Tài Liệu Lecture Human Resource Acquiring Chapter 3 Hr Selection.pdf

31/07/2021 1 CHAPTER 3 HR SELECTION ThS Nguyễn Đức Nhân Bộ môn Quản trị nhân lực Khoa Kinh tế và Quản lý nguồn nhân lực 31 Jul 21 Learning Objectives • Understand how the logic of prediction guides th[.]

CHAPTER 3:

HR SELECTION

ThS Nguyễn Đức Nhân - Bộ môn Quản trị nhân lực

Khoa Kinh tế và Quản lý nguồn nhân lực

31-Jul-21

Learning Objectives

• Understand how the logic of prediction guides the selection process

• Review the nature of predictors—how selection measures differ

• Understand the process involved in developing a selection plan, along with the

selection sequence

• Review the advantages and disadvantages of personality and cognitive ability tests

• Compare and contrast work sample and situational judgment tests

• Understand the advantages of structured interviews and how interviews can be

structured

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• 3.1 The role of selection

• 3.2 The selection processes

• 3.3 Design and implementation of selection tests and interview

• 3.4 Evaluating selection process

3.1.1 Concepts

• Selection – the process by which an organization chooses from a list of applicants

the person or persons who best meet the selection criteria for the position available,

considering current environmental conditions.

• Selection was defined as the process of assessing and evaluating people for purposes

of determining the likely fit between the person and the job.

3.1.2 The Importance of Selection

• The logic of prediction

• Development of the selection plan

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The logic of prediction

• The aim of selection is to assess the suitability of candidates by predicting the extent to which they

will be able to carry out a role successfully

• This process is based on the logic of prediction, which holds that indicators of a person’s

degree of success in past situations should be predictive of how successful he or she will

likely be in new situations.

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The logic of prediction

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The Importance of the Logic of Prediction

• The logic of prediction indicates that a point-to-point comparison needs to be made between

requirements of the job to be filled and the qualifications applicants have acquired from a variety of

past situations

• Applicants who view the selection procedure as fair (job related, which should occur if the logic of

prediction is used) are more likely to accept a job offer and/or encourage others to apply for a job in

the organization

• The logic of prediction means separating recruitment from selection: use employee referrals to

identify prospective hires (recruitment device), to select among those who have applied (selection

measure)

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Development of the Selection Plan

• A selection plan describes which predictor(s) will be used to assess the KSAOs required to

perform the job.

• Types of predictors: application forms, interviews, tests, reference checks, etc.

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3.2 The selection processes

Screening

Assessing Candidates

Obtaining

References

Checking Applications

Examining information from candidates

• Candidates may respond to an online notice or an advertisement with a formal application

(by e-mail or letter), usually supported by a CV.

• An application form, which sets out the information required, can be completed online

(preferable if an online application has been made) or on paper.

• The initial step is to list the applications on the recruitment database setting out name, date

application received and actions taken (reject, hold, interview, shortlist, offer).

Sorting applications

• Applications are sifted by comparing the information available about them with the key

criteria in the person specification.

• The criteria should be analysed with care so that they are fully understood - can be

classified under the following three headings:

• Essential (must have) – applicants will not be considered unless this criterion is satisfied.

• Very desirable (nice to have) – preference will be given to applicants who meet this criterion.

• Desirable (optional) – applicants who meet this criterion will be given favourable consideration

but it is not an essential requirement

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Administering the selection program

• The time allowed for an interview will vary according to the complexity of the job.

• For a fairly routine job, 30 minutes or so should suffice

• For a more senior job, 60 minutes or more is required

• It is best not to schedule too many interviews per day for more senior jobs

• It is advisable to leave about 15 minutes between interviews to write up notes and prepare

for the next one.

• Using a standard letter to invite shortlisted candidates for the next steps (interviews or tests)

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• Send email to candidates

invited for next steps

• Sending candidates more

details of the organization and

the job so that too much time is

not spent in going through this

information at the interview

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3.2.2 Selection Methods

• The aim of selection is to assess the suitability of candidates by predicting the extent to

which they will be able to carry out a role successfully.

• It involves deciding on the degree to which the characteristics of applicants in terms of their

KSAs, competencies, experience, qualifications, education and training match the person

specification and then using this assessment to make a choice between candidates.

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• Interviews are normally conducted by means of a face-to-face discussion.

