Selection

In the context of evolution, certain traits or alleles of a species may be

subject to selection. Under selection, individuals with advantageous
or "adaptive" traits tend to be more successful than their peers
reproductively--meaning they contribute more offspring to the
succeeding generation than others do. When these traits have a
genetic basis, selection can increase the prevalence of those traits,
because offspring will inherit those traits from their parents. When
selection is intense and persistent, adaptive traits become universal to
the population or species, which may then be said to have evolved.

Overview

Whether or not selection takes place depends on the conditions in

which the individuals of a species find themselves. Adults, juveniles,
embryos, and even eggs and sperm may undergo selection. Factors
fostering selection include limits on resources (nourishment, habitat
space, mates) and the existence of threats (predators, disease,
adverse weather). Biologists often refer to such factors as selective
pressures.
Natural selection is the most familiar type of selection by name. The
breeding of dogs, cows and horses, however, represents "artificial
selection." Subcategories of natural selection are also sometimes
distinguished. These include sexual selection, ecological selection,
stabilizing selection, disruptive selection and directional selection
(more on these below).
Selection occurs only when the individuals of a population are diverse
in their characteristics--or more specifically when the traits of
individuals differ with respect to how well they equip them to survive
or exploit a particular pressure. In the absence of individual variation,
or when variations are selectively neutral, selection does not occur.
Meanwhile, selection does not guarantee that advantageous traits or
alleles will become prevalent within a population. Through genetic
drift, such traits may become less common or disappear. In the face of
selection even a so-called deleterious allele may become universal to
the members of a species. This is a risk primarily in the case of "weak"
selection (e.g. an infectious disease with only a low mortality rate) or
small populations.
Though deleterious alleles may sometimes become established,
selection may act "negatively" as well as "positively." Negative
selection decreases the prevalence of traits that diminish individuals'
capacity to succeed reproductively (i.e. their fitness), while positive
selection increases the prevalence of adaptive traits.
In biological discussions, traits subject to negative selection are
sometimes said to be "selected against," while those under positive
selection are said to be "selected for," as in the sentence Desert
conditions select for drought tolerance in plants and select against
shallow root architectures.

[edit] Types and subtypes

Selection is hierachically classified into natural and artificial selection. Natural selection
is further subclassified into ecological and sexual selection

[edit] Patterns of selection

Aspects of selection may be divided into effects on a phenotype and

their causes. The effects are called patterns of selection, and do not
necessarily result from particular causes (mechanisms); in fact each
pattern can arise from a number of different mechanisms. Stabilizing
selection favors individuals with intermediate characteristics while its
opposite, disruptive selection, favors those with extreme
characteristics; directional selection occurs when characteristics lie
along a phenotypic spectrum and the individuals at one end are more
successful; and balancing selection is a pattern in which multiple
characteristics may be favored.

[edit] Mechanisms of selection

Distinct from patterns of selection are mechanisms of selection; for

example, disruptive selection often is the result of disassortative
sexual selection, and balancing selection may result from frequency-
dependent selection and overdominance.

PERSONAL SELECTION

Definition

Personnel Selection is the methodical placement of individuals into jobs. Its impact on
the organization is realized when employees achieve years or decades of service to the
employer. The process of selection follows a methodology to collect information about
an individual in order to determine if that individual should be employed. The
methodology used should not violate any laws regarding personnel selection.

Job Analysis

A selection procedure has "validity" if a clear relationship can be shown between the
selection procedure itself and the job for which the individuals are being selected. Thus,
an important part of selection is Job Analysis. A job analysis is usually conducted prior
to, and is often used in, the development of the selection procedures. However, a
selection procedure may be "validated" after it has been implemented by conducting a job
analysis and showing the relationship between the selection procedure and the job.
The process of personnel selection involves collecting information
about individuals for the purpose of determining suitability for
employment in a particular job. This information is collected using one
or more selection devices or methods which are categorized below:

• Interviews
• Personality Tests
• Biographical Data
• Cognitive Ability Tests
• Physical Ability Tests
• Work Samples
• Self Assessments
• Assessment Centers

Interviews: A selection procedure designed to predict future job performance on the

basis of applicants' oral responses to oral inquiries.
Advantages Disadvantages

• useful for determining if the applicant • subjective evaluations are made

has requisite communicative or social
skills which may be necessary for the
job
• interviewer can obtain supplementary
information
• used to appraise candidates' verbal
fluency
• can assess the applicant's job
knowledge
• can be used for selection among
equally qualified applicants
• enables the supervisor and/or co-
workers to determine if there is
compatability between the applicant
and the employees
• allows the applicant to ask questions
that may reveal additional
information useful for making a
selection decision
• decisions tend to be made within the
first few minutes of the interview
with the remainder of the interview
used to validate or justify the original
decision
• interviewers form stereotypes
concerning the characteristics
required for success on the job
• research has shown disproportionate
rates of selection between minority
and non-minority members using
interviews
• negative information seems to be
given more weight
• not much evidence of validity of the
selection procedure
• not as reliable as tests

