Selection A process of measurement, decision making and evaluation, bringing to an organization individuals who will perform well on the job

Goal of Selection: to maximize effective hires or “hits” MISS: Inaccurate prediction (person would have succeeded on the job) HIT (Accurate prediction: person succeeds on the job) HIT: Accurate prediction (Person would;d not have succeeded on the job) MISS: Inaccurate prediction(Person fails on the job) Job Performance Predicted success Low Hi

Features of a good selection process Must use reliable and valid measures Produce correct hire and no-hire decisions by combining information in a rational way Should add to the over all effectiveness of the organization Fairness to minorities and protected groups

Logic of Selection Variability plus choice Implies that the relative level of job performance of each candidate must be predicted on the basis of available information

Reliability and Validity Errors (errors of acceptance and errors of rejection) Errors can be avoided by using measurement that is reliable and valid

Reliability Reliability means consistency of measurement –Over time –Across different samples of items –Across different raters or judges Methods –Test-re-test method –Inter rater reliability –Internal consistency

Validity Validilty refers to what a selection tool measures and how well it measures it: the extent to which data from a selection tool are predictive of job performance Is job relatedness of a measure, usually a correlation coefficient between scores on a predictor of job performance and a criteria that reflects actual job performance

Validity Validity deals with issue of whether the test is an adequate measure of the characteristics is is suppose to measure Content validity-when a selection instrument or test adequately samples the knowledge/skills required to perform the job Construct validity- Extent to which a selection tool measures a theoretical construct or trait Criterion-related validity-extent to which a selection tool correlates with important work behavior (concurrent and predictive validity)

How to validate your tests Analyze the job: Get the Job description, specifications, SKAO’s and define the predictor Choose the tests or test battery (decide to develop or buy) Administer the test (concurrent or predictive validation) Relate your test scores and Performance criteria through correlation analysis or expectancy chart Revalidate : perform steps 3 and 4 on another group, and periodically revalidate

E.g. of expectancy chart JOB PERFORMANCE TEST SCORES Highest 25% (57-77) Next 25% (45 to 56) Next 25% ( 37 to 44) Lowest 25% ( 11 to 36) % of high performers found in group

The Selection Process (E.g..) Completion of application form Initial interview with HR Employment Testing (eh aptitude) Background investigation Preliminary selection in HR Department Supervisor or panel interview Medical exam Hiring decision

Source of information regarding the candidate: the application form Provides info for screening- whether candidate meets minimum criteria Provides basis for interviewer to ask questions Info regarding reference checks and background Is the face of your company

Exercise Design an Application form for hiring a knowledge worker for an IT company. Or for an BPO company.

What to include in designing the application form Name and contact info such as phone no and - at the top of the blank. –Physical addresses can be minimized, Education –Degrees, certificates licenses, percentages, school/ college or university from where acquired –Dates of obtaining the qualification –Indicate skills acquired –Special training acquired on job

What to include in designing the application form Employment –List employers, most recent first and in reverse chronological order –Dates of employment beginning and ending –Job titles (designations) –Promotions received –Responsibilities (especially current) Personal information –Date of Birth –Sex –Marital Status –Personal data such as hobbies or activities.

What to include in designing the application form Application date Police record Health record Current salary breakup and expectation Evaluation (of candidate)

Tools of selection: obtaining information Application blanks and biodata Biographical information blanks Background investigations and reference checks Honesty/ Integrity Tests Graphology? Medical Exam Drug test

Tools of selection: employment tests classification Aptitude test: measure a person’s capcity to learn or acquire skills Achievement tests: measure what a person knows or can do right

Employment Tests Cognitive ability tests, measuring mental abilities(e.g. verbal, quantitative, reasoning or mechanical skills tests) Personality tests measuring temperament ( e.g. extroversion, emotional stability, openness to experience) Physical ability tests Work sample test Job Knowledge test Assessment centre Integrity Tests Interview

Exercise Develop a list of selection techniques that you would suggest to hire the position for which you have designed a application form.

Exercise 2 To develop a test to measure one specific ability for the job of airline reservation clerk for a Thomas Cook –Job : contacts airlines to get information reg light schedules, process, schemes etc, using the online systems, deal quickly and courteously with customer, find alternative arrangements, routings etc. Issues ticket –Make a list of abilities required to succeed on this job –Rate these abilities on a five point scale –Develop a test to measure the top ranked ability

The Interview Process

Preparation Determine Objectives –To judge applicants competence and qualification to do the job –Give essential facts about the Company and the job –Establish a rapport –Judge applicants willingness to do the job –Promote goodwill about the company –Determine if the candidate will fit into the organisation –Judge potential for growth

Preparation: determine method to be used (Type of interview) Structured interview (questions and responses specified in advance) Non-directive or free interview Panel or board interview Stress interview

Preparation Acquainting ones self with the candidate CV, application, referees, testimonials, test results etc and gaps therein. Determining number of interviewees Physical settings- space, seating, light, ventilation, undisturbed place, drinking water, reception waiting rooms, seating, timings Job specification and description

During the interview Establish a Rapport –Create a sense of ease so that a candidate can be himself and make the candidate feel welcome Getting information -Questioning –Listening –Probing for further information

During the interview Probing and Analysis of Career, Interests SWOT Behaviour Recording Impressions Selling the Job/Organization Closing the Interview Analysis of results –With ref to Specs –Elimination –Selection Informing the candidate –Selected –Not selected

Positives of the Interview Method Enables face to face encounter to assess Allows interviewer to describe job and organisation Provide opportunity to probe about career experience Provide candidate opportunity to clarify issues Allows multiple assessors

Negatives of the Interview Method Lack of validity, especially unstructured interviews Reliance on skill of interviewer Can lead to bias and subjective judgments

Information to the Candidate selected About the organisation: –Objectives and Mission –Lineage, history, general trends in performance, sales,growth, earnings research, expenditure –People, especially senior executives and peer group –Organizational culture as indicated by turnover, structure, beliefs, work ethic –Special features

Information to the Candidate selected Work Conditions and Financial Considerations –Working Hours, Overtime –Travel possibilities –Posting –Salary, allowance perks –Benefits such as medical, LIC gratuity, hospitalization,leave policy –Profit sharing schemes and incentives –Designation and Grade –Dress code –Reporting structure above and below –Weekly offs

Information to the Candidate selected Growth and Development Opportunities –Induction and training programme –Current job responsibilities including “adverse” conditions Promotion and Assessment Criteria

Closing the Interview Answer candidate’s questions Describe the next step Indicate Decision Suggest way of maintaining contact Give application blanks, ask for references etc

Errors in the Interview Method Similarity Error Contrast Error Over weighting of Negative Information Race Sex and Appearance Bias First Impression Error Halo Error Non-verbal Factors influencing Faulty listening and memory

The selection Decision Summarizing information about the candidate Decision strategy –Potential or organization's immediate need –What grade and salary –How qualified (80% fit ?) Clinical Approach Statistical Approach- multiple cut off model/ multiple hurdle model

Exercise Class to derive a specific JD and JS Define criteria we are searching for (and rank them) Create a rating scale Make some sample questions Conduct and interview ( fish bowl) Decide

Thank you for Listening