• Unstructured interview

• Structured interview

• Behavioral description interview (BDI)

• Situational interview (SI)

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Advantages of interviews

• Provide opportunities for interviewers to ask probing questions about the candidate’s experience and to

explore the extent to which the candidate’s competencies match those specified for the job

• Enable interviewers to describe the job (a ‘realistic job preview’) and the organization in more detail,

providing some indication of the terms of the psychological contract

• Provide opportunities for candidates to ask questions about the job and to clarify issues concerning training,

career prospects, the organization and terms and conditions of employment

• Enable a face-to-face encounter to take place so that the interviewer can make an assessment of how the

candidate would fit into the organization and what he or she would be like to work with

• Give the candidate the same opportunity to assess the organization, the interviewer and the job

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Disadvantages of interviews

• Can lack validity as a means of making sound predictions of performance, and lack reliability in the sense

of measuring the same things for different candidates

• Rely on the skill of the interviewer – many people are poor at interviewing, although most think that they

are good at it

• Can lead to biased and subjective judgements by interviewers

• These disadvantages can be alleviated:

• first, by using a structured approach;

• second, by training interviewers.

• Finally, selection tests can provide valuable information that supplements the interview.

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Selection Testing

• Selection tests are used to provide valid and reliable evidence of levels of abilities, intelligence,

personality characteristics, aptitudes and attainments

• Types of selection testing

Characteristics of a good test

A test meant to predict success in a job or in passing examinations should produce reasonably

convincing (statistically significant) predictions The two key characteristics of a good test are

• First that it is reliable in the sense that it always measures the same thing:

• a test aimed at measuring a particular characteristic, such as intelligence, should measure the same

characteristic when applied to different people at the same or a different time or to the same person at

3.2.3 Reference & Background Checks

• The main purpose of a reference is to obtain in confidence factual information about a

prospective employee.

• It is necessary to confirm the nature of the previous job, the period of time in employment,

the reason for leaving (if relevant), the salary or rate of pay and, possibly, the attendance

record.

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Reference Cheking

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Who are Referees?

The question for

reference cheking?

Reference Check Question

• What was the period of employment?

• What was the job title?

• What work was carried out?

• What was the rate of pay or salary?

• How many days’ absence were there over the last 12 months?

• Would you re-employ (if not, why not)? (important, if it is answered honestly)

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3.2.4 Checking Applications

• check with universities, professional institutes and previous employers that the facts given by

applicants are correct

• interview questions about actual (not hypothetical) experiences

• identification check

• credit reference agency check (especially appropriate for positions in the financial services sector)

• the medical examination required for pension and life assurance purposes or because a certain

standard of physical fitness is required for the work

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3.2.5 Offering Employment

• The final stage in the selection procedure is to confirm the offer of employment after

satisfactory references have been obtained.

• The contract of employment should also be prepared at this stage.

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3.2.6 Following Up

• It is essential to follow up newly engaged employees to ensure that they have settled in and to check

on how well they are doing

• If there are any problems it is much better to identify them at an early stage rather than allowing them

to fester

• It is also important as a means of checking on the selection procedure It is useful to find out how it

happened so that the procedure can be improved:

• inadequate person specification, poor sourcing of candidates, weak advertising, poor interviewing

techniques, inappropriate or invalidated tests, or prejudice on the part of the selector

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Dealing with recruitment problems

• Ensure that all the possible sources of candidates have been used Consider any ways in which the

advertisement or website entry could be made more attractive

• Check that the person specification is realistic – that the requirements have not been overstated

• Consider whether it might be necessary to improve the package offered to candidates – check market rates

to ensure that the level of pay and benefits are competitive

• In discussion with the line manager, examine the possibility of reshaping the role to increase its

• Depending on individual preferences of the HR practitioner and the selection committee,

testing can occur before the interviews, with only the best performing candidates then being

invited to an interview Alternatively, all candidates can be interviewed and only the best

performers tested.

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3.3.1 Selection Tests

• Tests are often used as part of a selection procedure for occupations where a large number of

recruits are required, and where it is not possible to rely entirely on examination results or

information about previous experience as the basis for predicting future performance.

• Selection tests are used to provide valid and reliable evidence of levels of abilities,

intelligence, personality characteristics, aptitudes and attainments.

• Tests can be classified in a number of ways One option would be to classify them according

to what they are assessing.

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Types of Selection Tests

Personality Tests

• Personality tests attempt to assess the personality of candidates in order to make predictions

about their likely behaviour in a role.

• There are many different theories of personality and, consequently, many different types of

personality tests.

