GROUP “A”MBA 5TH MORNING

• GROUP LEADER:• FAREEHA ZANIB (4340)

• GROUP MEMBERS:• SHAHBAAZ AHMED ()

• SAMAN KHAN (4355)

• SAMEENA RIAZ ()

• SUNDAS KHAN (4356)

CHAPTER EIGHT

EXTERNAL SELECTION 1

EXTERNAL SELECTION

• External selection refers to the assessmentand evaluation of external job applicants.

• A variety of different assessment methodsare used.

EXTERNAL SELECTION METHODS Preliminary Issues

The Logic of Prediction

The Nature of Predictors

Development of the Selection Plan

Selection Sequence

Initial Assessment Methods

Résumé's and Cover Letters

Application Blanks

Biographical Information

Reference and Background Checks

Handwriting Analysis

Literacy Testing

Genetic Screening

Initial Interview

Choice of Initial Assessment Methods

PRELIMINARY ISSUES Many times, selection is equated with one event,

namely, the interview. Selection is a process rather than an event. For the best possible match to be achieved, a series

of well-thought-out logical activities/steps need totake place.

Actual implementation of the logic of predictionrequires that predictors must be chosen throughdevelopment of a selection plan.

Implementation also requires: Creation of a selection sequence, which is an

orderly flow of people through the stages ofo Applicant,o Candidate,o Finalist,o Offer receiver.

APPLICANT

CANDIDATE

FINALIST

OFFER RECIEVER

The Logic of Prediction

KSAOs

MOTIVATION

IDENTIFIED

ASSESSED

EVALUATED

QUALIFICATION

NEW JOBS AND

SITUATIONS

Qualifications are then usedto predict how successful theperson is likely to be inThat new situation or jobregarding the HR outcomes.

PAST JOB

NO JOB

CURRENT JOB

The logic of prediction shown in Exhibit demonstrates how critical it is tocarefully scrutinize the applicant’s past situation when making selectiondecisions.

The Nature of Predictors

There are different types of predictors used inexternal selection ranging from interviews to geneticscreening.

They all differ from one another in terms of contentand form.

The nature of predictors (cont..)• CONTENT:• every thing which is inside in some thing.• Information• Experience• KSAOS etc• That is the object which is being assessed

with a predictor varies considerably andmay range from a sign to a sample to acriterion.

• A sign is a predisposition to a personwho is thought to relate to performanceon the job.

• A sample is closer than a sign to actualon-the-job results.

The nature of prediction (cont..)

• Forms:The form or design of the predictor may vary

along several different lines.

1. Speed versus Power.

speed

A person’s score on some predictors is basedon the number of responses completedwithin a certain time frame.

Power:

A power test, on the other hand, presentsindividuals with items of increasing difficulty.

A speed test is used when speed of work is an important part of the job, and apower test is used when the correctness of the response is essential to the job.

The nature of prediction (cont..)

• Paper and pencil versus performance.

• Paper-and pencil:

Applicants are required to fill out a form,write an answer, or complete multiple choiceitems.

Frequently used when psychological abilities arerequired to perform the job;

• Performance tests:

The applicant is asked to manipulate anobject or equipment.

Used when physical and social skills are required toperform the job.

The nature of prediction (cont..)

Objective versus Essay. objective

An objective paper-and-pencilpredictor is one in which multiplechoice questions or true/falsequestions are used.

These tests should be used tomeasure specific knowledge inspecific areas.

Essay a written answer is required of the

respondent. Essays are best used to assess written

communication, problem-solving, andanalytical skills.

The nature of prediction (cont..)

Oral versus Written versus Computer. Responses to predictor questions can be

spoken, written, or entered into the computer. As with all predictors, the appropriate form

depends on the nature of the job. If the job requires a high level of verbal skill,

then oral responses should be solicited. If the job requires a large amount of writing,

then written responses should be required. If the job requires constant interaction with

the computer, then applicants should entertheir responses into the computer.

Development of the Selection Plan

PURPOSE: To translate the results of a job analysis into the actual

predictors to be used for selection, a selection plan must bedeveloped.

USES: A selection plan describes which predictor(s) will be used to

assess the KSAOs required to perform the job.

METHOD FOR DEVELOPING PLAN: In order to establish a selection plan, three steps are followed.

