SELECTION

An ideal selection process would have five main characteristics:

1. Reliability
Two separate interviewers reaching the same conclusions
about the same applicant, or two tests measuring the same
attribute for the same individual giving the same result, would
be “reliable”.

2. Validity
This comes in different forms , but our concern is with
predictive validity which refers to the extent to which selection
decisions predict subsequent job performance. Selection
techniques can be reliable without being valid but cannot be
valid unless they have some reliability.

3. Acceptability
The importance of creating a favourable impression upon
candidates means that the design of the selection processes
should pay some regard to the needs and the sensitivities of
candidates. This may limit the kinds of tests that can be used
(highly personal questions may be resented) and the kinds of
interviews that can be conducted(Eg.the level of stress applied).

4. Utility
The utility of selection techniques is heavily influenced by
the quantity and quality of applicants. At one extreme,selection
techniques, however reliable and valid, have no utility. If no
one applies selection is irrelevant. Equally, if all who apply are
competent, or are incompetent, then selection is irrelevant.

5. Economy
How much to spend on the selection process is unanswerable
 INTERVIEWS

Types of interview.
Torrington and Chapman have identified three broad types,
namely:
1. Biographical, in which interviewer questions the
candidate about incidents in previous experiences.

2. Problem solving, in which interviewer presents the

candidate with: “What if ?” situations, and invites responses

3. Stress, in which candidates are put under

increased pressure and anxiety.

WHY INTERVIEW ANYWAY?

*Inertia. Organisations use it because they have used it in
the past, and it has largely become taken for granted.

* Expectations. Organisations use it because other

organisations use it and because candidates expect to be
interviewed.

*Communication. Interviews are a flexible means of

communication between the candidate and the organisation.

*Assessment of acceptability. Assess chemistry or fit.

*Assessment of verbal, social, and reasoning skills.

*Additional information.

*Reactions. Explore reactions to hypothetical situations.

• Motivations and Perceptions. The interview can provide

some insight into candidate’s perceptions & motivations.
 TESTS

• Written Test

• Psychometric Tests -behaviour under standardised

conditions.

1. Cognitive tests ,such as intelligence, numerical

ability, verbal ability and spatial ability.( IQ )

2. Personality tests, typically based on some form of

trait model of personality.

ASSESSMENT CENTRES

First used by British an German armies during the 2nd world

war. In Britain, this was called the “ War Office Selection
Board .” Subsequently, in the UK they were used for selecting
graduates for the civil service.

The key characteristics of assessment centres are:

1. they take place over an extended time period, and are
typically residential.

2. they include a battery of selection techniques including

interviewing, tests and job simulation.

3. the results are interpreted by a panel of judges who

have been involved in administering the assessment
procedures.

REFERENCES
 SELECTION

• CV

• APPLICATION FORM

• INTERVIEW

• TEST

• IN- TRAYS

• GROUP METHODS / GROUP DISCUSSION

• PRESENTATION

• WORK SIMULATION

• PERSONALITY ASSESSMENT

• ASSESSMENT CENTERS

• REPERTORY GRID

• HONESTY TEST

• MEDICAL TEST
♦ The interview
- Prior knowledge about the applicant will bias the
interviewer’s evaluation.
- Interviewer’s tend to hold a stereotype of what
represents a ‘good’ applicant.
- Interviewer’s tend to favour applicants who share their
own attitudes.
- The order in which applicants are interviewed will
influence evaluations.
- The order in which information is elicited during the
interview will influence evaluations.
- Negative information is given unduly high weight.
 - Decision about the applicant’s suitability is made
within first 4 or 5 minutes of the interview.
- Interviewer’s forget much of the interview’s content
within minutes of its conclusion.
- The interview is most valid in determining an
applicant’s intelligence, level of motivation and
interpersonal skills.
- A ‘cold’ interviewer can have a devastating effect on
the verbal and non-verbal behaviours of applicants
with low self-esteem.

Suggestions for interviewing…

- structure a fixed set of questions for all applicants.

- Have detailed information about the job for which
applicants are interviewing.
- Minimise any prior knowledge of applicant’s
background, experience, interests, test scores or other
characteristics.
- Ask behavioural questions that require applicants to
give detailed accounts of actual job behaviours.
- Use a standardised evaluation form.
- Take notes during the interview.
- Avoid short interviews that encourage premature
decision making.

Examples of interview questions that should not be asked…

- Are you married?

 - What type of work does your spouse do?
- What is your data and place of birth?
- Do you own a home or do you rent?
- What is your native language?
- Do you have children? Plan to have children? Have
childcare?
- Do you have a physical or mental disability?
- What religion do you practise?

(pg. 405).
♦ Background investigations
- verification of application data
- reference checks.
♦ Physical examination
♦ What works best and when?

Selection devices are…

- Application form.
- Written tests.
- Work samples.
- Assessment centres.
- Interview.
- Verification of application data.
- Reference checks.
- Physical examination.

You must keep in mind that…

- The application form offers limited information.

- Traditional written tests are reasonably effective
devices for routine jobs.
- Work samples are preferable to written tests.
- For managerial selection, the assessment centre is
strongly recommended.
- If the interview has a place in the selection decision, it
will most likely be among less routine jobs in the
middle- and upper-level managerial positions.
- Interview is a reasonably good device for discerning
intelligence and interpersonal skills, which are most
likely to be related to the job performance in non-
routine activities, especially in senior managerial
positions.
- Verification of application data is valuable for all jobs.
- Reference checks are generally worthless for all jobs.
- Physical examinations rarely provide any valid
selection information.