09. bbpb2103 topic 5 colour - open university...

INTRODUCTION

We are often exposed to news on deviation, misuse of power and sexual harassment in the workplace. Therefore, the selection of suitable candidates is very important to ensure the success of an organisation. If in recruitment, an organisation tries to obtain as many applicants for a position; in selection, the number of candidates is reduced by selecting the most eligible candidates. The main purpose of selection is to maximise the accuracy of selecting qualified employees and to avoid not taking qualified employees. Even though the human resource department is responsible in carrying out the selection process, the decision to hire a candidate is usually done by the departmentÊs manager.

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Selection

LEARNING OUTCOMES

By the end of this topic, you should be able to:

1. State the objectives of an employee selection process;

2. Identify the types of information sources that can be used in the selection process;

3. Describe the types of employment tests;

4. Discuss the approaches in carrying out job interviews; and

5. Examine the strategies of achieving results in selection.

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SELECTION PROCESS

What do you understand about the selection process?

The selection process is an ongoing process and involves a few steps. Among the steps in the selection processes are as follows:

(a) Completing the application form.

(b) Preliminary interview at the human resource department.

(c) Employment test (cognitive aptitude test, achievement test).

(d) Investigating the candidateÊs background.

(e) Preliminary selection at the human resource department.

(f) Team/supervisor interview.

(g) Medical check-up/drug test.

(h) Recruitment result. From the steps above, we can see that an organisation uses various ways to obtain information about applicants. Among the methods used are application forms, interviews, employment tests, medical check-up and background checks on applicants/candidates.

Visit www.hr-guide.com/selection.htm to obtain information on how the selection process is carried out and how information on employees is obtained.

Selection is a process of selecting individuals who possess suitable qualifications to fill an existing or future job vacancy.

5.1

ACTIVITY 5.1

In your opinion, why are some applicants exempted from certain steps in the selection process while other applicants have to go through the whole selection process?

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INFORMATION RELIABILITY AND VALIDITY

Information on job applicants and candidates must be accurate, reliable and valid. This is to ensure the selection purpose, which is to hire employees who are really eligible and to avoid not hiring those who are eligible, can be fulfilled.

5.2.1 Information Reliability

Reliability, thus, means how far a selection tool is able to give consistent data. Table 5.1 and Table 5.2 are examples of stable and consistent reliabilities.

Table 5.1: Reliability as Stability over Time

Source: Adapted from Bohlander, Snell & Sherman. (2009). Managing human resources

(15th ed.). Ohio: South-western College Publishing.

A. High Reliability Applicant Test score Re-test score

Ahmad Chin Rama Kuntum

90 65

110 80

93 62

105 78

B. Low Reliability Applicant Test score Re-test score


90 65

110 80

72 88 67

111

Reliability means the level where an interview, test and other selection procedures show consistent data every time, even when using other methods of measurement.

5.2


Table 5.2: Reliability as Consistency

Source: Adapted from Bohlander, Snell & Sherman. (2009). Managing human resources (15th ed.). Ohio: South-western College Publishing.

5.2.2 Information Validity

There are three types of information validity, which are:

(a) Criterion-related validity;

(b) Content validity; and

(c) Construct validity. Figure 5.1 shows how a test score is validated by applying the criteria evaluation (one type of information validity).

A. High Reliability

Applicant Evaluator 1 Evaluator 2 Evaluator 3


9 5 4 8

8 6 5 8

8 5 5 8

B. Low Reliability

Applicant Evaluator 1 Evaluator 2 Evaluator 3


9 5 4 8

5 9 2 4

6 4 7 2

Validity means the level where a selection test or procedure is able to measure a personÊs characteristics.

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Figure 5.1: Valid test and invalid test

Source: Adapted from Bohlander, Snell and Sherman. (2009). Managing human resources (15th ed.). Ohio: South-western College Publishing.

(a) Criterion-related Validity

Criterion-related validity is the level where selection tools which are chosen are able to forecast or have a correlation with the main elements of work behaviour (Bohlander, Snell and Sherman, 2004). The performance from a certain test will be compared to the actual production records, supervisorÊs evaluation, result from training, and different success measurements which are suitable to a particular job. For example, the criteria for a job in the production sector are quality and product quantity, whereas the criterion for a salespersonÊs job is total sales. Criterion-related validity can be divided into two types:

(i) Concurrent Validity Concurrent validity means how far a test score or other forecasted information matches the criteria data obtained from existing employees. For example, a supervisor carries out a work evaluation on a few clerks by giving them aptitude tests on clerical matters. Test scores will be compared to the supervisorÊs evaluation to see whether or not a relationship exists between the test scores and the supervisorÊs evaluation.


