Selection process in human resource management for MBA

Selection

Why careful selection is important

• Performance

• Cost

• Legal Obligations

Basic testing concepts

• Reliability – stability of measurement over time

• Validity – measures what it is supposed to measure

How to validate a test

• Analyze the job

• Choose the tests

• Administer the test

• Relate test scores and criteria

• Cross validate and revalidate

Testing program guidelines

• Use tests as supplements

• Validate the tests

• Monitor your testing/selection program

• Keep accurate records

• Use a certified psychologist

• Manage test conditions

• Revalidate periodically

What tests do applicants like?

• Tests that are fair

• Good test practices

• Obviousness of the link of the test to the job

• Fairness in selection

Types of tests

• Tests of cognitive Ability

Intelligence tests

Specific cognitive abilities

Types of tests

• Motor and physical abilities

Types of tests

• Achievement tests

Types of tests

• Work samples and simulations

Types of tests

• Personality tests

What do the tests measure?

The big five: extraversion, emotional stability, agreeableness, conscientiousness, openness to experience

Do these tests predict performance?

Types of tests

• Assessment centers –

The in basket

Leaderless group discussion

Management games

Individual presentations

Objective tests

The interview

Effectiveness

Situational testing and video based situational testing

Background investigations

• Legal eligibility

• Dates of prior employment

• Education

• Identification

Background investigations

Legal dangers: Defamation, privacy

Making background checks more valuable:Include in application form signature authorizing background checksRely on telephone referencesPersistence and attentiveness paysCompare application to resumeAsk open ended questionsUse references of candidates to get further references

Medical exam

• Does applicant meet physical requirements?

• Medical limitations

• Baseline for future medical or insurance claims

Experiential exercise

• A test for a reservation clerk

Interviews

A selection interview is a selection procedure designed to predict future job performance on the applicants oral responses to oral inquiries.

Types of interviews

• Structured

• Unstructured

Types of interviews

Situational questions

Behavioral Questions

Types of interviews

Panel Interviews

Phone Interviews

Video/Web – assisted interviews

Ways to make the interview useful

• Structure the interview• Be careful what sort of traits you try to assess• Be aware of common interview errors:

First impressions Not clarifying what the job requiresContrast errorPressure to hireNon verbal behavior and impression managementEffect of personal characteristicsInterviewer behavior

Designing the Interview

• Analyze the job

• Rate the jobs main duties

• Create interview questions

• Create benchmark answers

• Appoint the interview panel and conduct interviews

Conducting an effective interview

• Make sure you know the job• Structure the interview: Base questions on actual job

duties, use job knowledge, situational or behavioral questions, use the same questions for all candidates, use descriptive rating scales

• Get organized• Establish rapport• Ask questions• Take brief unobtrusive notes• Close the interview• Review the interview

Do’s and Don’ts

Do’s Don’ts

Ask open ended questions Ask questions which a candidate can answer

Listen to candidates and encourage them to express thoughts clearly

Put words in the applicants mouth

Draw out the applicants and feelings by repeating the person’s last comment as a question

Interrogate the applicant as if the person is on trial

Ask for examples Monopolize the interview

Streamlined Interview Process

• Prepare for the interviewKnowledge and experienceMotivationIntellectual capacityPersonality factor• Formulate questions to ask in the interviewIntellectual factorMotivation factorPersonality factor• Conduct the interviewHave a planFollow the plan• Match the candidate to the job