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If you recall from our last episode, we went through some of the different functions of
human resource management, or HRM. These included: conducting a job analysis, planning, recruitment,
selection, training and development, performance management, compensation and benefits, and
employee separation. Each function of HRM plays a significant role in ultimately the
performance of the organization. One function, that's importance cannot be understated is
selection.
Selection, if you recall, is the process of determining which applicants have the knowledge,
skills, and abilities necessary to perform the job in question. So really, we're trying
to determine whether or not an applicant has a high likelihood of becoming a high-performing
employee in our organization. By screening applicants with a combination of selection
measures, we may be able to get a better insight into who is likely to excel. Now there are
a number of different measures that organization's use to determiner this, some more valid than
others.
Regardless of the measures used, successful selection criteria must accomplish one important
task: it must actually be a valid predictor of job performance. If applicants are required
to take an intelligence test, the employer needs to be able to show that a certain level
of intelligence matters. Simply incorporating selection criteria that doesn't relate to
the job can be grounds for a potential lawsuit especially if a certain group is adversely
impacted.
So now that we know the goal of the selection process, lets talk about some of the different
selection criteria used in the hiring process. The first criteria that is commonly seen is
an application form. Chances are you've completed some type of application form, perhaps recently.
I want you to think about the type of information was requested on the form. Certainly your
name, education, work history, maybe reference, and most likely your signature verifying the
information is accurate. Resumes are often included with applications as well. And although
they're certainly one-sided, they can provide insight that may encourage the employer to
take a further look at the applicant. Although you can't make a hiring decision solely based
on application forms, it does allow you to identify applicants who lack the minimum qualifications
needed to perform the job.
After the initial application screening we can use a number of different criteria. Reference
checks are common, but typically only when the applicant has made it to the final round
of the selection process. The reason for this is calling references tends to be a time consuming
process. References also tend to be overly positive, since the applicant hand-selected
these individuals and probably wouldn't include someone who would hurt their chances of employment.
There's also the defamation and the possible liability associated with it. So individuals
who provide references are unlikely to provide negative information
Background checks represent another tool used during the selection process. The main purpose
of a background check is to verify information provided by the applicant. Unfortunately not
all applicants will be entirely truthful during the selection process. So employers may enlist
the services of a third party to verify academic credentials, work history, and even criminal
history. With the increased popularity of social media, many employers are also turning
to the Internet to uncover information about applicants. Now you may argue that doing this
isn't fair and not an accurate representation of your performance as an employee. But look
at it from the employers perspective. They're likely expending a large number of resources
on the hiring process, possibly even flying candidates out to interview. Once an applicant
has been hired they receive training and of course time to acclimate to their roles. Newer
employees are more prone to mistakes, which obviously cost the organization money. And
then there's the possibility that an employee may leave or be terminated, which means the
hiring process starts all over. So this expenditure of time and energy certainly incentivizes
employers to obtain as much information on applicants as possible so that they can make
a better hiring decision.
Probably some of the more valid selection tools are tests. Selection tests are commonly
divided into two categories: aptitude tests and achievement tests. While aptitude tests
measure how well an applicant can learn new skills, achievement tests measure an applicant's
existing knowledge and skills. Organization's can choose to measure physical ability, cognitive
ability, personalities, honesty, and even actual job performance. For example, police
officers and fire fighters are put through physical ability tests in their respective
academies. Although measuring physical ability would be a stretch in most occupations, good
physical condition is almost certainly going to lead to being a better police officer and
firefighter given the physical demands of the job.
Cognitive ability tests have become increasingly popular, with even the NFL using a variation
of a cognitive ability test called the Wonderlic. Although the results are mixed with regards
to intelligence and performance in the NFL, other jobs see a much higher correlation.
If an organization is going to use intelligence as a method of identifying potential employees,
they must be able to show that a certain level of intelligence is necessary. This usually
takes the form of an accurate job analysis, which we discussed briefly in last week's
episode. With that said, the use of tests that measure general mental ability seems
to be effective as many studies point to a strong correlation between intelligence and
job performance. In fact, intelligence tends to be the best predicator of future performance
with a criterion-related validity of .51.
Another way to obtained more detailed information on applicants is to have them complete a personality
test. Personality tests typically measure five different traits, including: extroversion,
adjustment, agreeableness, conscientiousness, and inquisitiveness. Out of these five traits
though, conscientiousness which measures how dependable, organized, and achievement oriented
an an applicant is, tends to be a strong indicator of job performance as employers use it to
measure worker motivation. The use of personality type tests, like the Myers-Briggs Personality
Type Indicator depend largely on the type of work in question. Measuring personality
for a sales job probably makes the most sense, while other jobs may see less of a direct
benefit.
While employers commonly use applicant performance on these various tests to make assumptions
related to future behavior, inaccuracies are a real problem. Perhaps a better approach
is to actually have applicants perform job related tasks, which is referred to as a work
sample. Although it probably isn't economical to have every applicant participate in a work
sample, it might make sense to incorporate a work sample in the later rounds of the selection
process. For example, when hiring for a call center applicants can be asked to demonstrative
their ability to handle a difficult customer. For sales positions, applicants can approach
a potential customer and try to close a sale. Even prospective NFL athletes participate
in the combine, where they are measured in a number of different areas like running,
jumping, throwing, and catching. In order for a work sample to be effective though,
it must closely match what takes place on the job.
Probably one of the more common selection measures is the interview. Chances are you've
experience an interview or two, so you're probably a little familiar with the process
and the types of questions asked. Interviews allow the organization to get a first hand
look at an applicant's ability to present themselves. Interpersonal communication, which
is difficult to identify on paper, can be measured in an interview. From an HR perspective,
interviews are commonly separated into two categories: structured interviews and unstructured
interviews. A structured interview takes place when the interviewee asks every applicant
the same series of questions. This helps to ensure consistency in the interview process
and also allows raters the ability to compare applicant responses. Another big reason why
organizations use structured interviews? It ensure no potentially illegal questions are
asked of an applicant. Like anything related to age, ethnicity, or whether the applicant
has children. Now an unstructured interview is the exact opposite. Interviewees are given
much more flexibility in terms of asking questions, which is beneficial if the way an applicants
responds spawns a series of new questions. Despite those benefits, unstructured interviews
are rarely used in formal interviews as the interviewee is likely to introduce a number
of different biases that yield the interview ineffective.
So which of these selection measured should be used? Well that depends on the organization
and the job that they're attempting to fill. Not all selection measures work in all situations.
The important thing for the organization to consider is whether or not the measure actually
helps better predict future job performance.
Thank you watching this video on human resource selection. In next week's video we're going
to at the motivation benefits of goal-setting and discuss the goal-setting theory. For questions,
please leave them in the comment box below and I'll do my best to get back to them in
a timely fashion. If you want more from Alanis Business Academy you can subscribe to our
channel, download our weekly podcast which you can find on iTunes and Stitcher, or go
to alanisbusinessacademy.com where you'll find additional content, quizzes, and more.
Thanks for watching.