(ii) Predictive Validity Predictive validity means how far the score of a test done by an applicant before he or she was hired matches the data obtained from the applicant or the employee after they are hired, after a certain period. Cross validation can be done to strengthen the validity of a test. Cross validation strengthens the validation of a particular validity result by running a test on a different sample from the same population.

(b) Content Validity Content validity measures how far a selection tool, such as a type of test, is able to sample knowledge and skills which are needed to perform a certain job. The higher the relationship between the test contents and the actual work requirements, the higher the content validity. For example, a test to become a kindergarten teacher should not contain activities on solving accounts problems.

(c) Construct Validity Construct validity measures how far a selection tool is able to measure construct or potential employeesÊ characteristics theoretically. Construct examples are intelligence, an understanding in mechanical matters and anxiety.

SELECTION METHODS

Through selection methods, we will discuss how to:

(a) Obtain information about applicants and potential job candidates;

(b) Test candidates for the purpose of identifying those who are most qualified for a particular job;

(c) Obtain information through effective interviews; and

(d) Decide on determining qualified candidates for the job offer.

5.3

ACTIVITY 5.2

Refer to Table 5.2. How does Table 5.2 relate the three validity concepts?

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5.3.1 Information Sources

When you apply for a job, do you have to fill in your personal information? What are the methods used at that time? There are a few methods which are trusted and valid in order to obtain information about candidates. Figure 5.2 shows a few techniques of obtaining information in the selection process and its effectiveness.

Figure 5.2: The effectiveness of selection methods

The following are some types of information sources usually used by an organisation to obtain information about a job candidate:

(a) Application Form An application form provides information as to whether an applicant has experience and educational background, and other matters related to the job. Information from the application form will be made the basis, by the interviewer, for questions about the applicantÊs background and checks on references provided by the applicant. Among the items included in an application form are date of application, educational background, experience, criminal records, nationality and disabilities.

(b) Biographical Information Blank (BIB) Through the BIB, questions asked are more on family life, interests or hobbies, club membership and experience in sales and investments. Therefore, the BIB is able to give a general description of the applicantÊs behaviour.


(c) Investigating CandidateÊs Background When an interviewer feels that a candidate has potential, some of the information obtained from previous employers or other information given by the candidate will be investigated. Among the methods are:

(i) Calling the previous managers;

(ii) Writing a letter to get information;

(iii) Obtaining a written permission from the candidate so that the interviewer can get information from previous employers; and

(iv) Going through the credit report to look at the applicantÊs or candidateÊs financial position.

(d) Polygraph Test A polygraph test is an equipment to detect lies. It measures changes in breathing rate, blood pressure and an individualÊs pulse when the person is being questioned. Questions asked often include matters involving drug abuse, theft or criminal offences that are not detected by others.

(e) Honesty and Integrity Tests Honesty and integrity tests are usually used by an organisation where its employees have access to money and sales items. Questions often asked relate to values and attitudes towards issues such as theft and punishment for thieves. A total analysis will become an assumption of work performance and disciplinary problems.

(f) Graphology Graphology refers to a system that analyses handwriting. Through a candidateÊs handwriting, a graphologist makes an assumption of the nature of his or her intelligence, energy level, organisational abilities and emotions.

(g) Health Examination

A health examination is done to ensure that the applicantÊs health level fulfils the job requirements.

(h) Drug Test A drug test aims at ensuring future employees are free from hazardous drugs. The sampling method is usually implemented.

ACTIVITY 5.3

For which job should a candidate be tested by using graphology?

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5.3.2 Employment Test

Another method of obtaining information about candidates is through employment tests. Some organisations employ consultants to perform employment tests. An employment test is an objective and standard way to measure knowledge, skills, abilities and other candidatesÊ characteristics. Employment tests can be categorised into two, which are:

Aptitude test An aptitude test measures an individualÊs capacity or ability in learning and mastering new skills.

Achievement test An achievement test measures what an individual knows or is able to do at this frame of time.

