Selection: Human Resource Management: Text and Cases Sharon Pande and Swapnalekha Basak

Chapter 5
Selection
Human Resource Management: Text and Cases
Sharon Pande and Swapnalekha Basak
Copyright 2012 Dorling Kindersley (India) Pvt. Ltd.
.. they first got the right people on the bus and then figured out where to drive it!
- Jim Collins (Good to Great)
Defining Selection
Selection is a process of choosing one candidate from a list of candidates for the desired role and level in the organization.
Difference Between Recruitment and Selection

Recruitment The process of recruitment commences from the time the manpower request is raised. It is a process of sourcing and searching candidates to suit a particular role.
Selection The process of selection ends once the offer letter is released to the candidate. Series of screening steps which helps in the elimination of the candidates that may not be suitable and thereby short listing the suitable ones.
The objective is to create a talent pool of candidates.
The objective of a selection process is to select the right candidates.
Importance of Employee Selection

Firstly, bad selection is too expensive to be taken lightly. Direct costs: Associated with filling open positions, like advertisements, search fee, etc. Indirect costs: Associated with losing employees like recruitment cost, training cost, etc. Secondly, employees that have been chosen carefully and with the right set of skill set and attitude will achieve high deliverables.
Selection Process
Copyright 2012 Dorling Kindersley (India) Pvt. Ltd. Human Resource Management: Text and Cases Sharon Pande and Swapnalekha Basak
Understanding the Selection Process

Prospective candidate. Preliminary interview and employee application form. Review of shortlisted applications. Employment interviews. Selection decision. Pre-employment screening, background and reference checks. Pre-employment medical examination. Offer letter.
What do Selection Methods Assess?

Copyright 2012 Dorling Kindersley (India) Pvt. Ltd. Human Resource Management: Text and Cases Sharon Pande and Swapnalekha Basak
Selection Methods
Resume and application form Interviews Ability tests Personality tests Simulation exercise
Employee Application Forms

A filled in application form helps the selection process with four types of information: The applicants education and experience with a job which are often the basic requirements to be looked at the beginning of the selection process. The applicants progress and growth in their career can be used to predict the probability of their growth, if given an opportunity in the future. The applicants moves in their previous jobs can be used to predict their stability. The fact that with mergers and restructuring of businesses, nothing conclusive can be said about a candidates stability, hence, the data should be interpreted cautiously. Some of the details in the application form can also help in predicting the likelihood of a candidate succeeding at the job.
Human Resource Management: Text and Cases Sharon Pande and Swapnalekha Basak
Interview
Employment interview It is a discussion between the interviewer and the interviewee for the selection of a candidate for a specific role in the organization. Best practices for effective interview Interview preparation Interview content Interviewees expectations
Types of Interviews
Unstructured interviews: They do not follow a pre-decided order. Structured interviews: They follow a pre-decided order. Exploratory interviews are discussions and investigations of possibilities of employment. Directive interviews use preset questions and follow a fixed pattern. Meandering interviews: The interviewer moves from topic
to topic not following a straight line of enquiry.

Contd
Types of Interviews
Stress interviews: They make the candidate feel stressed to assess their capability to handle uncomfortable situations. Telephonic interview: An interview which is conducted over phone is known as a telephonic interview. Video conferencing: Interviews are those interviews which use videophone and video-conferencing facilities. Personal interview: The candidate meets one-on-one with an interviewer. Panel interviews: It involves two or more interviewers, interviewing the candidates.
Contd
Types of Interviews
Peer interviews: The candidates potential peers (colleagues and team members) meet and have an informal discussion with them.
Group
interviews:
Many
candidates
are
interviewed typical
together.
Situational interview: Candidates are given situations faced on the job and they are assessed on how they would handle the situations.
Behavioural interviews: They use the past behaviour to

predict the future behaviour of the candidate.
Structure of a B. E. I.
The Behavioural Event Interview follows a structure: Introduction To develop satisfactory initial rapport with the interviewee. To set clear expectations about the process and scope of the interviewing. To reduce the anxiety of the interviewee, so that they can provide the details sought in the interview.
Contd
Trigger To make the candidate recollect the critical event among the events coming to their mind. To judge whether the event has the characteristics of the event solicited by the trigger. To give an opportunity to the candidate to change the event, if in the opinion of the interviewer/panelists, the event does not meet the characteristics sought by the
trigger.
Contd
Structure of the event To get a clear outline of the event that the interviewee is going to speak about. To get from the interviewee, the start of the event for
them or their involvement in the event and the end of the

event or the end of their involvement. To divide the event into logical/critical and chronological substages between the start and the end of the event.
To create the skeleton for probing.

Contd
Probing and details of the event To get the details of the event. To understand the nature of the interviewees involvement in the event. To probe the thoughts, feeling and actions of the interviewee during the course of the event. To live the event with the interviewee. Closure of the interview To give an opportunity to the interviewee to add anything related to the event that has been missed out. To thank the interviewee and to close the interview.
Characteristics of Tests VORNS

