PERSONNEL SELECTION

Group Members
Kawish Shrestha
Sujeet Regmi
Samikshya Singh
Sweta Dahal

SELECTION: WHAT IS IT ?
Selection is the process of choosing suitable candidates (out of the pool of job
applicants) who posses the required qualifications and competence for the job.

The process helps to identify and hire candidates with a greater likelihood of
success in a job.

SELECTION VS RECRUITMENT
Recruitment

Purpose is to create a talent pool of candidates by attracting

more and more employees to apply in the organization

Selection

Recruitment is a positive process i.e. encouraging more

applicants to apply

Recruitment is concerned with tapping the sources of human

resources.

Purpose is to choose the right candidate to fill the various

positions in the organization.
selection is a negative process as it involves rejection of the
unsuitable candidates.

selection is concerned with selecting the most suitable

candidate through various interviews and tests

SELECTION PROCESS STEPS

Screening applications and resumes
Testing and reviewing work samples
Interviewing candidates
Examining background and references
Making a selection

SELECTION METHODS:
Generally 3 types used

1. Testing

2. Gathering Information

3.Interview

TESTING:
Allows to measure knowledge, skill, and ability and
characteristics.
Types:
Cognitive ability test
Personality test
Physical ability test
Integrity test
Work sample test OR Simulation.

Cognitive ability test

Uses questions or problems to measure ability to learn quickly,

logic, reason, comprehend
Assess a persons aptitude or potential to solve job-related
problems e.g. IQ test
Advantages:
Have been demonstrated to predict job performance particularly
for more complex jobs.
Disadvantage:
Can be time-consuming to develop if not purchased off-theshelf.

Personality test

Examines the patterns of thought, emotion, and behavior. e.g.

Myers Briggs
Typically measure traits related to behavior at work, interpersonal
interactions, and satisfaction with different aspects of work
Advantages:
Reduces costs by identifying suitable individuals for hiring.
Disadvantages:
May lead to individuals responding in a way to positively
manage their impression or even fake their response

Physical ability test

Uses tasks or exercises that require physical ability to perform.

Typically measure physical attributes and capabilities, such as
strength, balance, and speed. E.g. muscular endurance test
Advantages:
Can identify applicants who are physically unable
to perform essential job functions.
Disadvantages:
More likely to differ in results by gender than other
types of tests

Integrity test

Examines the likelihood that applicants will be dishonest or

engage in illegal activity.
Asks questions about previous experiences related to
ethics and integrity OR about preferences and
interests
Advantages:
Provides valid evidence for a number of
organizational outcomes e.g. performance
Disadvantages:
May lead to individuals responding in a way to positively
manage their impression or even fake their response

Work sample test OR

Simulation
Measures specific job skills or job knowledge
Require candidates to perform tasks similar to those
performed on the job to assess their level of skill or
competence. E.g. Debugging a piece of code.
Advantages:
Provides valid inferences regarding ability to
perform the job
Disadvantages:
May not be able to assess aptitude to perform more
complex tasks that may be encountered on the
job

SELECTION METHOD:
ARE THEY EFFECTIVE?
Three key terms related to effectiveness

VALIDITY

UTILITY

RELIABILI
TY

RELIABILITY
Refers to the consistency of measurement (across time and judges)
Shows uniformity of the score when retested with same test
Reliable methods have correlation coefficient 0.8 or higher
Sat, GRE and GMAT considered highly reliable test
Test retest, split halves test etc. used to measure reliability

(HRM, BERNARDIN)

VALIDITY
Most important criterion for a selection method
Extent to which scores on a selection method predict the actual job
performance (Job Relatedness)
Examines relationship between selection method and work behavior
Statistical relationship given by coefficient correlation (-1 to +1)
Ability test (0.51), structured interview (0.48)

(HRM, Bernardin)

Content validation and criterion validation used to measure validity

UTILITY
Utility formula converts correlation into profits to a particular selection method
Valid selection method have high utility
Taylor-Russel table estimates success rate of hired employee on the job

SELECTION APPROACHES
Method used for the selection criterion
Two major approaches
Single
predictor
Use any one of the selection
method

Multiple
predictor
Multiple hurdle
Compensatory

Hybrid

MULTIPLE PREDICTOR
Multiple hurdle
(discrete)

Filtering of candidates at each test

Useful incase of high no. of applicants
Practiced by Public Service Commission

Compensatory
(comprehensive)

Hybrid

Candidates pass through all the tests

Selection based on aggregate score
Useful incase of less no. of applicants
Tata consultancy India hires engineers

Combination of discrete and comprehensive

Sipradi Trading Pvt. Ltd hires engineer through
hybrid approach