Among the types of employment tests are:

(a) Cognitive Aptitude Test A test that measures an individualÊs mental abilities such as aptitude, fluency, calculating ability, reasoning ability, thinking and drawing conclusions. The test is believed to be able to represent an individualÊs general intelligence.

EXERCISE 5.1

TRUE (T) or FALSE (F) Statements

1. The selection procedure does not have to be validated before it is used.

2. The more related the contents of a selection tool with the actual work sample, the higher the value of content validity.

3. Construct validity is a level where a certain selection tool is able to measure characteristics or constructs theoretically.

4. Most organisations require application forms to be filled because application forms provide fast and systematic information about the applicants.

5. To filter and select applicants as well as predict their performance, organisations have to go through applicantsÊ information through their source of reference.


(b) Job Knowledge Test A test to measure an individualÊs knowledge and understanding of a job.

(c) Work Sample Test A test that requires applicants to perform tasks that are part of the duties for the position applied. For example, a test on reading maps for traffic officer candidates, and judgement and decision making tests for an administrative officer candidate.

(d) Personality and Interest Inventory A test to measure an individualÊs disposition and temperament. There are five dimensions that reflect an individualÊs personality, i.e.:

(i) Extroversion Extroversion projects the external characteristics, i.e. at a level where an individual talks a lot, is sociable, active, aggressive and cheerful.

(ii) Agreeableness Agreeableness is a level where an individual can be trusted, is warm, generous, able to compromise, honest, cooperative and able to discuss.

(iii) Conscientiousness A level where an individual can be depended on, is rule abiding and perseveres in carrying out duties.

(iv) Emotional Stability Emotional stability is a level where an individual feels secure, is calm, independent and autonomous.

(v) Open to Experience This involves being open to new experiences, i.e. an individualÊs level of intelligence, philosophy, in-depth understanding, creativity, artistic abilities and curiosity.

(e) Physical Ability Test This test aims at examining an individualÊs physical abilities in performing a task in a particular job. Risky jobs such as those of a fireman and lorry driver need physical strength and endurance. This limits applications from women and those who are handicapped.

ACTIVITY 5.4

In the personality and interest inventory, there are five personality dimensions. Which one reflects your personality, and based on your personality, what type of job would be suitable for you?

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5.3.3 Job Interview

Information about candidates can be obtained through a job interview. An interview, traditionally, is the main tool for most organisations to gather information about candidates. Even though many researchers are still sceptical about its validity, this method remains the main choice when conducting a selection process. This is because:

An interview is easy to carry out, especially when the number of applicants is small.

Apart from aiming to gather information, it also aims to get to know the candidate better.

Recruiters believe and are confident that it enables them to judge the candidates.

In a job interview, there are three important factors that one should be aware of:

Types of interview;

The variables that influence an interview; and

Guidelines for the interviewer. (a) Types of Job Interview

There are several types of job interviews such as:

(i) Non-directive Interview During a non-directive interview, an applicant has the freedom to give his or her opinion. The interviewer tries not to influence any opinions offered by the candidate. Usually, the interviewer will ask

ACTIVITY 5.5

Classify these job tests according to their categories (aptitude test or achievement test).

Type of test Category Cognitive Ability Test Job Knowledge Test Work Sample Test Personality and Interest Test Physical Ability Test


general questions such as the candidateÊs experiences in his or her previous company.

(ii) Structured Interview This type of interview contains a set of standard questions together

with pre-determined answers. The questions are based on a job analysis that has been carried out beforehand. Information from a structured interview is able to reduce unfairness in the perspective of the law.

(iii) Situational Interview Through this interview, the applicant is given a situation or an event

to which he or she needs to respond. The feedback given will be evaluated based on standardised answers. This type of interview is a part of structured interview.

(iv) Behavioural Interview Through this interview, applicants will be asked their response in

dealing with specific circumstances. For example, from an applicantÊs previous experience, what were the actions taken against employees who practise truancy. This approach is based on the critical incident method of the job analysis.

(v) Panel Interview Through panel interview, a group of interviewers will question and

observe the candidate. The number of interviewers is between three and five people. The interviewers will compare their observations and reach a consensus concerning the candidate. This method has a high level of validity.

(vi) Computer Interview Through this interview, candidates are required to answer multiple

choice questions (from 75 to 125 questions) that are related to the job. The answers given will be compared to an answer profile developed from previous candidatesÊ answers. A computer interview is usually used as an additional interview for a common or conventional interview.