• the interview may be modified as

needed to gather important
information
Selection Policy
(Reviewed: July 2006)

2.2.1. Overview

The University aims to recruit staff of the highest calibre. The aims
of the selection process are:

• to ensure that the right person is selected for the position,

• to ensure a credible, consistent, fair, open and
accountable approach; and
• to ensure that applicants have a positive view of the
University and its procedures.

This entry contains the policies and procedures for the selection of
staff.

2.2.2. References

• The University of Melbourne Enterprise Agreement 2006

• Best HR Practice Kit: Recruitment and Selection

2.2.3. Policy

2.2.3.1. Merit Selection

Selection committee members must be satisfied that the widest
possible field of candidates has been attracted through the search
and advertising processes.
The resources available for the selection committee members may
include:

• all of the applications;

• written references;
• the position description and selection criteria;
• Best HR Practice Kit: Recruitment and Selection;
• policies on equal opportunity;
• the Departmental workforce plan, and other relevant
material; and
• supporting material such as matrix grids for short-listing
applicants and interview forms.

The structures for the operation of the Committee may include:

• an initial allocation of tasks for committee members; and

 • a variety of activities to support selection, over and above
the interview, that the short listed applicants will be required
to undertake.

Selection committees must select on merit against the selection

criteria and the individual's potential. In the case of academic staff
being selected for Level A or B positions, the candidate must exhibit
the potential to advance through to senior academic positions. In the
case of professional staff the candidate must exhibit the potential to
advance to more senior positions and/or the ability to develop other
skills that may be required by the University from time to time.
2.2.3.2. Gender Representation on Selection Committees
Both genders must be represented on all selection committees.
Deans and Heads of Divisions must ensure that academic selection
committees as near as possible approach a balance of male and
female membership. If such a balance is not approached, Heads of
Departments are required to give reasons to the Dean at the time
the committee membership is submitted for approval.
2.2.3.3. Trained Committee Members
From 1 October 1998, at least half of the voting members of
academic selection committees must have participated in a
Workshop on Selection Procedures provided by Human
Resources/Equal Opportunity Unit or a workshop of equivalent
content and standing.
2.2.3.4. Availability of Information about Selection Committee Membership
Upon request any applicant should be advised of the membership of
the selection committee.
2.2.3.5. Conflict of Interest
No selection committee member may be a close relative or personal
friend of a candidate. Selection committee members should declare
any conflict of interest before or during the process and, if
necessary, withdraw from the committee. At the conclusion of the
process each committee member must sign a declaration that he or
she was aware of no conflict of interest either before or during the
process which could have or might reasonably be perceived as
having prejudiced the decision of the committee.
2.2.3.6. Selection for Fixed-term Appointments
Selection for a fixed-term position for a period of less than one
year's duration for:

• Level C and below for academic staff, and

• for Level 9 and below for professional staff,

may be made by the Head of Department in consultation with other

members of the selection committee. Such appointments must be
approved by the Dean of Faculty or Head of Division.
 2.2.3.7. Conversion from Fixed-term to Continuing employment
For procedures relating to conversion from fixed-term to continuing
employment, refer to Section 20.4.3.2 for details.
2.2.3.8. Appointment by Invitation
In exceptional circumstances, a case may be made to the Provost to
appoint without advertising by invitation. In those circumstances,
the candidate must be considered by a duly constituted Senior
Appointments and Promotions Committee (SAPC).
2.2.3.9. Interstate or Overseas Applicants
Where an applicant for an academic position is travelling from
interstate or overseas to attend an interview, travel and
accommodation arrangements may be required. All costs must be
borne by the Department. Partial costs refund may be considered.
The cost of:

• an airfare equal to the actual cost or the maximum

economy class airfare (whichever is the lower);
• one night's accommodation;
• meals for one day; and
• taxi fares to and from the airport,

may be considered.
2.2.3.10. Confidentiality
The proceedings of the selection committee, including all documents
and correspondence considered by the committee, are for the
information of members only and must always be regarded as
confidential. These matters remain confidential although the results
of the committee's recommendation may be made public. Panel
members must refrain from discussing any aspect of the
appointment with non-panel members.
Selection Process - Choosing the Right Candidate
Selecting a suitable candidate can be the biggest challenge for any
organisation. According to Dale Yoder - "Selection is the process in which
candidates for employment are divided into 2 classes - those who are to be
offered employment and those who are not."
The success of a sales organisation largely depends on its staff. Selection of
the right candidate builds the foundation of any organization's success and
helps in reducing turnovers.
Though there is no fool proof selection procedure that will ensure low
turnover and high profits, the following steps generally make up the
selection process for the right sales personnel -

Pre Interview Screening & Preliminary Interview

This is generally the starting point of any employee selection process. Pre
Interview Screening eliminates unqualified applicants and helps save time.
Applications received from various sources are scrutinized and irrelevant
ones are discarded. A preliminary Interview may be conducted as well.

