Topic

Selection

LEARNING OUTCOMES
By the end of this topic, you should be able to:
1.

Define the term selection and explain the importance of the process;

2.

Explain the basic concepts of selection test, i.e. validity and reliability;

3.

Explain the types and methods of interview that may be used and
problems; and

4.

Describe the importance of background and reference check on

applicant.

INTRODUCTION
So far, we have discussed how a company may estimate the number of
employees it requires through human resource planning and ways to attract
candidates to apply to the organisation. In this topic, we will discuss how an
organisation selects the best individual for the job.
We will begin this topic by discussing what is selection and why selecting a
candidate is important. Then, we will examine each step in the selection process.
We will also discuss the types of selection tests. Finally, we will discuss the types
and methods of interviews that may be used and the reasons why a background
and reference check is carried out.

5.1

SELECTION: MATCH INDIVIDUAL WITH

JOB
SELF-CHECK 5.1

Why selection is considered as an important process for an

organisation?

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The next step for an organisation, after successfully attracting suitable candidates,
is to select the most qualified individual for the job. Selection is the process of
choosing the most suitable individual from a group of candidates applying for a
job in an organisation. It involves shortlisting from the pool of candidates by
using tools such as selection, background checks, and references to determine the
suitability of the candidate.
There is a close relationship between the selection process and recruitment. When
a selection process fails to attract qualified candidates, the organisation has no
alternative but to choose a lesser qualified candidate. The selection process
essentially is an important process and the most difficult. When an organisation
recruits a new employee and the employee resigns or is terminated because he is
unsuitable for the job, the company has to incur a huge loss because the process
in taking a new staff requires a repeat of the recruitment process and selection
along with the training that goes with it.
Indirectly, the image and good name of the company will be compromised when
a new employee is terminated due to his unsuitability to perform the job and
subsequently tarnished the image of the company. The selection process is also
important because recruiting employees who are not qualified will cause a high
turnover of staff and will hamper the operations of the organisation. Besides that,
if an organisation has a large number of employees who are mediocre or
underachievers, the organisation will not succeed even though there is in place a
good organisational plan, a perfect structure and a tight organisational control.
In this proceeding topic, we will see the selection process, the interviews, and the
perusal of the received application forms along with their personal information.
Subsequently, we will discuss the selection tests, the various kinds of interviews
and interview methods. Finally, we will discuss the importance of doing a
background and reference check on the applicant.

5.2

SELECTION PROCESS

Figure 5.1 shows the steps in the selection process. The selection process begins
with an initial screening; a curriculum vitae that is sent to the department of
human resource will be checked to determine the suitability of the candidate.
Normally, a human resource officer will use job specifications to help review the
curriculum vitae received. Apart from helping to identify the competency of the
individual who is needed to successfully perform a job, job specifications may
also be used to differentiate qualified from non-qualified candidates. A candidate
without skills, knowledge, and ability will be rejected. Suitable candidates will be
called for a preliminary interview and asked to fill in a job application form.
Then, they have to undergo selection tests. If they pass these tests, they will be

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called for the job interview. The human resource officer will check the reference
and background of the candidates. A successful candidate will receive a letter of
offer and is required to undergo the medical examination. Normally, the job offer
is given after the candidate passes the medical examination. A candidate who
passes the medical examination will be employed by the organisation. Not all
candidates will go through the steps shown in Figure 5.1. Some candidates are
eliminated after the preliminary interview and some after sitting for the selection
tests.
Every step in the selection process is important because it provides information
on the suitability of the candidate to assume the job vacancy. Only those who
pass one level will be allowed to continue to the next level. If the selection
process is well conducted, the chance to employ a qualified and suitable
candidate is higher. It also saves time as unsuitable candidates will be rejected
earlier.
The number of steps and its sequence in the selection process is not only different
among organisations but also among the types and job levels to be filled. For
example to fill the position of a manager, a candidate may be required to sit for a
selection interview and attend several levels of interviews to evaluate his
suitability. Apart from that, a detailed background check will be done to confirm
his experience and capability. For the post of clerk, a candidate might be required
to undergo only a short interview and a typing skill test. For production worker,
the selection process is very brief and is done in an open interview.
In the proceeding topic, we will discuss in detail the levels in the selection
process.

