Employee and Labor Relations (OD 668)

Professor Shari Blank

Selection in relation to recruitment, is “the process of choosing the best-qualified applicant who was recruited for a given job” (Lussier, 2018, p.186). The techniques used within the employee selection process vary and are largely discretionary by organizations. Many organizations use a variety of the following tools: interviews, written tests which includes personality and honesty tests, physical tests, drug testing, and background checks (Lussier, 2018, p. 188).

The OUCH test is used to “determine whether or not we should use a particular tool or measure in the selection process” (Lussier, 2018, p.186). OUCH: is the tool objective? Is there uniform in the application of the method? Is the tool consistent in effect? Does the tool have job relatedness? (Lussier, 2018, p. 186). If the selection technique or tool you’re using meets or exceeds the OUCH test, organizations will still want to make sure that it abides by the UGESP standards. The UGESP is a standardized “way in which the federal government identifies and deals with discriminatory employment practices” by defining “test for employment that are used in either the selection process or other employment actions” (Lussier, 2018, p. 190). Basically, any method that could be used to determine whether a candidate is hirable, or promotable, can be considered a “test for employment” (Lussier, 2018, p.191). Techniques need to also be valid, and reliable per the UGESP. “Validity is the extent to which a test measures what it claims to measure”, and “reliability is the consistency of a test measurement” (Lussier, 2018, p. 191). These are the different types of validity that are required to gauge the overall validity of a technique: Criterion-related validity, Content validity, Construct validity (Lussier, 2018, p.191). Respectively they test “the ability of a test to measure some other factor related to the test”, “whether a test measures knowledge or understanding of the items it is supposed to measure”, and “measures a theoretical concept or trait that is not directly observable” (Lussier, 2018, p. 191).

After preliminary screenings are complete, typically managers will use one or more techniques to select a candidate. Interviews are one of the “weak[est] method of selection” however it is rooted deeply in many organization’s traditions despite only being 13-18% effective in “predicting post-selection performance” (Lussier, 2019, p. 203-204). However, according to a Google study, the most effective interview method is the “rule of four” (LinkedIn, 2020). The four interviews are, “phone screen”, “panel interview”, “job audition” and “direct report” (LinkedIn, 2020). Utilizing the “rule of four” offers a structure interview process that is designed to optimize the selection process (LinkedIn, 2020).

Written tests are another technique used for selection; there are several types of tests ranging from skills test, which are “designed to determine if you have the ability to apply a particular knowledge set”, to personality and honesty tests, designed to “measure…psychological traits or characteristics” and “integrity” (Lussier, 2018, p.198-199). The last type of written test is “cognitive ability tests [which] are assessments of general intelligence or of some type of aptitude for a particular job” (Lussier, 2018, p. 198). Most written tests can be problematic if they do not meet the OUCH standards; however, the honesty tests are “better than most people think”, applicants have been shown to have difficulty lying on honesty tests because the tests are geared towards analyzing philosophies surrounding “forms of dishonesty”, and look for inconsistencies (Lussier, 2018, p. 199).

Physical tests vary from determining physical ability to perform a “job in ways defined by the job specification and description”, to demonstrating “whether you have the skills and abilities to perform a particular set of physical tasks” (Lussier, 2018, p. 199). Physical exams are designed to understand a candidate’s baseline health in relation to a job that “will require heavy physical exertion” (Lussier, 2018, p. 200). Drug testing is somewhat controversial; especially when it comes to marijuana use in certain states that have decriminalized this type of drug use and/or for candidates with medical exemptions. Best practice is to keep drug testing “universal” or totally “random” (Lussier, 2018, p. 201).

The last type of testing most employers conduct is a background check. Depending on the role a candidate is applying for will determine the type of background check conducted; typically positions in the financial or banking industry, where people have access to large sums of money – a credit check is run. Another type is a criminal background check, however if a candidate has a criminal record, they may not be excluded automatically from employment. Certain facts surrounding the offense matters; how serious the offense was, how long ago it occurred, and the type of role a candidate is applying for (Lussier, 2018, p. 210). Some employers have taken to social media to conduct background checks on their candidates; this can prove to be problematic. Employers would need to be careful to “avoid using information that would be illegal in consideration for employment” (Lussier, 2018, p. 212). Bias, intentional or otherwise, could be a perceived reason why a candidate did not receive a position (Lussier, 2018, p. 212).

The best practice when determining a technique for employee selection is to ensure the organization uses the OUCH standard and follows UGESP guidelines. When in doubt, the legal department for your organization would be an ideal resource.

References

LinkedIn. (2020). Interviewing Techniques. LinkedIn Learning. Retrieved February 6, 2022, from https://www.linkedin.com/learning/interviewing-techniques-2019/interview-techniques-to-attract-the-best-talent?autoAdvance=true&autoSkip=false&autoplay=true&resume=false&u=2331682.
Lussier, R. N., & Hendon, J. R. (2018). Human Resource Management: Functions, Applications, and Skill Development. SAGE Publications, Inc.