Application Form
An candidate who passes the preliminary interview and is found to be eligible
for the job is asked to fill in a formal application form. Such a form is
designed in a way that it records the personal as well professional details of
the prospective sales employee.

Personal Interview
Most sales managers believe that the personal interview is an absolute
'MUST'. It helps them in obtaining more information about the prospective
employee. It also helps them in interacting with the candidate and judging his
communication abilities, his ease of handling pressure etc. In some
Companies, the selection process comprises only of the Interview.

Checking References
Most application forms include a section that requires prospective candidates
to put down names of a few references. References can be classified into -
former employer, former customers, business references, reputable
persons.
Such references are contacted to get a feedback on the person in question
including his behaviour, skills, conduct etc.

Credit Checks
Many Companies check the financial condition of a prospective
employee. If a person faces the burden of heavy loan or debt, a prospective
employer would want to know that.
Tests
Different types of tests are conducted to evaluate the capabilities of an
applicant, his behaviour, special qualities etc. Separate tests are conducted
for various types of jobs.

Physical Examination
If all goes well, then at this stage, a physical examination is conducted to
make sure that the candidate enjoys sound health and does not suffer from
any serious ailment.

Job Offer
A candidate who clears all the steps is finally considered right for a
particular job and is presented with the job offer. An applicant can be
dropped at any given stage if considered unfit for the job. Only after
successfully clearing all the hurdles, an applicant can enjoy the feeling of
being selected for a particular job.
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Sales Recruitment And Selection Practices

- The Importance
• Save Paper
A. Sales Recruitment and Selection: The Importance
Recruitment and selection process held an important role for
building a strong sales force performance. This process requires
the company to invest through human capital as an important
resource. The objective of this process is searching for qualified
candidates to fulfil the right positions and hopes that they can
make long-run returns for the company. Even though there is no
right or wrong way how the company chooses the right
candidates for certain positions, every single step in recruiting
and selecting candidates should be taken carefully in order to
get the right person in the right position.
There are few problems associated with inadequate
implementation of recruitment and selection process such as :
1. Inadequate sales coverage and lack of customer follow-up
2. Increased training costs to overcome deficiencies
B.
C.
3. More supervisory problems
4. Higher turnover rates
5. Difficulty in establishing enduring relationships......

Temporary Specialism

Permanent Location

Selection tests Contact us...

An increasing number of companies are now expanding the range of selection methods they use in the
recruitment process and, in particular, are using object-based tests, in addition to the face-to-face
interview process. It is important to be aware of what they involve.

The general rule is that bigger companies use tests more than smaller ones and, the higher the position
the more sophisticated and complex the testing is likely to be.

The tests break down into 3 types:

1. Personality questionnaires, which set out to provide a profile of your personality and
motivation.
2. Ability tests, which attempt to assess your general abilities against a benchmark of similarly
graded employees
3. Specific tests, which set out to assess skills and experience that are specific to the role applied
for

Personality questionnaires
Personality questionnaires are easy to sit and are generally multiple choice. You tick the box that mo
accurately describes your preference in a given situation. They set out to identify specific personality
traits (such as self assured versus apprehensive). Your results can be compared with averages taken fro
the general population or any selected peer group. Further analysis and other tests establish broad
personality patterns.
Occupational personality questionnaires are designed to assess your typical or preferred behaviour
as it relates to work. For example, are you orientated towards introspection or team building? One migh
suppose there are no right or wrong answers and therefore you should not pass or fail these tests.
However, would a potential employer wish to recruit a tense and introverted person into their internal
audit department?
The warnings that go with these tests invariably suggest that if you attempt to lie in your responses, you
will be found out: your results will reveal inconsistencies, invalidate the test and to the extent you can fa
you will. In reality it would be perfectly reasonable given time and resource to obtain the commonly use
tests and scoring methods and acquire a more desirable personality.
Ability tests
Tests that benchmark your general skills and intelligence are many and varied. Numerical and verbal
reasoning tests are the most common and are almost invariably multiple choice, such as what number
comes after 2, 4, 6? From simple tests, they can move onto more sophisticated ones like critical reasoni
tests where inferences need to be drawn from data or diagrammatic tests of logical reasoning presented
in the form of abstract shapes and diagrams. Other tests will require you to read a narrative under time
pressure and answer a series of what may appear to be ambiguous questions. Under this category some
tests are more task orientated. In and out tray exercises expect you to react efficiently to a flow of
paperwork and directives that make conflicting demands. Case studies may be set which have nothing t
do with internal auditing but test your ability to think through and react to complex challenges.

