document also describes different types of tests that can be used in selection like cognitive tests, personality tests, work samples, simulations and medical examinations.

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Pradeep Ravi
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© © All Rights Reserved
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Download as PDF, TXT or read online on Scribd
84 views

Employee Selection Process

The document discusses employee selection and the importance of careful selection. It covers the selection process which includes recruiting, screening, interviews, tests and checks. The document also describes different types of tests that can be used in selection like cognitive tests, personality tests, work samples, simulations and medical examinations.

Uploaded by

Pradeep Ravi
Copyright
© © All Rights Reserved
Available Formats
Download as PDF, TXT or read online on Scribd
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Employee Selection

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

– Recruiting and hiring employees is costly

1
Steps in Selection Process
Recruiting – Attracting Talent to Apply

Receiving Applications

Shortlisting and Screening

Written / Selection Test

Interview

Reference Check or Background Verification

Medical Examination

Final Selection

Placement and Induction

Cognitive Ability - Intelligence & Aptitude

Motor Abilities
Types of Tests

Physical Abilities

Personality Test – MBTI, Big 5, 16PF, DISC


Profiling

Interest Inventories,
Achievement Test & Web based Test

Work Samples Test

Work Simulation Testing


Management Assessment Centre,
Miniature Job Training and Evaluation,
Video based Situational Testing

2
Types of Tests
 Tests of cognitive abilities

– Intelligence Tests
• Tests of general intellectual abilities that measure a
range of abilities, including memory, vocabulary, verbal
fluency, and numerical ability.

– Aptitude tests
• Tests that measure specific mental abilities, such as
inductive and deductive reasoning, verbal
comprehension, memory, and numerical ability.

Types of Tests (cont’d)


 Tests of motor abilities
– Tests that measure motor abilities, such as finger
dexterity, manual dexterity, and reaction time.

 Tests of physical abilities


– Tests that measure static strength, dynamic
strength, body coordination, and stamina.

3
Measuring Personality and Interests
 Personality tests
– Tests that use projective techniques and trait
inventories to measure basic aspects of an
applicant’s personality, such as introversion,
stability, and motivation.
– Disadvantage
• Personality tests—particularly the projective type—are
the most difficult tests to evaluate and use.
– Advantage
• Tests have been used successfully to predict
dysfunctional job behaviors and identify successful
candidates for overseas assignments.

The “Big Five”


 Extraversion
– The tendency to be sociable, assertive, active, and to experience
positive effects, such as energy and zeal.
 Emotional stability/neuroticism
– The tendency to exhibit poor emotional adjustment and experience
negative effects, such as anxiety, insecurity, and hostility.
 Openness to experience
– The disposition to be imaginative, nonconforming, unconventional,
and autonomous.
 Agreeableness
– The tendency to be trusting, compliant, caring, and gentle.
 Conscientiousness
– Is comprised of two related facets: achievement and dependability.

4
Other Tests
 Interest inventories
– Personal development and selection devices that
compare the person’s current interests with those
of others now in various occupations so as to
determine the preferred occupation for the
individual.

 Achievement tests
– Test that measure what a person has already
learned—“job knowledge” in areas like accounting,
marketing, or personnel.

Other Tests (cont’d)


 Web-Based (Online) testing

– Eliminates costly and inefficient paper-and-pencil


testing processes.
– Use of computer-based scoring eliminates rater
bias.
– Provides immediate scoring and feedback of
results to applicants.
– Can be readily customized for specific jobs.

5
Work Samples
 Work samples
– Actual job tasks are used in testing applicants’
performance.

 Work sampling technique


– A testing method based on measuring an
applicant’s performance on actual basic job tasks.

Example of a Work Sampling Question

6
Work Simulations
 Management assessment center
– A simulation in which management candidates are
asked to perform realistic tasks in hypothetical
situations and are scored on their performance.
 Typical simulated exercises include:
– The in-basket
– Leaderless group discussion
– Management games
– Individual presentations
– Objective tests
– The interview

Work Simulations (cont’d)


 Video-Based situational testing
– A situational test comprised of several video
scenarios, each followed by a multiple choice
question that requires the candidate to choose
from among several courses of action.
– While the evidence is mixed, the results suggest
that video-based situational tests can be useful for
selecting employees.

7
Work Simulations (cont’d)
 The miniature job training and evaluation
approach
– Candidates are trained to perform a sample of the
job’s tasks, and then are evaluated on their
performance.

– The approach assumes that a person who


demonstrates that he or she can learn and
perform the sample of tasks will be able to learn
and perform the job itself.

Background Investigations and Reference


Checks
 Extent of investigations and checks
– Reference checks (87%)
– Background employment checks (69%)
– Criminal records (61%)
– Driving records (56%)
– Credit checks (35%)
 Reasons for investigations and checks
– To verify factual information provided by
applicants.
– To uncover damaging information.

8
Reference Checking Form
(Verify that the applicant has provided permission before conducting
reference checks)
Candidate Name:
Reference Name: Company Name:
Dates of Employment: (From: and To:)
Position(s) Held: Salary History:
Reason for Leaving:
Explain the reason for your call and verify the above information with the supervisor (including the
reason for leaving)
1. Please describe the type of work for which the candidate was responsible.
2. How would you describe the applicant’s relationships with coworkers, subordinates (if
applicable), and with superiors?
3. Did the candidate have a positive or negative work attitude? Please elaborate
4. How would you describe the quantity and quality of output generated by the former employee?
5. What were his/her strengths on the job?
6. What were his/her weaknesses on the job?
7. What is your overall assessment of the candidate?
8. Would you recommend him/her for this position? Why or why not?
9. Would this individual be eligible for rehire? Why or why not?
Other comments?

Source: Society for Human Resource Management, © 2004.

Background Investigations and Reference


Checks (cont’d)

 Sources of information for background


checks:
– Former employers
– Current supervisors
– Commercial credit rating companies
– Written references

9
Graphology
 Graphology (handwriting analysis)
– Assumes that handwriting reflects basic
personality traits.
– Graphology’s validity is highly suspect.

Handwriting Exhibit Used by Graphologist

Source: Reproduced with permission from Kathryn Sackhein, Handwriting Analysis


and the Employee Selection Process (New York: Quorum Books, 1990), p. 45.

Physical Examination
 Reasons for pre-employment medical
examinations:
– To verify that the applicant meets the physical requirements of the
position

– To discover any medical limitations you should take into account in


placing the applicant.

– To establish a record and baseline of the applicant’s health for


future insurance or compensation claims.

– To reduce absenteeism and accidents

– To detect communicable diseases that may be unknown to the


applicant.

10
Questions

Thank You

11

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