• self-report personality questionnaires

• other questionnaires that measure interests, values or work behaviour

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Big Five Personality

Traits

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• The International Personality Item

Pool (IPIP), which can be found

online and used freely, contains

several Big Five measures

• ipip.ori.org

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Belbin ’s Model

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Potential Problems from Online Testing

• (1) test security might be compromised (e.g., test items posted on a blog),

• (2) applicants may find it easier to cheat or be more motivated to cheat online,

• (3) applicants may not tolerate long online personality tests.

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Considerations

• Personality tests can provide interesting supplementary information about candidates that

is free from the biased reactions that frequently occur in face-to-face interviews, but they

have to be used with great care.

• The tests should have been developed by a reputable psychologist or test agency on the basis

of extensive research and field testing, and they must meet the specific needs of the user.

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The Important Criticisms of the Use of

Personality Tests

• The validities are trivial

• Faking undermines their usefulness

• Applicants react negatively to them

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Ability Tests

• Ability tests establish what people are capable of knowing or doing.

• There are two major types of ability tests: aptitude and achievement.

• Aptitude tests look at a person’s innate capacity to function

• Achievement tests assess a person’s learned capacity to function

• There are four major classes of ability tests: cognitive, psychomotor, physical, and

sensory/perceptual

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Cognitive Ability Tests

• Cognitive tests include tests of general reasoning ability (intelligence) and tests of specific mental

abilities like memory and inductive reasoning

• Intelligence (IQ) tests are tests of general intellectual abilities They measure not a single trait but

rather a range of abilities, including memory, vocabulary, verbal fluency, and numerical ability

• Specific Cognitive Ability tests (psychologists often call such aptitude tests) measure of specific

mental abilities, such as deductive reasoning, verbal comprehension, memory, and numerical ability

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Other Ability Tests

• Psychomotor abilities tests measure motor abilities, such as finger dexterity, manual dexterity, and (if

hiring pilots) reaction time; others measure the speed and accuracy of simple judgment as well as the

speed of finger, hand, and arm movements

• Physical abilities tests include static strength (such as lifting weights), dynamic strength (pull-ups),

body coordination (jumping rope), and stamina

• Sensory/perceptual abilities tests assess the ability to detect and recognize environmental stimuli: a

flight simulation used as part of the assessment process for airline pilots; some tests of mechanical and

clerical ability (e.g how a pulley operates, how gears function)

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Sensory/Perceptual Abilities Tests

the applicant (needing to work under time

constraints) is asked to compare names or

numbers to identify matching elements

For example, check the pairs of numbers in

the following list for the set that is the same:

Ability/Aptitude tests measure the capacity

Aptitude tests measure of specific mental abilities:

• verbal reasoning – the ability to comprehend, interpret and draw conclusions from oral or

written language;

• numerical reasoning – the ability to comprehend, interpret and draw conclusions from

numerical information;

• spatial reasoning – the ability to understand and interpret spatial relations between objects;

• mechanical reasoning – understanding of everyday physical laws such as force and leverage.

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Ability/Aptitude Test Types and Selection Criteria

Capacity Selection Criteria

Numerical reasoning

General ability (numerical intelligence); Ability to work with numbers and calculations;

Ability to use, understand and explain information with numerical content; Attention todetail with numerical elements

Verbal reasoning Understanding verbal content; General ability (verbal intelligence); Attention to detail

with written materials

Spatial reasoning Ability to understand and work with visual representations of the real world, e.g maps,

designs, plansMechanical reasoning Understanding basic laws of physics and mechanics and their application to the real world

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Ability/Aptitude Test Example

Look at the row of numbers below What number should be come next?

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Ability/Achievement Test

• Achievement tests are designed to measure what the individual has learned in the past - job

knowledge in areas like accounting, marketing, HR, etc.

• For example, insurance assessors may have to demonstrate that they have learned risk

categories and appropriate application of policy levels before being considered eligible for

their next promotion.

• Some achievement tests measure the applicant s abilities;a typing test is one example.

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Ability/Achievement Test Examples

• What functions does HRM normally include?

• Assess how the HRM function helps your company achieve its objectives?

• What are the different ways a company can do recruitment and selection?

• Give at least two examples of how HRM practices can benefit both the company and its employees

• Explain, with examples, the compensation package offered to employees & managers

• Explain, with examples, how often (and how) a firm trained workers and managers

• What is the nature of KPIs? Give examples?

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Work Samples

• The work sampling technique tries to predict job performance by requiring job candidates to

perform one or more samples ofthe job s tasks.

• It measures actual job tasks,so it’s harder to fake answers - designed properly, work samples

also exhibit better validity than do other tests designed to predict performance.

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