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Figure 5.1: The selection process

5.3

SCREENING APPLICANT

Normally job applicants will send their curriculum vitae when applying for a job
in a company. A curriculum vitae is a usually used by job applicant to show their
qualifications. If the selection process receives good response, an organisation
will have a lot of applicants for the vacancy. The main purpose of screening an
applicant is to ensure that they required knowledge and skills for the job. The
manager or officer of Human Resource who screens applicants normally use the
job specification as a guide to determine the skills, knowledge, and ability
required for the job. A candidate who does not meet the requirements of the job
will be rejected at this level.

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PRELIMINARY INTERVIEW

After an application is screened and short-listed, the candidates who meet the
requirements of the company will be called for a preliminary interview. The
interview gives the applicant an opportunity to evaluate the job conditions,
location and career advancement opportunities in the organisation. Preliminary
interview allows the interviewer to obtain further information on the applicant
that is not found in the curriculum vitae. This approach is called visual screening.
Even if candidates have submitted their curriculum vitae, they still have to fill the
application form in the preliminary interview. Most companies require
candidates to fill the application form because it is a fast and systematic way to
get information from candidates. An application form usually contains the post
applied for, date of application, personal biodata, academic qualifications,
working experience, other information such as whether the applicant has been
convicted of crime or sent to prison, and reference.
The uses of application form include:
(a)

To give information to determine whether a candidate fulfils the minimal

needs in terms of experience, education and skills. This information cannot
be obtained from the curriculum vitae;

(b)

To test the ability of a candidate to spell, write clearly and answer questions
correctly. The handwriting is said to reflect the character of the individual;

(c)

To interpret career potential from the information provided by the

candidate. For example, the information on the candidates favourite school
subject and dislikes may show his potential to successfully perform the job;

(d)

When a candidate is employed in an organisation, his application form

becomes his permanent and individual record that may be used as future
reference when the organisation needs this information; and

(e)

As a source of reference check.

After filling an application, the candidate is called for an interview. The
information provided in the form will be the basis of the interview. The
interviewer may need further information or clarification on the
information. Additional questions on the needs of the job will be asked. For
example, a job may require the applicant to work in rural areas. If a
candidate cant commit himself to do so, further discussion will be useless.
Information obtained from the application form and preliminary interview
will be combined and compared with the job specification to determine
whether the candidate suits the needs of the organisation. Only candidates

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who pass this level will be called for the selection test. Consequently, the
preliminary interview may be used to screen applicants. When a candidate
is found to be unsuitable, he must be informed of the reasons why he is
rejected.

5.5

SELECTION TESTS

Although employers usually use interviews to forecast and evaluate the skills
and ability of a candidate, the selection test can also be used for a more accurate
forecast and evaluation. A selection test is an objective and fixed behavioural
guideline to measure knowledge, skills, ability, and other characteristics of an
individual. It is simple test, such as typing skill for a clerk, driving test for a lorry
driver or a combination of several tests to select the most qualified individual for
a managerial post.
Since a selection test is used to help a manager to make selections, it is important
to have a well deigned test. Only a good test can be an accurate and reliable
method to select qualified candidates from a pool of applicants. A well designed
selection test should have the following characteristics:
(a)

Standardisation
Standardisation refers to the uniformity in conditions and procedures while
administrating a test. A performance comparison test done on candidates
must be fair throughout, and all candidates must take the test in the same or
almost similar conditions. For example, instructions and the time allocated
must be consistent and under the same physical environment. When a
candidate takes the test in a noisy room and other candidate in a quiet
atmosphere, different results will be obtained. This difference may influence
their performance.

