The Selection Process Typically Consists of Eight Steps

Ch 7: The Selection Process
The selection initial screening

Failed to meet minimum qualifications
process typically Passed
consists of eight completed application

Failed to complete application or
steps. Passed failed job specifications
employment test
Failed test
Passed
conditional comprehensive interview
job offer Passed Failed to impress interviewer and/or
meet job expectations
background examination
if required Problems encountered
Passed
permanent
job offer medical/physical examination
(conditional job offer made) reject applicant
Unfit to do essential
elements of job
Able to perform essential

elements of the job
Fundamentals of Human Resource Management, 10/e, DeCenzo/Robbins Chapter 7, slide 1

The Selection Process
completing
the application
Gives a job-performance-related synopsis of what

applicants have been doing, their skills and
accomplishments.
Legal considerations
1. omit items that are not job-related; e.g., gender, religion

2. includes statement giving employer the right to
dismiss an employee for falsifying information
3. asks for permission to check work references

completing
the application
Weighted application forms
 individual pieces of information are validated against

performance and turnover measures and given
appropriate weights
 data must be collected for each job to determine how

well a particular item (e.g., years of schooling, tenure
on last job) predicts success on target job

completing
the application
 information collected on application forms can be highly

predictive of successful job performance
 forms must be validated and continuously reviewed and updated
 data should be verified through background investigations

pre-employment testing
 performance simulation tests require applicants to engage

in job behaviors necessary for doing the job successfully
 work sampling uses job analysis to develop a miniature
replica of the job so the applicant can demonstrate his/her
skills
 assessment centers give tests and exercises, (individual
and group), to assess managerial or leadership potential or
other complex skills
Selection practices must be adapted to cultures

and regulations of the host country.

Interviews
assesses motivation, values, ability to work

under pressure, attitude, ability to fit in or
adjust with the organization.
can be traditional, panel, or situational
especially useful for high-turnover jobs and
less routine ones
The interview is only as effective as
those conducting it.
Video: Justin Menkes, Interviewing for Executive Intelligence

Interviews
Interviewers have short and inaccurate memories:

note-taking and videotaping may help
Halo effect (incomplete/partial evaluation)
Stereotyping (Generalizing/sweeping
evaluation)
impression management (applicant’s desire to
project the “desirable/required” image), may skew
interview results

 Realistic Job Preview
 RJP presents unfavorable as well as favorable
information about the job and the organization to
applicants.
 May include brochures, films, tours, work sampling,
or verbal statements or discussions that gives a
realistic idea about the job.
 Offering the candidates during interview to ask if they
have any query about the job and the organization
 most people want jobs compatible with their
personality
Fundamentals of Human Resource Management 8e, DeCenzo and Robbins

conditional
job offer
 HR manager makes an offer of employment, contingent

on or subject to successful completion of background
check, physical/medical exam, drug test, etc.
 may use only job-related information to make a hiring

decision

background
investigation
Verifies information from the application form.
references legal status to work in the

former employers country
education credit references
criminal records/police
verification
Online searches can yield too much information on applicants.
See http://www.privacyrights.org/fs/fs16-bck.htm for an analysis of online
background checks as they pertain to employer/employee rights.

background
investigation
 qualified privilege: employers may discuss

about present or past employees with
prospective employers without fear of
reprisal as long as the discussion is about
job-related, documented facts
one-third of all applicants exaggerate their
backgrounds or experiences
 a good predictor of future behavior is an
individual’s past behavior
Negligent Hiring Liability: Employers can be held liable
for failure to properly hire.
. .
Background Investigation Methods:
 Internal investigation: Organization’s HR

Department checks former employers, personal
references and possibly credit sources.
 External investigation: Uses a reference-
checking firm which may obtain more information,
while complying with privacy rights.
Documentation, including whom called, questions
asked, information obtained/not obtained, is
important in case an employers’ hiring decision is
later challenged.
Fundamentals of Human Resource Management 8e, DeCenzo and Robbins
medical investigation
 used only to determine if the individual can comply with

essential functions of the job
 To check if the individual has any contagious disease.

job offer
 actual hiring decision generally made by the department

manager, not HR manager
 candidates not hired deserve the courtesy of prompt
notification
 management should assure the selection process leaves

them with a favorable impression of the company

The Comprehensive Approach
Comprehensive selection puts applicants through

all the steps in the selection process before
making a decision.
 assesses both strengths and weaknesses, and is

considered more realistic
 must measure factors related to the job only

Key Elements for Successful Predictors
Validity: (Right/Appropriateness) The relationship

between scores on a selection tool and a relevant
criterion, such as job performance.
Reliability: (Dependability) The ability of the

selection tool to measure an attribute consistently.
HR managers need reliable & valid tests to make

sure the applicant will perform satisfactorily
There are companies that specialize in employment testing.
For academic admissions: ETS Inc.
For example, watch the demo at www.eSkill.com

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Ch 7: The Selection Process

The selection initial screening

consists of eight completed application

Able to perform essential

Fundamentals of Human Resource Management, 10/e, DeCenzo/Robbins Chapter 7, slide 1

Gives a job-performance-related synopsis of what

1. omit items that are not job-related; e.g., gender, religion

Fundamentals of Human Resource Management, 10/e, DeCenzo/Robbins Chapter 7, slide 2

Weighted application forms

 individual pieces of information are validated against

 data must be collected for each job to determine how

Fundamentals of Human Resource Management, 10/e, DeCenzo/Robbins Chapter 7, slide 3

 information collected on application forms can be highly

 forms must be validated and continuously reviewed and updated

 data should be verified through background investigations

Fundamentals of Human Resource Management, 10/e, DeCenzo/Robbins Chapter 7, slide 4

 performance simulation tests require applicants to engage

Selection practices must be adapted to cultures

Fundamentals of Human Resource Management, 10/e, DeCenzo/Robbins Chapter 7, slide 5

assesses motivation, values, ability to work

Fundamentals of Human Resource Management, 10/e, DeCenzo/Robbins Chapter 7, slide 6

Interviewers have short and inaccurate memories:

Fundamentals of Human Resource Management, 10/e, DeCenzo/Robbins Chapter 7, slide 7

Fundamentals of Human Resource Management 8e, DeCenzo and Robbins

 HR manager makes an offer of employment, contingent

 may use only job-related information to make a hiring

Fundamentals of Human Resource Management, 10/e, DeCenzo/Robbins Chapter 7, slide 9

Verifies information from the application form.

references legal status to work in the

Fundamentals of Human Resource Management, 10/e, DeCenzo/Robbins Chapter 7, slide 10

 qualified privilege: employers may discuss

Background Investigation Methods:

 Internal investigation: Organization’s HR

 used only to determine if the individual can comply with

 To check if the individual has any contagious disease.

Fundamentals of Human Resource Management, 10/e, DeCenzo/Robbins Chapter 7, slide 13

 actual hiring decision generally made by the department

 management should assure the selection process leaves

Fundamentals of Human Resource Management, 10/e, DeCenzo/Robbins Chapter 7, slide 14

The Comprehensive Approach

Comprehensive selection puts applicants through

 assesses both strengths and weaknesses, and is

 must measure factors related to the job only

Fundamentals of Human Resource Management, 10/e, DeCenzo/Robbins Chapter 7, slide 15

Validity: (Right/Appropriateness) The relationship

Reliability: (Dependability) The ability of the

HR managers need reliable & valid tests to make

Fundamentals of Human Resource Management, 10/e, DeCenzo/Robbins Chapter 7, slide 16

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