The Selection Process in HRM

The selection process typically consists of eight steps:

1.    Initial screening interview

2.    Completion of the application form

3.    Employment tests

4.    Comprehensive interview

5.    Background investigation

6.    Conditional job offer

7.    Medical/physical exam

8.    Permanent job offer

1.       Initial Screening

• Involves screening of inquiries and screening interviews.
• Job description information is shared along with a salary range.

2.       Completing the Application Form:  Key Issues

—  Gives a job-performance-related synopsis of what applicants have been doing, their skills and accomplishments.

¢  Legal considerations

—  Omit items which are not job-related; e.g., sex, religion, age, national origin, race, color, and disability.

—  Includes statement giving employer the right to dismiss an employee for falsifying information.

—  Asks for permission to check work references.

—  Typically includes “employment-at-will” statement.

¢  Weighted application forms

—  Individual items 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.

¢  Successful applications

—  Information collected on application forms can be highly analytical of successful job performance.

—  Forms must be validated and continuously reviewed and updated.

—  Data should be verified through background investigations.

3.       Employment Tests

Estimates say 60% of all organizations use some type of employment tests.

—  Performance simulation tests:  requires the applicant to engage in specific job behaviors necessary for doing the job successfully.

—  Work sampling:  Job analysis is used to develop a miniature replica of the job on which an applicant demonstrates his/her skills.

—  Assessment centers:  A series of tests and exercises, including individual and group simulation tests, is used to assess managerial potential or other complex sets of skills.

—  Testing in a global arena:  Selection practices must be adapted to cultures and regulations of host country.

4.       Comprehensive Interviews: 

·         Interviews involve a face-to-face meeting with the candidate to probe areas not addressed by the application form or tests. 

·         They are a universal selection tool.

¢  Interview Effectiveness

·         Interviews are the most widely used selection tool.

·         Often are expensive, inefficient, and not job-related.

·         Possible biases with decisions based on interviews include prior knowledge about the applicant, stereotypes, interviewee order.

¢  Behavioral Interviews

·      Candidates are observed not only for what they say, but how they behave.

·      Role playing is often used.

5.       Background Investigation: 

·         Verify information from the application form

·         Typical information verified includes:

§  Former employers

§  Previous job performance

§  Education

§  Legal status to work

§  Credit references

§  Criminal records

¢  Qualified privilege:

·           Employers may discuss 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.

¢  Background Investigation Methods:

§  Internal investigation:  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.

¢  Background Investigation: Documentation, including who called, questions asked, information obtained/not obtained, is important in case an employers’ hiring decision is later challenged.

6.       Conditional Job Offers:

·         Offers of employment made contingent upon successful completion of background check, physical/medical exam, drug test, etc. 

·         May only use job-related information to make a hiring decision.               

7.       Medical/Physical Examination

·      Should be used only to determine if the individual can comply with the essential functions of the job.

·      Americans with Disabilities Act requires that exams be given only after conditional job offer is made.

8.       Job Offers

·      Actual hiring decision generally made by the department manager.

·      Candidates not hired deserve the courtesy of prompt notification.