(b)

Objectivity
Objectivity in a test may be attained if all interviewers give the same scores
or marks for the same test. Multiple choice and true-false questionnaires are
said to be objective because it only provides one correct answer. An
individual who sits for the objective test chooses either a right or wrong
answer.

(c)

Norm
Norm is a reference to compare the performance of each individual. It
reflects the distribution of marks obtained by other individuals who were
tested.

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(d)

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Reliability
Another important characteristic of a selection test is reliability. Reliability
refers to how far the selection gives the same or fixed results when
repeated. In other words, if an individual takes the tests in January and
once again in March, the results obtained must be the same. Even when
there is a disparity, it should be caused by the different conditions and
candidates who sat for the test and not because the test is faulty.
A test given to the same individual within a gap of a few days and shows
various results is considered unreliable. A selection test may only be used
when the result is reliable.

(e)

Validity
The validation test answers the question Does this test measure what it is
supposed to measure? In staff selection, validity refers to how far a test
forecasts the future work performances of a candidate. In job testing, there
are three methods to validate a selection test; criterion based validation,
content validation and conduct validation.
(i)

Criterion based validation is determined by comparing the marks

obtained in a selection test against a sample of job performance
appraisal, valid production record, and other successful
measurements applicable to every type of job. For example, in sales,
the figure is normally used as a foundation for comparison. In
production, the quantity and quality of output might be the best
criteria for a job performance.
To show criterion based validation is to show that the candidates who
obtain good results in a test will perform well in their job and those
who fail will not perform well.

(ii)

A test is said to have content validation if it contains duties and skills

required for the job. It is a method of validation test where a candidate
is asked to perform a particular duty in the job. For example, a typing
test for candidates who apply for the post of a clerk is a test that has
content validation.

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(iii) Conduct validation is a method of test validation that determines

whether a test measures the characteristics or features considered
important to perform a job. For example, if a work requires teamwork
among employees, the test will be used to measure the candidates
ability to work in a group.

5.6

TYPES OF SELECTION TEST

There are several types of selection test; to measure cognitive (mental)

competency, psychomotor competency, behaviour, interest or achievement.

5.6.1

Cognitive Competency Test

Cognitive competency test is a test that measures the skills of an individual to

learn and perform a job. It tests the general reasoning skills, vocabulary, speech
fluency and skill with numbers. Examples of cognitive competency test are
intelligence test, and intelligence tendency test.
(a)

Intelligence test (IQ test) is a test that measures the general intellectual
competency. It does not only measure ones intelligence competency but
also skills like memory and skill with numbers and vocabulary. This test is
an excellent performance predictor for a large number of occupations.

(b)

Intelligence tendency test or specific cognitive test measures specific mental

ability like inductive and deductive reasoning, oral comprehension,
memory, and skill with numbers. Specific cognitive test is also known as
intelligence tendency test because it measures the ones intelligence
tendency towards the job. For example, a candidate who applies for a job as
a teacher in public sector is required to take the intelligence tendency test to
determine whether he possesses the intelligence tendency to become a
teacher.

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Psychomotor Competency Test

A psychomotor competency test measures the strength, movement adaptation

and agility. The motor skills to be tested include dexterity of fingers, ability to
work rapidly using hands, agility of the hand and reaction time. The
psychomotor competency test is usually applied to test employees in the
installation division.

5.6.3

Job Knowledge Test

The job knowledge test measures the candidates level of understanding about
the job. Job knowledge test can be designed specifically for a job, based on the
information obtained from the job analysis.

5.6.4

Job Simulation (Work Sample Test)

Simulation or work sample test measures how a candidate performs a part of the
work in the job. The work sample test simulates the exact condition and work to
be done in the job. It enables an employer to see his prospective employee doing
the work. For example, if an individual is employed for a position that requires
him to train the employees in the company, he is required to make a presentation.
The work sample test gives a clear picture on the ability and skills of the
candidate. It is considered to have a content validation and gives a high forecast
validation. It is reliable, cheap, valid, and acceptable to candidates.

