Selection for Employment

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Selection Standards


In the first part of Chapter Six, Edwards (2005) discusses some criteria for selection tools. Anything and everything used in the selection process needs to be valid, reliable, job related, and free of adverse impact.

The Realistic Job Preview


Prior to implementing the "testing" process, it is critical that the candidate be given a realistic job preview. While I'd encourage this as part of the recruitment process (in vacancy notices, advertisements, job descriptions, etc), prior to the candidate's beginning the selection sequence, he/she should receive one. While many agree it should be given before a job offer is made, I'd strongly recommend this occur at an earlier point.

So, what is a realistic job preview? First of all, it relays a realistic portrait of the prospective job and the employer. It outlines the tasks a person would perform under what kinds of conditions and the behavior(s) required of an individual to fit into the organization and succeed. It relays both the positive and negative job information to the applicant in an unbiased and objective manner (Mondy & Noe, 2005).

Why do this? It allows the prospective applicant or candidate a better ability to make an informed decision. Fewer applicants will continue in the application and/or selection processes and fewer candidates will accept a job offer. Those who do are more likely to remain with the organization rather than failing probation or voluntarily opting out due to misconceptions about the duties, responsibilities, and requirements of the position (Mondy & Noe, 2005).

Selection Methods

Most career departments utilize a fairly common set of steps in the selection process. While the sequence may vary slightly, the following represent the common methods used: application forms, written examination, physical ability (or agility) test, interview, reference checking, background investigation and medical examination.

Edwards (2005) discusses each of these in greater detail. After your reading, we will discuss the use of psychological testing and the interview process in greater detail.

Reading Assignment: Please read Chapter 6, pages 99-110, from the Fire Service Personnel Management textbook by Steven Edwards.

Psychological Evaluations

Some emergency service agencies --- police, fire, and EMS – are now requiring a psychological evaluation of those in the final pool of candidates. This type of screening is becoming widely accepted in the law enforcement selection process. It responds to the need to select individuals who fit the behavioral requirements for the job and examines such qualities as temperament, character, reaction to stress, flexibility, and personality traits. While these evaluations are beneficial in predicting future behavior under varied conditions, they should be used with caution as they can have an adverse impact if taken at face value (Osby, 1991).

According to Osby (1991) the following is a list of possible pitfalls as revealed by one study:

• Inability of psychologists to differentiate cultural characteristics from character flaws.
• Tendency to classify assertive females as aggressive, defensive, or defiant.
• Tendency to equate abrupt, short responses with the client being non-communicative.
• Strong personalities often are deemed incompatible with the fire station environment.
• Soft-spoken, humble clients are profiled as lacking initiative or "take charge" ability.

There has been evidence of cultural bias in some of the standard tests. There are observations of prejudices reflected by the psychologists themselves in some of the respondents' written comments. A number of concerns have been expressed regarding apparent bias when female applicants were evaluated by male psychologists. The impact of cultural bias was most evident in its effect on female, African-American, Hispanic, and Asian subjects (Osby, 1991).

Osby (1991) offers suggested means by which psychological evaluations can be beneficial and have a minimal adverse effect on affirmative hiring. These suggestions follow:

• Consider them as advisory only.
• Review the track record of the psychologist and his or her techniques.
• Do not use them as a basis to eliminate candidates from advancing in the process.
• Attempt to corroborate the psychologist's observations with oral interview results.
• Discuss your concerns with the psychologist prior to the testing process.

References

Edwards, S. Fire Service Personnel Management. 2nd ed. Upper Saddle River, N.J: Pearson Education, 2005.

Mondy, W. & Noe, R. Human Resource Management, 9th edition. Upper Saddle River: Pearson, 2005.

Osby. "Guidelines for Effective Fire Service Affirmative Action." Fire Chief, 35, September, 1991.

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