1. Application forms
For most employers, the application form is the first step in the selection process. Application forms provide a record of salient information about applicants for positions, and also furnish data for personnel research. Interviewers may use responses from the application as follow-up questions during an interview. These forms range from requests for basic information such as names, addresses and telephone numbers, to comprehensive personal history profiles detailing applicants’ education, job experience, skills and accomplishments.
2. Testing
Testing is another method of selecting competent future employees. Although testing use has faded during the past two decades, recent studies reveal that more than 80 percent of employers use testing as part of their selection process. Again, these tests must be valid and reliable. As a result, a manager needs to make sure that the test only measures job-relevant dimensions of the applicants. Most tests focus on specific job-related aptitudes and skills, such as Mathematics or conceptual skills. Typical types of exams include the following: \
- Integrity tests measure factors such as dependability, carefulness, responsibility, and honesty. These tests are used to learn about the attitudes of applicants toward a variety of job related subjects.
- Personality tests measure personality or temperament. These tests are among the least reliable. Personality tests are problematic and not very valid, because little or no relationship exists between personality and performance.
- Knowledge tests are more reliable than personality tests because they measure an applicant’s comprehension or knowledge of a subject. E.g. A maths test for an accountant and a weather test for a pilot. Human relations specialists must be able to demonstrate that the test reflects the knowledge needed to perform the job. For example, a teacher hired to teach maths should not be given a keyboarding test.
- Performance simulation tests are increasing in popularity. Based on job analysis data, they more easily meet the requirement of job relatedness than written tests. The best known performance simulation test is known as work sampling even though other credible simulation processes may also be performed at assessment centres. An assessment is a selection technique that examines candidates’ handling of simulated job situations and evaluates a candidate’s potential by observing his or her performance in experiential activities designed to simulate daily work. Assessment centres, are centres where work sampling is often conducted as the line managers, supervisors or trained psychologists observe. The candidates are then evaluated as they go through exercises that simulate real problems that are typical for the job. Activities may include interviews, problem-solving exercises, group discussions and business-decision games. Assessment centres have consistently demonstrated results that accurately predict later job performance in managerial positions. Work sampling
is an effort to create a miniature replica of a job, giving applicants the chance to demonstrate that they possess the necessary talents by actually doing the tasks.
3. Interviews
Another widely used selection technique is the interview, a formal, in-depth conversation conducted to evaluate an applicant’s acceptability. In general, the interviewer seeks to answer three broad questions:
- Can the applicant do the job?
- Will the applicant do the job?
- How does the applicant compare with others who are being considered for the job? Interviews are popular because of their flexibility. They can be adapted to unskilled, skilled, managerial, and staff employees. They also allow a two-way exchange of information where interviewers can learn about the applicant and the applicant can learn about the employer. However, the most noticeable shortcomings of interviews lie in the areas of reliability and validity. Good reliability means that the interpretation of the interview results does not vary from one interviewer to another. Reliability is improved when identical questions are asked. The validity of interviews is often questionable because few departments use standardized questions. Managers can boost the reliability and validity of selection interviews by planning the interviews, establishing rapport, closing the interview with time for questions and reviewing the interview as soon as possible after its conclusion.
4. Other selection techniques
Reference checking which allows employers to verify information supplied by the candidate. Health exams which entail identifying health problems capable of increasing absenteeism and accidents, as well as detecting diseases that may be unknown to the applicant.
Selection biases
Selection biases can easily creep into the selection process and they include:
1. Stereotyping: Attributing certain characteristics to a particular group of people. “People who grew up on dairy farms like animals.”
2. Halo effect: Regarding highly an individual who has characteristics you particularly like. “A person who drives a Toyota, like me, has a BCom from Egerton and is an Arsenal fan will be a good employee.”
3. First impressions: Judging prematurely based on appearance, handshake or voice. “He has a good firm handshake, a friendly smile, no ear-rings and short hair. “I knew before the interview started that he would be a good employee.”
4. Contrast: Measuring against the last person interviewed. “After that last person we interviewed, I had begun to think we would never find an acceptable person.” 5. Staleness: Discounting individuals who were interviewed early in the process by giving preference to the individuals interviewed just before they make the selection.
Titany answered the question on September 20, 2021 at 10:47