5.6.5

Situational Test

If competency cognitive test measures the mental capabilities, the situational test
measures ones characters and attributes. It is used to identify highly motivated
individuals who are flexible and able to work in a group. Some companies use
this test to classify the types of conduct.
A situational test is the most difficult test to evaluate and be used. It is expensive
to design and only qualified testers can evaluate the test. An expert must analyse
the reaction of a candidate and summarise his conduct. The use of this test in the
selection process depends on the assumption that there is a relatiopnship
between the conduct that may be measured with the success of performing the
job. Although the forecast validity for a situational test is low, a better forecast on
a job performance may be obtained if it is used together with the cognitive
competency test.

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71

JOB INTERVIEWS

An organisation rarely recruit employees without interviewing them. Normally,

only candidates who passed the selection tests will be called for a job interview.
They will be referred to the department where the vacancy exists. The manager or
supervisor who makes the final decision will interview them.
Interview is a non-formal conversation to evaluate the knowledge, skills and
ability of a candidate and to provide the candidate with the information on the
organisation and the vacancy. The aim of the interview is to evaluate the
candidates communication skill, to analyse his background and to see if there are
any important characteristics that enable him to perform the job successfully. The
interview may be conducted by a member of a workgroup or other person,
depending on the type of job offered. Although the effectiveness of an interview
is not certain, it is still a popular method employed as a selection tool because:
(a)

It is a practical method for a small number of candidates;

(b)

It is believed that the personality and ability of a person can be evaluated by

meeting and talking to him; and

(c)

An interview has the same function as public relations.

However, interviews have problems such as an individuals subjectivity and

tendencies. When we meet someone for the first time, we have the tendency to
evaluate him based on prior information on him and our first impression. We will
discuss the factors that undermine the effectiveness of an interview in detail in
the following topics.

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Planning an Interview
ACTIVITY 5.1

Although interviews have a lot of weaknesses, it is considered the most

popular method in the selection process. Provide your reason and
discuss it in the myVLE forum.
An effective interview must be well planned. It must be held in a private room
with the least interference. The interviewer must be friendly and be able to
communicate and to listen attentively. Before interviewing, he must study the
applicants curriculum vitae and note his weaknesses/strength and any doubts
that may arise. He must study the job specification and start the interview with a
clear picture of the candidates attributes in mind. Use the structured type of
interview if possible, i.e. to ask questions related to the needs of the job. At least,
list down the questions before conducting an interview.

5.7.2

Types of Interview

There are several types of interview, as shown in Figure 5.2:

Figure 5.2: Types of interviews

(a)

Structured Interview
A structured interview consists of a series of questions related to the job and
each question has a fixed answer. The interviewer will ask each candidate
the same questions and the answers will be evaluated based on the
predetermined answers and the suitability of the content. Asking the same
questions will form a basis to evaluate the candidates. The three questions
normally asked in a structured interview are:
(i)

Situational questions, these are the questions that try to get the
candidates reaction towards a specific work situation. Example: you

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are loading the car and ready to go for a holiday with your family
when you realise you have an appointment with a client that morning,
what will you do?
(ii)

Job knowledge questions evaluate whether the candidate has the basic
knowledge required to perform the job.

(iii) Employees work requirement questions evaluate the commitment of

a candidate to carry out the job in certain situation. Example: in our
business, there are time when we will be very busy, especially when
we are having our sales exhibitions. How would you feel towards
working overtime?
Other features of a structured interview questions are they are based on job
analysis, additional questions are restricted (to ensure that interviewers will
only ask the same questions), a lot of questions is asked and the candidate is
allowed to ask questions only at the end of the interview.
A structured interview will provide the types of information required to
make appropriate decisions because all questions asked are job-related. It
also helps interviewers who are uncomfortable with the process to ask
questions and conduct the interview effectively. Since an interview is a
subjective process, a structured interview will reduce the subjectivity and
increase consistency among candidates. However, a structured interview is
inflexible and does not allow interviewers to ask further questions on the
candidates answers that attract the interviewer. To avoid this problem, the
non-structured interview is adopted.
(b)