First, a listing of KSAOs is written in the left-hand column. Second, for each KSAO, a “yes” or “no” is written to show whether this

KSAO needs to be assessed in the selection process. Third, possible methods of assessment are listed for the required

KSAOs, and the specific method to be used for each of these KSAOs is then indicated.

Major KSAO Category Necessary forSelection?(Y/N)

Method of Assessment

WP CT DB LTR TEF ML EM TM INTERVIEW

1. Ability to follow oral directions/ listening skills Y X X X

2. Ability to read and understand manuals/guidelines Y X X X X X X

3. Ability to perform basic arithmetic operations Y X X X

4. Ability to organize Y X X

5. Judgments/priority setting/decision making ability Y X

6. Oral communication skills Y X

7. Written communication skills Y X X X X

8. Interpersonal skills Y X

9. Typing skills Y X X X

10. Knowledge of word processing, graphics,database, and spreadsheet software

Y X X X X X

11. Knowledge of company policies and procedures N

12. Knowledge of basic personal computeroperations

Y X X X X X X X

13. Knowledge of how to use basic office machines N

14. Flexibility in dealing with changing job demands Y X X X

15. Knowledge of computer software Y X X X X X X

16. Ability to attend to detail and accuracy Y X X X X X X X X

Selection Sequence

• Usually, a series of decisions ismade about job applicants beforethey are selected.

• The first decision that is reached iswhether initial applicants who haveapplied for the job becomecandidates or are rejected.

• The second decision made is whichcandidates become finalists.

• The third decision made is whichfinalist receives the actual job offer.

• Finally, some offer receiversbecome new hires when theydecide to join the organization.

INITIAL ASSESSMENT METHODS

• These methods are also referred to as pre employment inquiries and are used to minimize the costs associated with substantive assessment methods by reducing the number of people assessed.

• Predictors typically used to screen candidates from applicants include:

• application blanks,• biographical information,• reference reports,• handwriting analysis,• literacy testing, • genetic screening, and • initial interviews

• Using meta-analysis results, the average validity (i.e., r¯) of each method is also provided if possible. Then, a general evaluation will be presented to help guide decisions about which initial assessment methods to use.

Résumés' and Cover Letters

• The first introduction of the applicant to the organization• This introduction is controlled by the applicant as to the

amount, type, and accuracy of information provided.• It need to be verified with other predictors, such as

application blanks, to ensure that there is accurate and complete data across all job applicants.

• It is very difficult for many organizations to store resumes for any extended period of time and read them accurately.

• Fortunately, the computer has resolved this issue.• Hundreds of large companies currently use re´sume´-

tracking software.

Résumés' and Cover Letters(cont)

• Information provided is controlled by applicant– Information needs to be verified by other predictors to

ensure accuracy and completeness

• Major issues– Large number received by organizations

– Falsification and misrepresentation of information

• Lack of research exists related to– Validity or reliability

– Costs

– Adverse impact

Résumés' and Cover Letters(cont)

• the most common misleading information put on résumé's is: Inflated titles

Inaccurate dates to cover up job hopping or employment gaps

Half-finished degrees, inflated education, or “purchased” degrees

Inflated salaries

Inflated accomplishments

Outright lies with regard to roles and responsibilities

Overview of Application Blanks

• Areas covered– Educational experience

– Training

– Job experience

• Key advantage -- Organization dictates information provided

• Major issue -- Information requested should– Be critical to job success and

– Reflect KSAOs relevant to job

• Sample application blank - Exh. 8.4

Application Blanks

• Areas of special interest– Educational requirements

• Level of education

• GPA

• Quality of school

• Major field of study

• Extracurricular activities

– Training and experience requirements

– Licensing, certification, and job knowledge

• Weighted application blanks

• Evaluation --> ŕ = .10 to ŕ = .20

Biographical Information / Bio data

• Personal history information ofapplicant’s background and interests– “Best predictor of future behavior is

past behavior”– Past behaviors may reflect ability or

motivation• Measures

– Ex.. 8.5: Examples of Bio data Items• Bio data compared with background

checks– Background check

• examines an applicant’sbackground

• conducted through recordschecks and conversations withreferences

– Bio data• used to predict future

performance• information is collected by

survey

Evaluation: BiographicalInformation / Bio data

• Test-retest reliability can be high:.77 to .90

• Predictive validity moderate:

• r = .32 to .37

• Issues

– Generalize ability beyond firstgroup?

