Selection and Placement

Selection
Process of choosing individuals with
qualifications needed to fill jobs
Organizations need qualified
employees to succeed

Placement
Fitting a person to the right job

Applicant Knowledge, Skills,

and Abilities
Person-Job Fit
Matching knowledge, skills and
abilities (KSAs) of individuals to
characteristics of jobs (tasks, duties
and responsibilitiesTDRs).
Benefits of good person-job fit:
Higher employee performance
Lower turnover and absenteeism

KSAs = TDRs = Job Success

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Applicant Knowledge, Skills,

and Abilities
Person-Organization Fit
Congruence between individuals
and organizational culture.

Criteria, Predictors, and Job

Performance
Selection Criterion
A characteristic that a person must
have to do a job successfully

Predictors
Measurable or visible indicators of a
selection criterion

Criteria, Predictors, and Job

Performance
Validity
Criterion-related validity: Correlation
between a predictor and job performance;
accuracy
Content validity: Selection method
reflects job content

Reliability
Extent to which a predictor repeatedly
produces the same results, over time;
consistency

Job Performance, Selection

Criteria, and Predictions

Concurrent
and
Predictive
Validity

Combining Predictors
Multiple Hurdles
Establishing minimum cutoff (level of
performance) for each predictor, requiring
each applicant to score at least the minimum
on each predictor to be considered for hiring.

Compensatory Approach
Scores on all predictors are added
together, allowing higher score on one
predictor to compensate for lower score
on another.

Typical Division of HR Responsibilities: Selection

HR
Employment Functions
1. Receiving applications
2. Interviewing applicants
3. Administering tests to applicants
4. Conducting background investigations
5. Arranging physical examinations
6. Placing and assigning new employees
7. Coordinating follow-up of new employees
8. Exit interviewing departing employees
9. Maintaining employee records and reports
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Selection
Process
Flowchart

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Reality or Sugar-Coating?
Realistic Job Preview
Process through which job applicant
receives an accurate picture of the
organizational realities of the job.
Prevents the development of unrealistic
job expectations that cause
disenchantment, dissatisfaction, and
turnover in new employees.

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Pre-Employment Screening
To verify minimum qualifications
Electronic Screening

When To Use
Electronic
Screening

Large volume
of applicants
Quality of hires
needs
to be increased
To shorten hiring
cycle
To reduce cost of
hiring
To reach unvisited
geographic areas
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Applications
Purposes of Applications forms

Record of applicants interest

Provides a profile of applicant
Basic record for applicants hired
To assess effectiveness of selection
process

Resumes as Applications
EEO recognizes as application
Retain resumes at least three years.
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Application Disclaimers
Employment-AtWill
Reference
Contacts
Employment
Testing
Application Time
Limit

Applicatio
n
Form

Information
Falsification
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Acceptable
Documents
for
Verifying
Eligibility
to Work in
the United
States

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EEO Considerations and

Application Forms
Applications should not contain illegal
(nonjob-related) questions
concerning:
Marital status
Height/weight
Number and ages of dependents
Information on spouse
Date of high school graduation
Contact in case of emergency
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Sample
Application
Form

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Selection Testing: Ability

Tests
Cognitive
Ability
Tests
Physical
Ability
Tests

Work Sample
Tests

Psychomotor

Ability
Tests
Aptitude
and
Achievemen
t

Tests

Situational
Judgment
Tests

Assessment
Centers
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Other Assessments
Personality Tests
Minnesota Multiphasic Personality
Inventory (MMPI)
Myers-Briggs
Fakability; socially desirable
responses
Honesty/Integrity tests
Violence potential tests

Employee Polygraph Protection Act

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Big Five
Personality
Traits

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Structured Interviews
Structur
ed
Intervie
ws

Biographica
l Interview

Behavioral
Interview

Competenc
y Interview

Situational
Interview

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More on Structured
Interviews
Benefits of
Structured Interviews

Obtain
consistent
information
needed for
selection
decision

More reliable
and valid than
other
interview
formats

Meet federal
EEO
guidelines for
the selection
process
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Types of Selection Interviews

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Less Structured Interviews

Nondirective Interview
Questions are developed based on
answers to previous questions.
May not obtain needed information.
Information obtained may not be
not job-related or comparable to
that obtained from other
applicants.
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Less Structured Interviews

Stress Interviews
Designed to create anxiety and
put pressure on an applicant to
see how the person responds.

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Questions
Commonly
Used in
Selection
Interviews

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Who Conducts Interviews?

Interview
ers

Individuals

Individuals
Sequentially

Panel
Interview

Team
Interview

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Effective Interviewing
Conducting an Effective Interview

Plan the
Interview

Control
the
Interview

Questioni
ng
Technique
s

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Effective Interviewing
Questions to Avoid

Yes/No questions
Obvious questions
Questions that rarely produce a
true answer
Leading questions
Illegal questions
Questions that are not job related
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Problems in the Interview

Snap Judgments
Negative Emphasis
Halo Effect
Biases and
Stereotyping

Poor
Interviewin
g
Techniques

Cultural Noise
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Sources of Background Information

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Legal Issues in Background

Investigations
Risks of negligent hiring and
retention
Employers are liable for employees
actions.
Federal Privacy Act of 1974 requires
signed releases from applicants to avoid
privacy issues.

Negligent hiring
Employer fails to check the background
of an employee who injures someone .
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Legal Issues in Background

Investigations
Negligent retention
Employer is aware an employee
may be unfit for employment,
continues to employ the person,
and the person injures someone.

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Background Investigation
Fair Credit Reporting Act
Requires disclosure of a credit
check.
Requires written consent of
applicant.
Requires copy of report be given to
the applicant.

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Medical Examinations and

Inquires
American With Disabilities Act (ADA)
Prohibits pre-employment medical exams.
Prohibits rejecting persons for disabilities
or asking disability-related questions until
after a conditional job offer is made.

Drug Testing
Use of drug testing in the selection process
is increasing.
Test must be monitored to protect integrity
of results.

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Making the Job Offer

Offer Guidelines
Formalize the offer with a letter to
applicant clearly stating the terms
and conditions of employment.
Avoid vague, general statements
and promises.
Require return of signed acceptance
of offer.
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Global Staffing Issues

Types of Global
Employees

Expatriat
es

HostCountry
Nationals

ThirdCountry
Nationals

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Selection
Factors for
Global
Employees

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Who Is an Applicant?
EEOC and OFCCP definition of
applicant:
Has expressed interest electronically and is being
considered for a specific position by the employer.
Has identified that he/she has the basic position
qualifications.
Maintains his/her interest in the position
throughout selection process.
Has been ranked using hit features by employer
software or other data techniques
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