Non-structured Interview
In a non-structured interview, the interviewer will ask questions that
crosses his mind. Unlike the structured interview, in this interview the
questions asked dont have any format and there is no guideline to evaluate
the answers. The questions asked may be different for each candidate.
Further questions are asked based on the candidates answer. This type of
interview gives freedom to the candidate to decide the direction of the
discussion and they are encouraged to talk as much. The interviewer may
ask an open-ended question such as tell us about your experience in your
last job and allows the candidate the freedom to talk without interruption.
In a non-structured interview, the interviewer will generally listen to the
answers attentively, without disputing, disturbing or changing the topic of
the discussion abruptly. Further questions will be asked to allow the

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candidate to elaborate their answers. Therefore, a non-structured interview

takes more time than a structured interview.
The freedom given to candidates help in understanding the feeling or
behaviour of the candidate, that is not apparent in a structured interview.
However, since the direction of the discussion is decided by the candidate
and different information are obtained from different candidates, validation
and reliability in a non-structured interview is poor.

ACTIVITY 5.2
Differentiate between the structured and non-structured interviews in
your own words. Find some examples of both types of interview from
your organisation or the Internet.
(c)

Behavioural Description Interview

A behavioural description interview is essentially a form of structured
interview that uses questions to understand the candidates past behaviour
in a situation. It emphasises the work incidents that have happened to the
candidate. In this interview, a candidate will be asked the actions that have
been taken by him in a given situation. The questions asked are carefully
selected so that it is related to a successful performance of the job. Answers
will be provided for every chosen situation. The answers are obtained from
successful workers behaviour and used to evaluate the candidates
answers. For example, a candidate might be asked such question: Explain
how you will make an important decision without having any required
information, This method is based on critical incident job analysis method
and assumes that past performance is a good predictor for future
performance, i.e. How a candidate reacted in the past will reflect how he
will react in the future.

(d)

Situational Interview
Another variation in structured interview is situational interview. It is an
interview that tests the candidates behaviour in a given situation. Unlike
behavioural description interview, the questions asked in situational
interview are based on incidents that are assumed. The situational interview
focuses on the ability of an individual to show how they will behave in a
situation. For example for the post of supervisor, a candidate will be asked
the types of action to be taken when a worker is consistently late for 3 days.
The candidates answers will be evaluated and compared to the
predetermined answers.

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CONDUCTING AN INTERVIEW

There are several ways to conduct a job interview, the methods used include:

One to one interview

Panel/board interview

Group interview

Computer interview

Pressure interview

(i)

One to One Interview

A one to one interview is the most common method used. In this interview,
the candidate meets the interviewer and an oral question and answer
session will be conducted.

(ii)

Panel/Board Interview
A board interview means that a panel of interviewers will interview a
candidate. In a Board Interview, a candidate will be normally interviewed
by 3 or 4 interviewers. At the end of the interview, all interviewers will
discuss their observation and agree on the suitability of the candidate. This
interview is more valid than the one-to-one interview since more than one
opinion can be obtained, better decision is made and the time for decision
making is shorter.

(iii) Group Interview

In a group interview, a panel of interviewers interview several candidates
simultaneously. Normally, in a group interview, the panel will put forward
a problem to be solved and each candidate in the group will take turns to
provide answers to the problem. This method is very useful and time
saving for busy officers.
(iv) Computer Interview
With the advancement in information technology, more organisations use
computer and internet to assist them in the interview process. Normally in a
computer interview, a candidate is required to answer a series of multiple
choice questions (75 to 125 questions). For example, the question for the
post of a salesperson may be as follows:
How does your supervisor evaluate the performance of your customer
service?
A. Very good

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B.
C.
D.
E.

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Good
Average
Not good
Poor

The candidates answers will then be compared to the answers provided by

another candidates or to an assumed ideal response. Computer interview is
usually performed to reject unacceptable candidates and to choose those
who will proceed to the subsequent face-to-face interview. In computer
interview, impression based on appearance can be avoided. However, some
candidates think that the prospective employer is impersonal.