(b) Variables in a Job Interview An interview process is influenced by the interviewer, the applicant and the interview context. Figure 5.3 shows these variables and the processes involved in a job interview.

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Figure 5.3: Variables in a job interview


(c) Guidelines for the Interviewer

A job interviewer can influence candidates on whether to accept or reject a job offer. Therefore, an organisation must be careful in choosing interviewers. An interviewer needs to have attributes such as humbleness, objectivity, maturity and composure. Communication skills are also needed. The interviewer should not talk too much, be excessive in giving opinions and show bias.

ACTIVITY 5.6

Bias can occur during an interview process. The interviewer is often influenced by negative information about the candidate. In your opinion, what should be done by interviewers to prevent this from happening?


Some of the guidelines that can be observed by interviewers are as follows:

(i) Set Interview Plans Go through the purpose of the interview and determine the subjects and questions that will be asked. Get related information.

(ii) Determine and Maintain Rapport This can be done by welcoming the candidate, explaining the interview purpose and showing interest in the candidate.

(iii) Be a Good Listener Try to understand what the candidate means.

(iv) Pay Attention to Body Language Observe the candidateÊs facial reactions, movement of head and hands, body positions and other movements that can indicate his or her attitude and feelings. However, an interviewer must be careful with his or her own body language too.

(v) Give Information Properly and Sincerely Answer the candidateÊs questions properly and sincerely. Provide a clear picture of the job offered.

(vi) Use Questions Effectively Avoid from questioning a candidate while he or she is still answering a question. Give opportunities to the candidate to guess what must be answered.

(vii) Separate Facts from Opinions During an interview session, the interviewer needs to note down facts. The interviewerÊs conclusion can then be compared with those of the other interviewers.

(viii) Identify between Bias and Stereotypes Most often, bias happens during an interview when the interviewer easily accepts candidates who are compatible with him or her. Stereotyping also happens during interviews. A candidate is often judged based on race and appearance.

(ix) Control Interview Direction Follow what has been planned. Give opportunities for candidates to speak. However, the interviewer needs to monitor the situation so that the objective of the interview can be achieved.

(x) Standardise Questions Ask the same questions to all candidates that are interviewed for the same position. This can increase reliability and avoid discrimination.

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5.3.4 Reaching Selection Decision

When the necessary information is obtained, the process to determine the candidate to be offered the job is done. At this level, there are three important things to be observed, i.e.:

Simplify a candidateÊs information;

Decision strategy; and

Final decision.

This level is important as it involves cost. Therefore, there has to be an information checklist on the candidates, as well as strategy options in selecting a candidate.

(a) Simplifying Candidate Information The management is usually interested to know what can be done and what will be done by a candidate in his or her job. The management must take these two factors into account when evaluating candidates. Factors of what candidates are able to do include knowledge, skills and ability to gain new knowledge and skills. Factors of what candidates will do include motivation, interest and other personality traits (refer to Figure 5.4).

EXERCISE 5.2

TRUE (T) or FALSE (F) Statements

1. Even though it has good potential, a physical ability test can give a negative effect to women and handicapped applicants.

2. An achievement test requires applicants to carry out tasks that are part of the actual work.

3. In using a non-directive interview approach, the interviewer listens attentively and does not interrupt candidates or change topics suddenly.

4. A panel interview is a situation where three to five interviewers interview a group of future employees at the same time.


Figure 5.4: „Able to do‰ and „will do‰ factors


An employee who has the ability to do something but has no interest to do it is better than an employee who has interest but not the ability. It is easier to measure what an applicant is able to do rather than what he or she will do. Test scores can be used as a tool to measure a candidateÊs abilities. The result of the interview can be a basis to assume what the candidate will be able to do in future.

(b) Decision Strategy The decision strategy used in hiring personnel differs according to the different job categories. For example, the strategy used to hire a manager is different from the strategy used to hire a clerk. Some factors need to be observed by the management before any decision on staff intake is made. They are as follows:

(i) Is the hiring of a particular individual based on his or her ability, or is it based on the organisationÊs needs?

(ii) What is the starting fee for the individual that is offered a particular job?

(iii) Is selection based on the candidateÊs suitability for the job, or does it take into account the candidateÊs career opportunities in the organisation?

(iv) How far would those who are less qualified be put under consideration?