Specific tests
As an example of the different types of specific tests which are used, here are 3 types of specific tests commonly used
internal audit recruitment.

1. Report writing - you are given an audit scenario and then asked to draft a report detailing, for
example, salient control features or audit recommendations.
2. Presentations - most likely given to the Head of Audit or other managers. It is not unusual for a
company to provide the subject of the presentation before you attend the interview.
3. Role playing – this might cast you as the auditor and a member of the department's
management team as the auditee. Having provided you with the relevant information, you may
need to enact an audit closing meeting.
All these tests are designed to provide companies with further evidence of the capabilities and potential
that you have. Very often you are benchmarked not just against skills required for a position in internal
auditing, but against a norm for a management grade. In some tests, for example verbal and numerical
reasoning, there will be a minimum score, which you must exceed. Other tests provide evidence that is
qualitative rather than quantitative but are no less important in a company's decision-making process.

Selection interviews
These types of interviews are conducted by a decision maker. He or she meets with you to discuss
your qualifications in detail and assess whether a working relationship can be established. You might
be asked back to speak with the same person and/or with other managers or members of the work
group. Each time, your ability to establish rapport and present yourself as the right person for the
position is critical to achieving the next step. Even if there is only one decision maker, the opinions of
the others will be sought and will probably have an effect on the outcome.
There are various types of Selection interviews:
Type of Selection Description
interview

Work sample Gives you a chance to show samples of work you’ve done or demonstrate your
interview skills. If you’re a graphic artist, for example, you show the pieces of work in
your portfolio. If you’re a salesperson, you make a sales presentation. If you’re
applying for a job as an office worker, you word-process a business letter.

Peer group Provides an opportunity for you to meet and talk with your prospective
interview coworkers. Just as in other interviews, the peer group will be evaluating you,
determining how you "fit."

Group or panel Consists of three or more people, all firing questions at you. Direct your answer
interview to the individual asking the question, but strive to maintain some eye contact
with the other members of the group.

Luncheon Assesses how well you can handle yourself in a social situation. Company
interview (also representatives may include the hiring manager, a human resources
known as "The department member, and one or more peer employees. Choose your meal
Meal") carefully. Make sure it is easy to eat, so you do not have to worry about spills.

Stress interview Involves being asked offensive questions that are designed to deliberately
make you uncomfortable. Keep your cool, take your time in responding to the
questions, and when it’s all over, reward yourself.

Video conference Uses video-conferencing technology to allow people from different locations to
interview interview you without traveling. Practice in front of a mirror or have a friend
videotape you to help ensure that you can effectively communicate via camera.

Obstacles to Diversity
Diversity recruitment requires recognition of the need to diversify, an awareness
of effective methods, a commitment to a program and strategies, and the
assignment of resources. The IAFF conducted an intensive study and
interviewed local presidents, recruiters, department officers and others to
understand their biggest obstacles to facilitating diversity in their department.

This section highlights those major obstacles in achieving diversity.

Obstacle 1
Being passive or defeatist about the problem. Many departments believe that
being challenged legally and forced into a consent decree is a more realistic
option or achievable goal than actually solving the problem. Unfortunately,
consent decrees end, and they can have strong and lasting negative impacts. If
the recruiting and selection process has not been corrected, the problem repeats
itself as fire fighters retire.

Obstacle 2
The selection process does not measure the most important skills and abilities.
Tests that do not measure a wide range of appropriate and important skills and
characteristics will screen out quality and diversity.

Obstacle 3
The selection process requires education, certification, or prior experience that
limits diversity. This is often used to reduce the applicant pool or to address a
specific need in the department. However, this decreases diversity significantly
and has effects that last for up to 30 years.

Obstacle 4
Not knowing how to reach the desired groups. Often we are recruiting those that
may be different than us. In these cases, collaborating with affinity organizations
and the women and minorities in your department is key in getting your message
across.

Obstacle 5
Not communicating a clear message of the value of diversity within the
organization, not fostering an inclusive environment within the organization, and
not developing or enforcing policies regarding harassment. Making women and
minorities part of your recruitment program and being included on the website
and any other materials is a simple step in communicating a commitment to
increase diversity.