ACTIVITY 5.3
Provide types of job and suitable time to carry out computer based
interview. Check your answer with your tutor in a class or myVLE
forum.
(v)

Pressure Interview
Pressure interview is an interview in which candidate are asked impolite
questions to make them uncomfortable. The aim of this method is to
identify oversensitive candidates and whether they can tolerate a high level
of stress. This information is useful when a job requires candidates with
high stress-tolerance level.

5.9 FACTORS THAT UNDERMINE THE

EFFECTIVENESS OF AN INTERVIEW
In this topic, we will look at the factors that may influence the effectiveness of an
interview and it is used as a candidate selection tool.
(a)

Comparison Effect
Comparison effect is an error in judgement caused after interviewing
exceptionally good candidates or very weak candidates before the next
interview takes place. For example, it happens to an interviewer who has
interviewed several less qualified candidates and followed by an interview
with an average candidate. In comparison, the latter will look more
qualified than he actually is.

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(b)

Halo Effect
The halo effect happens when an interviewer allows one or several personal
characteristics to influence the overall perception of candidates. The
interviewer will assume one factor as extremely important and give an
overall good or bad evaluation based on that factor. For example, an
interviewer who gives very high evaluation for cleanliness may give low
evaluation to untidy or unattractive candidate. Directly or indirectly, the
interviewer let his evaluation on the cleanliness of the candidate to
influence his overall evaluation and gives him low marks.

(c)

Central Tendency Effect

The central tendency effect happens when an interviewer refuse to give
very high or very low evaluation to a candidate. In this situation, all
candidates will be evaluated as average. When an interviewer evaluates all
candidates as average, they failed to differentiate between really good and
weak candidates.

5.10

VERIFYING THE INFORMATION

PROVIDED BY CANDIDATES

Most employers will review and verify the information on the candidates
background. Reference and background checks may give further information and
insights to the information provided by the candidate and allows the verification
of the information. The purpose of reference and background checks is to confirm
the accuracy of the information provided by the candidate, and to find out about
any doubtful background information such as criminal records, suspension of
drivers license etc. Reference check and/or with background check is said to be a
part of the screening process to reject candidates who give false information in
the application form. This also employees to check candidates who have criminal
records for offences that are directly related to the job application.
For the purpose of reference and background checks, candidates are required to
give a reference that may give further information about them.
Reference and background checks may be done through telephone or mail.
Generally, a reference check through telephone is more frequently used because
it saves time, the information can be obtained immediately, and the answers
given are sincere. Normally the supervisor is the best individual to give the
information on the work habits and performance of a candidate.
If background checks are done thoroughly, it can contribute to a high turnover,
white-collar crimes and theft by employees. Thus, by doing a background check,

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an organisation can get valuable information on the conduct and habit of a

candidate.
A company can also verify the accuracy of the information by giving the
candidate a polygraph test with the aim to confirm or reject the information
given. Polygraph tests or a lie detector measures the changes in repository, blood
pressure and pulse of the individual being questioned. An examiner will pose
some questions and the candidate should either answer yes or no. Questions
asked cover various topics such as whether he is a drug addict, has he ever steal
anything from his employers or whether he has ever committed a serious crime
without being detected. However, the polygraph test is not widely used as a
selection tool in organisations in Malaysia.

ACTIVITY 5.4
Explain three mistakes often made in an interview. What are your
suggestions to avoid these mistakes? Compare your answer with your
friends in the myVLE forum.

