SELECTION. SELECTION PROCESS BY WHICH AN ORGANIZATION CHOOSES PERSONS WHO BEST MEET THE SELECTION CRITERIA FOR THE POSITION AVAILABLE, CONSIDERING CURRENT.

SELECTIONSELECTION

SELECTIONSELECTION

• PROCESS BY WHICH AN ORGANIZATION CHOOSES PERSONS WHO BEST MEET THE SELECTION CRITERIA FOR THE POSITION AVAILABLE, CONSIDERING CURRENT ENVIRONMENTAL CONDITIONS

selectionselection

• Selection is the search for an optimal match between the job and the amount of any particular characteristic that an applicant may possess

Initial taskInitial task

• Developing and implementing an effective selection process for the organization

• to identify which objectives is most important for its circumstances

Environmental InfluencesEnvironmental Influences

• Size

• Complexity

• Technological volatility

• Attitude about internal hiring

• Employment laws and regulations

(Federal and state specific regulations)

Selection CriteriaSelection Criteria

• Understanding what criteria are essential for high performance

• The goal of any selection system is to determine KSAOs dictated by the job

• Capable of distinguishing characteristics that are needed at the time of hiring, systematically acquired during training and routinely developed once placed on the job

Categories of CriteriaCategories of Criteria

• Education

• Experience

• Physical characteristics

• Other personal characteristics

Formal EducationFormal Education

• High school level – basic reading, writing, arithmetic and interpersonal skills

• Particular area of expertise – accounting or management

• Certain institutions, GPAs, certain honoursCARE MUST BE TAKEN NOT TO SET STANDARDS HIGHER THAN ACTUALLY REQUIRED ON THE JOB

ExperienceExperience

• Indicators of future performance

• Rational basis for relevant experience

Example: 5 years of accounting experience

- auditor for another organization

- a tax specialist for the organization

Physical CharacteristicsPhysical Characteristics

• Taller man

• Fight attendants/receptionists

• Visual acuity

Job must involve tasks that require those characteristics

Personal Characteristics and PersonalityPersonal Characteristics and Personality

• Marital status, sex, age• Certain aptitudes spatial relations aptitude

for flying, • Outgoing personality- sales people,

caseworkers and who work with public.• Emotional stability, extroversion, openness

to experience, agreeableness, conscientiousness etc certainly necessary for high performance for that job

Reliability and ValidityReliability and ValidityTechniques for assessing selection criteria• Application blanks• Interviews• Psychological tests of aptitude and

personality• Work sample test for present skills• Physical and medical test• Reference checks

Reliability

Are the results of our selection measures consistent, dependable, and stable?

Methods of estimating reliability:

1. Test-Retest

2. Parallel (Equivalent) Forms

3. Internal Consistency

Reliability: Are the results of our selection measures consistent, dependable, and stable?

Validity: Does the test measure what it is supposed to measure?

Validation strategies:

1. Criterion-Related Validity -- What is the statistical relationship between test scores and criterion scores?

2. Content Validity -- What is the overlap between the content of the job and the content of the selection measure?

3. Construct Validity -- Is our selection device measuring the underlying factor (trait) which we claim to be measuring?

Most Commonly Used Selection Techniques

1. Application Forms

2. References and Background Checks

3. Life-History Information

4. Interviews

5. Ability Tests

6. Job Knowledge Tests, Work Samples, and Job Tryouts

7. Physical and Physiological Requirements

8. Personality, Honesty, and Graphology Tests

Selection Interviews

Warning! Unstructured Interviews Can Be Hazardous To Your (Organization’s) Health!!!

Three Approaches to Structuring Interviews:

1. Behavior Description Interview -- focus on past behavior

2. Situational Interview -- focus on intentions using hypothetical job-related situations

3. Comprehensive Structured Interview -- questions cover situational, job knowledge work sample, and worker requirement issues

Selection Test Validity

Best

• Work Samples

• Structured Interviews

• Cognitive Ability Tests

• Job Knowledge Tests

• Assessment Centers

Selection Test Validity

Moderate

• Biodata/Weighted App. Blank

• Reference Checks

• Unstructured Interviews

• Personality Tests

• Honesty Tests

Selection Test Validity

Poor

• Polygraph Tests

• Handwriting Analysis

Selection Test Usage

Highest Usage

• Unstructured Interviews

• Reference Checks

• Work Samples

• Medical Exams

Selection Test Usage

Moderate Usage

• Structured Interviews

• Cognitive Ability Tests

• Job Knowledge Tests

• Biodata

• Honesty Tests

Selection Test Usage

Lowest Usage

• Personality Tests

• Assessment Centers

Selection of ManagersSelection of Managers

• Assessment centers – 2.5 days• Management simulation or game playing• Verbal and numerical test• Motivation and career goals• Small group discussion• Individual decision making exercise• In-basket exercise• Role playing• Group problem solving• Individual case analysis and presentation• Peer rating

Cost benefit analysis Cost benefit analysis for selection techniquesfor selection techniques

statistical utilitystatistical utility

organizational utilityorganizational utility