1. Dr. Salim Abdullah Alshukaili
Human Resources Management (MNGT313)
LESSON 5
SELECTION
Dr. Salim Abdullah Alshukaili

2. INTRODUCTION To select means to choose.
Selection is a part of the recruitment function.
It is the process of choosing people by obtaining and assessing information about the applicants (age, qualification, experience and qualities) with a view of matching these with the job requirements and picking up the most suitable candidates.
The choices are made by elimination of the unsuitable at successive stages of the selection process.

3. Purpose of Selection The purpose of selection is
to pick up the most suitable persons who would match the requirements of the job and the organization.
The emphasis in selection is, therefore, on the optimal match between the person and the job.
A secondary objective in selection could be to choose the best person available.

4. Criteria of Selection
The criteria of selection needs to be critical to the job.
The key job dimensions identified in job analysis and job description provide the basis for determining relevant criteria.
Frequently educational qualifications, technical skills and achievements are used as the basis for selection.

5. Selection Process
The selection process begins with the job specification.
The more dearly and precisely it is done the less would be the number of qualified applicants.
The selection process covers the period from the job specification and initial contact with the applicant to his final acceptance or rejection.
The successive stages in the selection process are referred to as hurdles that the applicants should cross.

6. The complexity of the selection process usually increases with the increase in the skill level and job level (responsibility and accountability) of the position for which selection is being made.

7. Tests
A test is a sample of an aspect of an individual‘s behavior, performance or attitude.
It also provides a systematic basis for comparing the behavior, performance or attitude of two or more persons.
Tests serve as a screening device and provide supplementary inputs in selection decisions.
Their value lies in the fact that they serve additional predictors intended to make selection decision more proper and accurate.

8. 1. Intelligence Tests
These are tests to measure one‘s intellect or qualities of understanding.
They are also referred to as tests of mental ability.
The traits of intelligence measured include: reasoning, verbal and non-verbal fluency, comprehension, numerical, memory and spatial relations ability

9. 2. Aptitude Tests
Aptitude refers to one's natural propensity or talent or ability to acquire a particular skill.
While intelligence is a general trait, aptitude refers to a more specific capacity or potential.
It could relate to mechanical dexterity, clerical, linguistic, academic etc.

10. 3. Achievement Tests
These are proficiency tests to measure one‘s skill or acquired knowledge.
The paper and pencil tests may seek to test a person‘s knowledge about a particular subject.

11. Interviews
Interview is an oral examination of candidates for employment.
No selection process is complete without one or more interviews.
Interview is the most common and core method of both obtaining information from job-seekers, and decision-making on their suitability or otherwise.

12. Interview Effectiveness
The effectiveness of the interview as a screening device can be improved by taking care of certain aspects like the following:
1. The interview should be based on a checklist of what to look for in a candidate. Such a checklist could be based on proper job analysis. Each critical attribute which the interview seeks to evaluate may be assigned a specific weightage.
2. It is desirable to prepare a specific set of guidelines for the interview.

13. 3. The interviewers need to trained to evaluate performance in the interview objectively.
Interviewers need to develop common understanding about the criteria measures, their purposes and weight ages.
4. The interviewers may use past behavior to predict future behaviors and obtain additional information to attempt such linkages more meaningfully.
5. The interview (even stress interview) should be conducted in a related physical setting.

14. The Interview Types

15. Traditional Face-to-Face Interview
Most interviews are face-to-face.
The most traditional is a one-on-one conversation.
Your focus should be on the person asking questions.
Maintain eye contact, listen and respond once a question has been asked.
Your goal is to establish rapport with the interviewer and show them that your qualifications will benefit their organization.

16. Panel/Committee Interview
In this situation, there is more than one interviewer.
Typically, three to ten members of a panel may conduct this part of the selection process.
This is your chance to put your group management and group presentation skills on display.
As quickly as possible, try to 'read' the various personality types of each interviewer and adjust to them.
Find a way to connect with each interviewer.

17. Remember to take your time in responding to questions.
Maintain primary eye contact with the panel member who asked the question, but also seek eye contact with other members of the panel as you give your response.

18. Behavioral Interview
The basic premise behind this type of interview is that your past behavior is the best predictor of your future actions.
These types of questions may be asked in any interview format—telephone, panel or one-on-one.
With a behavioral question, the interviewer is looking for results, not just an activity list.
They are listening for names, dates, places, the outcome and especially what your role was in achieving that outcome.

19. This type of question generally starts with the words “Give me an example when...” or “Tell me about a time when…”

20. Case Interview
In some interviews you may be asked to demonstrate your problem-solving skills.
The interviewer will outline a situation or provide you with a case study and ask you to formulate a plan that deals with the problem.
You do not have to come up with the ultimate solution.
The interviewers are looking for how you apply your knowledge and skills to a real-life situation.

21. Speak and reason aloud so interviewers have a full understanding of your thought process.
The more you are able to analyze and dissect the case study, the more you will likely impress your interviewer.

22. Telephone Interview
Many organizations will conduct interviews by telephone to narrow a field of candidates.
Telephone interviews may also be used as a preliminary interview for candidates who live far away from the job site.
It is important to treat this interview as you would a face-to-face connection.
Arrange for a quiet space and time to schedule the conversation.

23. Focus on the conversation.
Listen to the questions carefully before you answer. Since your voice is key, convey energy with inflection in your voice.

24. THE END