5.11

SELECTION DECISION

The most important step in a selection process is the decision to accept or reject
the candidate. The final selection will be made based on the candidates who
passed each selection level following the background checks, after the selection
test and after the interview information have been evaluated. Although, the
Human Resource Officer is involved at every level of the selection process, the
manager responsible for the performance of the new employee will make the
final decision.
Once the results of the job offer have been made, the next step in selection process
requires the candidate to have a medical examination. A job offer usually
depends on the results of the medical examination. This is the last step in
selection process because it incurs high cost.
There are few reasons why a medical examination is done. It is not only used to
determine whether the candidate passes the physical requirements of the position
but also to detect any medical limitations that should be taken into consideration
in the placement of the candidate. It is also a record and basis of the candidates
health for insurance purposes or insurance remuneration claims. Apart from that,
it may also be used to identify health problems, to reduce absenteeism and to
detect illnesses unknown to the candidate. A candidate is required to undergo
medical examination at the companys panel clinic.

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NOTIFICATION OF DECISIONS TO
CANDIDATES

In a large organisation, the Human Resource Department notifies the candidates

of the results and job offers. If the results of the medical examination are still
unknown, a conditional offer is made provided that the candidate passes his
medical examination. If the candidate is still working elsewhere, he is required to
give a 2 to 4 weeks notice of resignation.
In some organisations, particularly smaller companies, only successful candidates
are informed. However, unsuccessful candidates should also be informed of the
results. This is not only considerate but also portrays good image to the public.
Usually, the Human Resource Department gives the notification of failure
through letters.

ACTIVITY 5.5
Explain whether it is important to choose a candidate based on their
values besides the normal criteria such as experience and skills. Use the
Internet for more information on the related topics.

In this topic, you have studied what is meant by selection and why it is
important for an organisation to perform a proper selection process.

After reading this topic, you should be able to describe the features of a
perfect selection test process and its concepts such as validity and reliability.

You should be able to conduct an effective interview and able to differentiate

the types of interview that can be used.

Finally, we have also discussed the methods in verifying the information

given by candidates, medical examination, and notice of decision to
candidates.

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Board interview

Criterion based validation

Central tendency effect

Halo effect

Comparison effect

Situational test

Conduct validation

Work sample test

Content validation

1.

Read each statement carefully. Then, match them with the terminology
given below. Write the letters that represent the correct answer in the given
space.
Answer

Statement
A frequently used method by job seekers to show their
qualifications.
A process to choose the most suitable candidate from a pool of
candidates for a vacancy in an organisation.
A selection test criteria that refers to the uniformity in condition
and procedure of the selection.
An important selection test attribute that refers to how far the
selection test gives the same or consistent results when repeated.
An important selection test attribute that refers to how good the
test accurately forecast the future work performance of a
candidate.
A test that measures an individuals skills to learn and carry out
a job.
A selection test designed to measure a candidates skill in
understanding a job.
A selection test that measures the strength, movementadaptation and agility of a candidate.

TOPIC 5

SELECTION

81

(a)
(b)
(c)
(d)
(e)
(f)
(g)
(h)

Psychomotor Skill Test

Validity
Trustworthiness
Cognitive Competence Test
Work Knowledge Test
Standardisation
Selection
Curriculum Vitae

2.

Fill in the blanks for each statement by selecting an appropriate answer

from those given in the boxes below:
Situational interview

Non structured interview

Central tendency

Board interview

Behavioural question
interview

Halo effect

(a)

_________________is a formal conversation aimed to evaluate the

knowledge, skills and ability of a candidate and to inform the candidate
about the organisation and vacancy in the organisation.

(b)

_________________is an interview in which candidates are asked how they

will behave in a given situation.

(c)

_________________are questions that try to get the reactions of candidates

in certain working conditions.

(d)

In _________________ the interviewer will ask impromptu questions that

cross his mind. In this interview, the questions asked have no specific
format or guideline to evaluate the quality of the questions.

(e)

The type of interview carried out by a panel of interviewers is called

_________________.

(f)

One of the factors that may reduce the effectiveness of an interview is

_________________when an interviewer allows the characteristics of an
individual to influence his overall perception of the candidate.

(g)

The _________________ is also one of the problems in interview where the

interviewer refuses to give a high or too low evaluation to a candidate. In
this situation, all candidates will be evaluated as average.