Copyright 2012 Dorling Kindersley (India) Pvt. Ltd. Sharon Pande and Swapnalekha Basak
Standardization Objectivity Norms Reliability Validity
Standardization
If the test is to be administered to a candidate pool and selection depends on the performance in the test, then it is fair that all candidates attempt it in the same environment with the same constraints. Hence, it is important that elements of a test should be standardized. This would mean that conditions under which the test is taken should be same all across administration of the test.
Objectivity
An objective test is one in which the scoring of the answers to the test is done in a standard manner with no room for subjectivity.
Norms
A norm is a frame of reference for comparing an applicants performance with that of others. A norm reflects the distribution of many scores obtained by people similar to the applicant being tested.
Reliability
It is the extent to which a selection test provides consistent results. A reliable test is one that yields consistent scores when a person takes two alternate forms of the test of when they take the same test on two or more difference occasions.
There are different types of reliability: Testretest Internal consistency Parallel forms Split half
Contd
Reliability
Testretest reliability It is concerned with the stability of test scores over a period of time. It involves administering the test to the same individuals on two or more separate occasions, normally a few weeks or months apart. The results that have been obtained on the two occasions must be consistent. Internal consistency This is concerned with the idea that all the items within a test should be measuring the same thing and therefore should be correlated with each other.
Contd
Reliability
Parallel forms This is the ability of a test to measure the same way as another test designed to the score of the remaining half to test the reliability measure the same construct. In most cases two versions of the same test will be produced, they should be highly correlated. Split half The test is divided into two halves and marks are scored separately, and the score of one half of test is compared.
Validity
Any test must be valid and it is a mandatory requirement. Validity is the extent to which a test measures what it claims to measure. If a test cannot indicate the ability to perform the job, it has no value. There are different types of validity: Face validity Criterion-related validity Content validity Construct validity
Contd
Validity
Face validity: It answers the question, does this test measure what it is intended to measure? Essentially, researchers are simply taking the validity of the test at face value by looking at whether a test appears to measure the target variable. Criterion-related validity: A test is said to have criterionrelated validity, when the test has demonstrated its effectiveness in predicting criterion or indicators of a construct.
Contd
Validity
Content validity: When a test has content validity, the items on the test represent the entire range of possible items the test should cover. Construct validity: It is a test validation method that determines whether a test measures certain constructs or traits that job analysis finds to be important in performing a job.
Types of Employment Tests

Employment tests can be broadly classified into two groups: Ability tests: These are designed to test a wide range of abilities. Organizations would use those tests which would test the knowledge, skill and ability required for the job. For e.g. cognitive tests, intelligence tests, aptitude tests, psychomotor abilities tests, job knowledge tests, work sample tests, etc. Personality tests: These are aimed to assess aspects of a candidates personality. Therefore, there is nothing good or bad, correct or incorrect in these tests. These tests are used to evaluate the fitment of a person with the job or the organization. Some of the personality tests are: Big five model, Raymond Cattells 16 personality factors, Myers Briggs test indicator.
Unique Forms of Testing

Genetic testing Graphoanalysis Polygraph tests Online testing Video-based situational testing
Assessment Centres
Assessment centers typically involve the participants completing a range of exercises, which simulate the activities carried out in the target job. Types of assessment exercises: In-tray or in-basket exercise Presentation Leaderless group discussion Role play Presentations Case study Simulations Psychological inventory 360-degree feedback

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Chapter 5

Human Resource Management: Text and Cases

Sharon Pande and Swapnalekha Basak

Copyright 2012 Dorling Kindersley (India) Pvt. Ltd.

Human Resource Management: Text and Cases

Sharon Pande and Swapnalekha Basak

Copyright 2012 Dorling Kindersley (India) Pvt. Ltd.

Human Resource Management: Text and Cases

Sharon Pande and Swapnalekha Basak

Difference Between Recruitment and Selection

The objective is to create a talent pool of candidates.

The objective of a selection process is to select the right candidates.

Human Resource Management: Text and Cases

Sharon Pande and Swapnalekha Basak

Importance of Employee Selection

Human Resource Management: Text and Cases

Sharon Pande and Swapnalekha Basak

Understanding the Selection Process

Human Resource Management: Text and Cases

Sharon Pande and Swapnalekha Basak

What do Selection Methods Assess?

Human Resource Management: Text and Cases

Sharon Pande and Swapnalekha Basak

Employee Application Forms

Human Resource Management: Text and Cases

Sharon Pande and Swapnalekha Basak

to topic not following a straight line of enquiry.

Human Resource Management: Text and Cases

Sharon Pande and Swapnalekha Basak

Behavioural interviews: They use the past behaviour to

Human Resource Management: Text and Cases

Sharon Pande and Swapnalekha Basak

them or their involvement in the event and the end of the

To create the skeleton for probing.

Human Resource Management: Text and Cases

Sharon Pande and Swapnalekha Basak

Human Resource Management: Text and Cases

Sharon Pande and Swapnalekha Basak

Characteristics of Tests VORNS

Standardization Objectivity Norms Reliability Validity

Human Resource Management: Text and Cases

Human Resource Management: Text and Cases

Sharon Pande and Swapnalekha Basak

Human Resource Management: Text and Cases

Sharon Pande and Swapnalekha Basak

Human Resource Management: Text and Cases

Sharon Pande and Swapnalekha Basak

Human Resource Management: Text and Cases

Sharon Pande and Swapnalekha Basak

Human Resource Management: Text and Cases

Sharon Pande and Swapnalekha Basak

Copyright 2012 Dorling Kindersley (India) Pvt. Ltd.

Human Resource Management: Text and Cases

Sharon Pande and Swapnalekha Basak

Types of Employment Tests

Unique Forms of Testing

Human Resource Management: Text and Cases

Sharon Pande and Swapnalekha Basak

Human Resource Management: Text and Cases

Sharon Pande and Swapnalekha Basak

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