Human Resource Management - Selection Methods

Selection in Human Resource Management

Purpose of Selection

  • The primary objective of selection is to narrow down the pool of applicants identified through recruitment methods to hire new employees.
  • There is no universal selection process; it varies based on:
    • Position to be filled
    • Costs of the selection method
    • Size and complexity of the employer's organization
    • Employer preferences
    • Industry practices
  • Not all employers utilize the same methods or follow a specific sequence of methods.

Initial Steps in the Selection Process

  • The initial step is applicant screening, which can be done by a recruiter or a screening system, such as an ATS (Applicant Tracking System) or AI systems.

Selection Methods

  • Common selection methods include:
    • Interviews
    • Tests
    • Reference Checks
    • Realistic Job Preview
    • Medical & Drug Testing

Issue of Applicant Fraud

  • There is a practical issue of potential fraud by applicants on CVs or application forms.

Types of Tests in Selection

  1. Personality Tests

    • Assess personal traits assumed to be stable.
    • Example: For a sales representative, determining how extroverted the candidate is.

  2. Ability Tests

    • Evaluate a wide range of cognitive or physical abilities, which may include standard intelligence tests.
    • Example: For an architect, assessing spatial reasoning capabilities.

  3. Knowledge Tests

    • Test specific knowledge on given subjects.
    • Example: For a nurse, asking what actions to take if a patient goes into cardiac arrest.

  4. Performance Tests

    • Evaluate the ability to perform specific job components.
    • Example: For a pilot, testing the ability to land an aircraft safely on water.

  5. Integrity Tests

    • Measure honesty and trustworthiness.
    • Example: For a portfolio manager, assessing whether the employee is likely to engage in illegal trading activities.

Practical Issues with Tests

  • Drawbacks include:
    • Potential for tests to be invalid or unreliable.
    • Candidates may falsify answers on personality and integrity tests.
    • Some tests may not correlate with job requirements.
    • A subpar test could eliminate otherwise qualified candidates.

Validity and Reliability of Tests

  • Tests must fulfill two key requirements:
    • Reliability: Measures consistency of results.
    • Example: If two recruiters administer the same test to the same candidate and results vary significantly, the test lacks reliability.
    • Validity: Measures the accuracy of what the test claims to measure.
    • Example: If a test intended to assess a specific skill does not do so effectively, it is not valid.
  • Importance of Validity and Reliability:
    • Invalid tests have no correlation to future job performance and could expose the employer legally if they eliminate candidates based on invalid results.
    • Test validation is crucial, particularly for non-standard tests.
    • Standardized tests typically have established reliability and validity.

Reference Checks

  • Reference checks should be approached with caution and are helpful for detecting blatant fraud.
  • Many large organizations avoid giving references due to legal concerns.
  • References can be obtained through:
    • Written correspondence (reference letters)
    • Phone calls (often more informative).
  • Timing of reference checks is critical; conducting them too early may “burn” references.
  • Restrictions on who can provide references (e.g., must be in Canada, know applicant for at least five years) can eliminate qualified candidates.
  • No reference from a current employer is not necessarily a negative indicator.
  • Reference checks are less common in certain parts of the world.

Additional Selection Methods

  1. Realistic Job Previews

    • Provide candidates with a true understanding of the job prior to hiring.
    • Best suited for specific roles.
    • Benefits include reduced attrition rates and increased job satisfaction.
    • Drawback: May lead to lower acceptance rates.

  2. Medical/Drug Testing

    • Can present legal challenges; drug dependency is classified as a disability.
    • Should only be conducted if it is essential for the job, ensuring it is performed by qualified professionals.
    • Health data is sensitive and must be treated accordingly.

Interviews

  • Interviews are the most prevalent method of selection, allowing for significant communication between applicant and employer.
  • Types of Interviews:
    • Structured: Pre-planned questions asked uniformly across all candidates. Legally more defensible.
    • Unstructured: Few planned questions, varying significantly across candidates. Not recommended.
  • Focus on job-related questions:
    • Avoid unrelated questions (e.g., hypothetical scenarios like “If you were an animal, which would you be?”).
  • Many organizations utilize structured interviews with various question types.

Interview Preparation

  • Preparation is vital for both interviewers and candidates:
    • Prepare questions and a scoring guide.
    • Resolve technological issues if the interview is conducted via videoconference.
    • Coordinate regarding the order of questions and roles among panel members.

Conducting the Interview

  • Create rapport with the candidate and foster an exchange of information.
  • During the interview, ensure:
    • Open-ended questions are used.
    • Follow-up questions are asked where needed.
    • There is meaningful two-way communication.
    • Candidate has the opportunity to ask questions.
  • Conclude by informing the candidate about the next steps in the process, including the timeline and any remaining queries.
  • Evaluation of candidate responses should take place as soon as possible following the interview:
    • Use scoring guides for consistency.
    • Collaborate with fellow panel members for discussion.

Common Interview Questions

Behavioral Questions:

  • Describe a situation where your work was criticized.
  • Why are you interested in working here?
  • What causes you stress?
  • What do you find most appealing about this position?
  • Describe a project that showcases your technical or problem-solving skills.
  • Discuss your experience at your previous employer.
  • What is the most important lesson you have learned?
  • Do you prefer working in the office or remotely, and why?

Leadership/Management and Decision-Making Questions:

  • What has been your biggest leadership challenge?
  • How do you handle conflict resolution?
  • How would your subordinates describe your leadership style?
  • Identify a past decision you'd change if given the chance.
  • Describe your performance standards.
  • What types of decisions come easily to you, and why?
  • Describe your ideal boss.
  • How do you tackle tough decision-making?
  • How do you motivate your employees?
  • Provide a strategy for handling a specific problem (interviewer outlines the problem).

Common Interview Mistakes

By the Interviewer:

  • Talking excessively.
  • Verbally reading from a script, especially in phone interviews.
  • Failing to listen attentively to the candidate's responses.

By the Interviewee:

  • Bragging excessively.
  • Demonstrating stereotyping or biases, such as the similar-to-me error.
  • Making decisions based on first impressions.

Shared Mistakes:

  • Lack of proper preparedness from both interviewers and interviewees.
  • Discussing irrelevant topics (e.g., sports, politics).
  • Distracted by phones or other devices during the interview.
  • Displaying nervous behaviors like fidgeting.

Final Hiring Decision

  1. Communication with Unsuccessful Candidates:

    • Notify candidates of their status.
    • Retain applications for potential future roles if the candidate may fit the organization.
    • Some organizations seek feedback from declined candidates about their experience.
    • Manage reputation thoughtfully; never offend candidates.
    • Be careful when citing reasons for rejection, as this can lead to legal issues.

  2. Decision-Making in Hiring:

    • Understand who ultimately makes the hiring decision; conflicting decisions with hiring managers can lead to issues.
    • Recognize the involvement level of hiring managers in the process influences support for candidates.
    • Different approaches to final decisions include:
      • Subjective Approach: Decision-makers choose the successful candidate based on holistic assessment of selection methods.
      • Multiple Cut-off Approach: Candidates must achieve a minimum score in each selection method to be considered.
      • Compensatory Approach: Candidates are selected based on the highest overall score across all selection methods.