(v) Will an individual who is more than qualified for the post be considered and offered the job?

(vi) What are the effects of a candidateÊs intake on the regulations and employee diversity in an organisation?

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The management must also determine the types of approach to be implemented in deciding to hire an individual for a particular job. The approach can be clinical approach or statistical approach.

(i) Clinical Approach Through clinical approach, those involved in the selection process will go through all data on the candidates again. Decision will be made based on the interviewersÊ understanding of a particular job, and their observations of the individuals who are successful in that particular job. The clinical approach is subjective in nature but is often practised in most organisations.

(ii) Statistical Approach The statistical approach is more objective in nature and is better compared to the clinical approach. The data obtained about the candidates will be considered in detail and the forecaster will be identified statistically.

There are a few models in the statistical approach. They are as follows:

Compensatory model Through the compensatory model, the high score that a candidate obtains in one particular part of a test will be able to assist a lower score obtained in another part.

Multiple cut-off model Through the multiple cut-off model, a candidate must reach a particular level or a minimum score for all selection dimensions.

Multiple hurdle model Through the multiple hurdle model, candidates who obtain high scores in the entry test will be allowed to go to the next stage. This can save cost if the selection cost is high.

The number of sufficient candidates is important so that the selection process runs smoothly. If the number of candidates for a particular position is not enough, the selection method can be questioned. There may be circumstances where an unqualified candidate is hired as the organisation does not have other choices. A selection ratio is able to illustrate the effectiveness of a selection process. A selection ratio is the number of applicants hired compared to the number of applicants who applied (Mondy. Noe and Premeaux, 2002).


(c) Final Decision

After going through the pre-selection process, a candidate who is qualified will be referred to sections or units where there are vacancies to be filled up. The manager or supervisor in these sections or units will interview the candidate and decide whether or not he or she can fill the vacancy. The human resource department is responsible for delivering the result of the candidateÊs application, as well as providing work details of the job if the candidate is offered the job.

ACTIVITY 5.7

Figure 5.5: Test score distribution with hypothetical cutoff Based on Figure 5.5, candidates from Quadrants 1 and 2 will be hired to work. What will the effect be if the acceptance cutoff is moved to the left to increase the number of eligible candidates when the number of manpower is still insufficient?

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EXERCISE 5.3

Fill in the Blanks

(a) Selection (c) Aptitude test (b) Multiple hurdle model (d) Validity 1. _______________ The process of selecting a qualified

individual to fill a vacancy at present and in the future.

2. _______________ A continuous strategy whereby only applicants who obtain the highest scores in the preliminary test are allowed to proceed to the next test.

3. _______________ Measures an individualÊs ability to learn or acquire new skills.

4. _______________ How far a test or selection procedure measures a personÊs characteristics.

Multiple Choice Questions

1. Generally, the selection procedure is the responsibility of the human resource department. However, the decision to hire someone to work in a unit or section is made by __________________. A. Operations personnel B. The department manager C. The staff manager D. A management consultant

2. To save cost, _________________ is performed as a final step in the selection process. A. An interview B. A background check C. A job test D. A medical check up

3. A tool to measure mental abilities such as intelligence, eloquence, ability to calculate and ability to rationalise is the __________________. A. Personality test B. Achievement test C. Cognitive test D. Evaluation centre


The selection process is supposed to give reliable and valid information about

an applicant. An interview is one of the methods used to obtain information about an applicant.

The interview method can be used together with application form, biographical information blanks, references, background check, cognitive test and job sample test.

A job test is more objective than an interview and is able to give a wider behaviour sample.

Each type of test has a specific purpose, such as the work knowledge and work sample tests which are designed to determine whether a person requires training or not.

A variety of methods can be used in the interview process. An interview can be performed structurally or non-structurally, as well as on a one-on-one basis or with a panel.

In the process of deciding whether a candidate will be offered a post, factors that are taken into account are what the candidate can do, and what he or she will be able to do. The recruitment section may use a clinical or statistical approach.

4. Even though every step in the selection process is important, the most critical is the decision to _________________. A. Accept or reject candidates B. Implement a job test C. Use application forms D. Check references

Essay Question 1. What is meant by the term „criterion‰ as it is used in selecting

personnel? List some examples of criteria used for jobs that you know of.

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Biographical Information Blank (BIB)

Employment test

Graphalogy

Reliability

Validity

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