the process of choosing individuals who have relevant qualifications to fill existing or projected job openings.
The degree to which interviews, tests, and other selection procedures yield comparable data over time and alternative measures
The degree to which a test or selection procedure measures a person�s attributes
The extent to which selection tool predicts, or significantly correlates with, important elements of work behavior.
Extent to which applicants� test scores match criterion data obtained from those applicants/ employees after they have been on the job for some indefinite period.
Verifying the results obtained from a validation study by administering a test or test batter to a different sample (drawn from the same population)
Extent to which validity coefficients can be generalized across situations
The extent to which a selection instrument, such as a test, adequately samples the knowledge and skills needed to perform a particular job.
The extent to which a selection tool measures a theoretical construct or trait.
The failure of an organization to discover, via due diligence, that an employee it hired had the propensity to do harm to others.
Measures of a person�s capacity to learn or acquire skills
Measures of what a person knows or can do right now.
An interview in which the applicant is allowed the maximum amount of freedom in determining the course of the discussion, while the interviewer carefully refrains from influencing the applicant�s remarks.
an interview in which a set of standardized questions having an established set of asnwers is used.
An interview in which an applicant is given a hypothetical incident and asked how he or she would respond to it.
Behavioral description interview (BDI)
Interview in which an applicant is asked questions about what he or she actually did in a given situation.
An interview in which a board of interviewers questions and observes a single candidate.
A selection decision model in which a high score in one area can make up for a low score in another area.
Multiple cutoff model
Selection decision model that requires an applicant to achieve some minimum level of proficiency on all selection dimensions.
Multiple hurdle model
Sequential strategy in which only the applicants with the highest scores at an initial test stage go on to subsequent stages.
The number of applicants compared with the number of people to be hired
Steps in the Selection Process
- 1. Completion of application
- 2. Initial interview in HR department
- 3. Employment testing (aptitude, achievement)
- 4. Background investigation
- 5. Preliminary selection in HR department
- 6. Supervisor/team interview
- 7. Medical exam/drug test
- 8. Hiring decision
Things that should be on an application
- 1. Application date
- 2. Educational background
- 3. Experience
- 4. Arrests and criminal convictions
- 5. National origin
- 6. References
- 7. Disabilities
- 8. EEOC and at-will satements
Sources of Information about job candidates
- 1. Application forms
- 2. Online applications
- 3. Biographical information blanks
- 4. Background checks
The Big five
- 1. Extroversion
- 2. Agreeableness
- 3. Conscientiousness
- 4. Neuroticism
- 5. Openness to experience
- 1. Nondirective Interview
- 2. Structural Interview
- 3. Situational Interview
- 4. Behavioral Description Interview
- 5. Panel Interview
- 6. Computer & virtual interview
- 7. Video and Digitally Recorded Interviews
10 ground rules for employment interviews that are commonly accepted
- 1. Establish an interview plan
- 2. Establish and maintain rapport
- 3. Be an active listener
- 4. Pay attention to nonverbal cues
- 5. Provide information as freely and honestly as possible
- 6. Use questions effectively
- 7. Separate facts from inferences
- 8. Recognize biases and stereotypes
- 9. Control the course of the interview