– Although predictive validityexists, it is not clearwhat these inventories assess

– Falsification can be a bigproblem

Reference Reports:Letters of Recommendation

• Problems

– Inability to discern more-qualified fromless-qualified applicants

– Lack of standardization

• Suggestions to improve credibility

– Use a structured form

– Use a standardized scoring key

Reference Reports: Reference Checks

• Approach involves verifyingapplicant’s background via contactwith– Prior immediate supervisor(s) or– HR department of current of previous

companies• Roughly 8 of 10 companies conduct

reference checks• Problems

– Same as problems with letters ofrecommendation

– Reluctance of companies to providerequested information due to legalconcerns

• Exh. 8.7: Sample Reference Check

Reference Reports: Background Testing

• Method involves assessing reliability of applicants’ behavior, integrity, and personal adjustment

• Type of information requested– Criminal history

– Credit information

– Educational history

– Employment verification

– Driver license histories

– Workers’ compensation claims

• Key issues– Limited validity evidence

– Legal constraints on pre-employment inquiries

Evaluation of Reference Reports

• Predictive validity limited: r = .16 to .26

• Validity depends on source providinginformation

– HR department, coworker, or relative

– Supervisors

– What sources do you think work best?

• Cost vs. benefit of approach must beconsidered

1. Handwriting Analysis;

• An extremely distant sign of job performance is handwritinganalysis or graphology.

• This type of analysis is used to predict employee performance.• Handwriting analysis is an effective and reliable indicator of

personality and behaviour, and so is a useful tool for manyorganizational processes, for example: recruitment, interviewingand selection, team-building, counselling, and career-planning.

• In fact, graphology is widely used in western Europe (particularlyFrance and Switzerland )

• While he process of obtaining handwriting samplesfrom applicants is virtually costless, the process of analyzing thesamples isnot.

• The theory behind graphology as a selection device is thathandwriting is a measure of personality.

Handwriting Analysis; (cont..)

• Advantage:• One of the very few advantages of this

predictor over other predictors measuringpersonality is that it is difficult to fake.

• Disadvantage• The problem with this approach is that the

link between handwriting, personality, andHR outcomes is tenuous at best. Onewould expect to find virtually norelationship between handwriting analysisand a distant outcome such as jobperformance and, in fact, that is exactlywhat hasbeen found.

2 . Literacy Testing;

• Most jobs require that employeespossess reading and writing skills.

• In some jobs, the need for these skills isobvious.

• In others, though the need is notobvious,

these skills are nevertheless critical tosuccessful on-the-job performance.

• Historically, this was not a selectionissue in industries where people’sphysical skills were much moreimportant than their mental skills.

• Today, all that has changed.

LITERACY TEST (CONT..)

Genetic screening

Done to screen out people who aresusceptible to certain diseases (e.g., sicklecell anemia) due to exposure to toxicsubstances at work

Genetic screening is not widespread,companies such as Du Pont and DowChemical experimented with it to protecttheir employees

Court decisions have ruled that geneticscreening is prohibited under theAmericans With Disabilities Act (ADA) genetic testing is permissible only when

consent has been granted by the applicant orwhen test results directly bear on an applicant’sability to perform the job

Initial Interview

CharacteristicsBegins process of necessary

differentiationPurpose -- Screen out most

obvious cases of person / jobmismatches

Limitation -- Most expensivemethod

of initial assessment

Video and computer interviewsOffers cost savings

Video and computer interviews

Video based interviews link the applicant and recruiter via

remote video access. Advantage: they can dramatically

lower the cost of initial interviews. Disadvantage:a disadvantage of

these interviews is that they donot permit face-to-face contact.

Computer based interviews utilize software that asks

applicants questions presents realistic scenarios It can even track how long it takes

an applicant to answer eachquestion.

Evaluation of Initial Interview

• Minimal evidence existsregarding usefulness

• Guidelines to enhanceusefulness– Ask questions assessing most

basic KSAOs– Stick to basic, fundamental

questions suitable for makingrough cuts rather thansubjective questions

– Keep interviews brief– Ask same questions of all

applicants

Choice of Initial Assessment Methods

• Criteria– Use– Cost– Reliability– Validity– Utility– Applicant reactions– Adverse impact

• Education level• GPA• Quality of school• Major field• Extracurricular activity• Training & experience• Licensing/certification• Weighted app. Blanks• Bio data• Letters of recommendation• Background checks• Resumes, cover letters• Initial interview• Genetic screening