CHAPTER 7

Fundamentals of
Selection
P R E S E N T E D B Y:
Baloyo, Maria Kyla
Penaverde, Ma. Elizabeth
Salazar, Jackelyn
BS PSY 3102
 The Importance of Selecting the
Why Careful Right Employees
- Organizational performance always depends in part
Selection is on subordinates having the right skills and attributes.

Important? - Recruiting and hiring employees is costly.

- The legal implications of incompetent hiring.

- EEO laws and court decisions related to nondiscri-

minatory selection procedures.

- The liability of negligent hiring of workers with

questionable backgrounds

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The Selection Process
- typically consists of:

1. initial screening interview

2. completion of the application form
3. employment tests
4. comprehensive interview
5. background investigation
6. conditional job offer
7. medical/physical exam
8. permanent job offer

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The Initial Interview
- It involves screening of inquiries and screening interviews.
- Job description information is shared along
with a salary range.

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 Completing the
Application Form
- Company-specific employment form used to generate
specific information the company wants and needs in
order to make a proper selection.

Legal Considerations:
-Omit items which are not job-related; e.g., gender,
religion, age, national origin, race, color, and
disability.
-Includes statement giving employer the right to
dismiss an employee for falsifying information.
-Asks for permission to check work references.
-Typically includes "employee at will" statements
 Completing the
Application Form
Weighted Application Forms:
-Individual items of information are validated against
performance and turnover measures and given
appropriate weights .

-Data must be collected for each job to determine how

well a particular item (e.g., years of schooling, tenure
on last job) predicts success on target job.
 Completing the
Application Form
Successful Applications:
-Information collected on application forms can be
highly predictive of successful job performance.

-Forms must be validated and continuously reviewed

and updated.

-Data should be verified through background

investigations.
Pre-employment
Testing
Performance Simulation Test:
- requires the applicant to engage in specific job
behaviors necessary for doing the job successfully

Work Sampling:
- Job analysis is used todevelop a miniature replica
of the job on which an applicant demonstrates
his/her skills.

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Pre-employment
Testing
Assessment Centers:
- A series of tests and exercises, including individual
and group simulation tests, is used to assess
managerial potential or other complex sets of skills.

Testing in a Global Arena:

- Selection practices must be adapted to cultures and
regulations of host country.

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Comprehensive
Interview
- Interviews involve a face-to-face meeting with the
candidate to probe areas not addressed by the
application form or tests.
Interview Effectiveness
- Interviews are the most widely used selection tool.
-Often are expensive, inefficient, and not job-related.
-Possible biases with decisions based on interviews
include prior knowledge aboutthe applicant, stereotypes,
interviewee order.

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 Interview Issues
- Interview has proven an almost universal selection
tool.
Types of Interview:
Traditional Panel Situational Stress
Interview Interview Interview Interview
- One to one - Involves several - Interview follows - Designed to
encounter between individuals to a predetermined create a difficult
the interviewer and interview an patterns environment in
the applicant applicant at once accessing the
applicant

Interviewer Bias:
- Created by reviewing materials such as resume,
application form, or test scores to the actual interview
 Interview Issues
Impression Management :
- Influencing performance evaluations by protraying
an image desired by the appraiser.

Behavioral Interview:
- Observing job candidates not only for what they say
but for how they behave.
Steps for Effective
Interviewing
1. Review the job description an job
specification
2. Prepare a structured set of questions
3. Review the application form and resume
4. Open the interview
5. Ask questions and listen carefully
6. Take few notes
7. Close the interview
8. Write your evaluation

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Realistic Job Preview
- A selection device that allows job candidates to
learn negative as welll as positive information about
the job and organization.

Conditional Job Offers

- A tentative job offer that becomes permanent after
certain conditions are met.

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 Background Information
- The process of verifying information that job candidates
provide.

Common sources of background

information includes:
1. References 5. Credit References
2. Former Employers 6. Criminal References
3. Educational Accomplishment 7. Background Checks
4. Legal status to work in US 8. Online Searches

Qualified Privilege
- The identity for organizations to speak candidly to one
another about employees or potential hires.
Medical/ Physical
Examination
- An examination to determine an applicant's physical
fitness for essential job performance.

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Job Offers
- If the individuals perform successfully in the
preceding steps, they are now considered eligible to
receive the employment offer.

ComprehensiveApproach
Comprehensive Selection
- Applying all steps in the selection process
rendering a decision about a job candidate.

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 Selection fo Self-
Managed Teams
- If teams are given management responsibilities, it makes
sense for them to select their own members.
- Team members bring to the selection process varied
experiences and backgrounds.
- Team members need training in selection and
interviewing techniques.
- When those jobs require the interaction of several
individuals, or a team, coming together as a cohesive unit
takes time. The length of that time, however, is a function
of how the team views its goals and priorities and how
open and trusting group members are. A good way to begin
this team-building is to have the “personalities” involved
actually making the hiring decision.
Key Elements for
Successful Predictors
- Reliability, validity, and cut scores can all help predict which
applicants will be successful on the job.

Reliability:
-The ability of the selection tool to measure an attribute
consistently.
- Similarly, if an organization uses tests to provide input
to the selection decision, the tests must give consistent
results. If the test is reliable, any single individual’s
scores should remain fairly stable over time, assuming
that the characteristic it is measuring remains stable.

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Key Elements for
Successful Predictors
Validity:
- The relationship between scores on a selection tool
and a relevant criterion, such as job performance.
Indicates how well a selection tool predicts job
performance.

Content Validity
the degree to which test content or questions about job
tasks, as a sample, represent situations on the job. All
candidates for that job receive the same test or questions
so applicants can be properly compared.

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Key Elements for
Successful Predictors
Validity:
Construct Validity
The degree to which a particular trait is related to successful
performance on the job.
Criterion-Related Validity
The degree to which a particular selection device accurately
predicts the important elements of work behavior.
Predictive Validity
Uses selection test scores of applicants to compare with their
future job performance.

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Key Elements for
Successful Predictors
Validity:
Concurrent Validity
Correlates the test scores of current employees with measures
of their job performance.

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Key Elements for
Successful Predictors
Validity Analysis
- Correlation coefficients (validity coefficients) ranging
from +1 to –1 summarize the statistical relationship
between an individual’s test score and his/her job
performance.

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Key Elements for
Successful Predictors
Cut Scores Impact on Their Hiring
- Cut scores on a selection device can be determined by
validity studies. Applicants scoring below the cut score
are predicted to be unsuccessful on the job and are
rejected.

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Key Elements for
Successful Predictors
Validity Generalization
- This is a situation where a test may be valid for
screening applicants for a variety of jobs and
performance factors across many occupations.

- Through meta-analysis, researchers can determine

correlations that may exist among numerous variables,
and correct or adjust for any variances that may exist in
predictor-criterion relationships.

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 Selection From a
Global Perspective
- The selection criteria for international assignments are
broader in scope than those for domestic selection.

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 FinalThoughts: Excelling
at an Interview
Suggestions for making your interviews as an
applicant successful are:
● Do some homework on the company.
● Get a good night’s rest the night before.
● Dress appropriately.
● Arrive for the interview a few minutes early.
● Use a firm handshake.
● Maintain good eye contact.
● Take the opportunity to have practice interviews.
● Thank the interviewer at the end of the interview and
follow up with a thank you note.
 That's all, thank
you!

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