Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning 5-1 Managing Human Resources Managing Human Resources Bohlander  Snell  Sherman Chapter 5 Selection

Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning 5-2 Chapter 5 Learning Objectives  Explain the objectives of the personnel selection process.  Identify the various sources of information used for personnel selection.  Explain the value of different types of employment tests.  Discuss the different approaches to conducting an employment interview.  Describe the various decision strategies for selection.

Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning 5-3 Selection The process of choosing individuals who have relevant qualifications to fill existing or projected job openings

Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning 5-4 Predicted Success LowHigh Low High Presentation Slide 5-1 The Goal of Selection: Maximize “Hits” Job Performance MISS Inaccurate Prediction (Person would have succeeded on the job) HIT Accurate Prediction (Person succeeds on the job) HIT Accurate Prediction (Person would not have succeeded on the job) MISS Inaccurate Prediction (Person fails on the job)

Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning 5-5 Completion of application Initial interview in HR Department Employment testing (aptitude, achievement) Background investigation Preliminary selection in HR Dept. Supervisor/team interview Medical exam/drug test Hiring decision Presentation Slide 5-2 Steps in the Selection Process Note: Steps may vary. An applicant may be rejected after any step in the process.

Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning 5-6 Presentation Slide 5-3 Reliability as Stability over Time HIGH RELIABILITY APPLICANTTEST SCORERETEST SCORE Smith9093 Perez6562 Riley Chan8078 VERY LOW RELIABILITY APPLICANTTEST SCORERETEST SCORE Smith9072 Perez6588 Riley11067 Chan80111

Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning 5-7 Presentation Slide 5-4 Reliability as Consistency (Interrater Reliability) HIGH RELIABILITY APPLICANTRater #1Rater #2Rater #3 Smith988 Perez565 Riley455 Chan888 VERY LOW RELIABILITY APPLICANTRater #1Rater #2Rater #3 Smith956 Perez594 Riley427 Chan842

Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning 5-8 Reliability The degree to which interviews, tests, and other selection procedures yield comparable data over time and alternative measures

Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning 5-9 Validity How well a test or selection procedure measures a person’s attributes

Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning 5-10 Presentation Slide 5-5 Valid and Invalid Tests

Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning 5-11 Presentation Slide 5-6

Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning 5-12 Reliability and Validity CONCEPTCONCEPTDESCRIPTIONDESCRIPTION Criterion-Related Validity Cross Validation Validity Generalization Content Validity Construct Validity Extent of prediction or correlation with key elements of work behavior Verification of study by administering test to different sample Extent to which validity coefficients can be generalized across situations Extent to which test actually samples needed skills and knowledge Extent to which tool measures a theoretical construct or trait

Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning 5-13 Criterion-Related Validity The extent to which a selection tool predicts, or significantly correlates with, important elements of work behavior

Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning 5-14 Concurrent Validity The extent to which test scores (or other predictor information) match criterion data obtained at about the same time from current employees

Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning 5-15 Predictive Validity The 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

Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning 5-16 Cross-Validation Verifying the results obtained from a validation study by administering a test or test battery to a different sample (drawn from the same population)

Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning 5-17 Validity Generalization The extent to which validity coefficients can be generalized across situations

Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning 5-18 Content Validity The extent to which a selection instrument, such as a test, adequately samples the knowledge and skills needed to perform a particular job

Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning 5-19 Construct Validity The extent to which a selection tool measures a theoretical construct or trait

Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning 5-20 Presentation Slide 5-7 Sources of Information Honesty and Integrity Testing Drug Testing Graphology Medical Examination Application Forms Polygraph Biographical Information Blanks Background Investigations

Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning 5-21 Types of Employment Tests Job Knowledge Tests Personality and Interest Inventories Physical Ability Tests Cognitive Ability Tests Job Sample Tests

Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning 5-22 Aptitude Tests Measures of a person’s capacity to learn or acquire skills

Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning 5-23 Achievement Tests Measures of what a person knows or can do right now

Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning 5-24 Types of Interviews Structured Interview Situational Interview Panel Interview Behavioral Description Interview Nondirective Interview Computer Interview

Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning 5-25 Nondirective Interview 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

Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning 5-26 Structured Interview An interview in which a set of standardized questions having an established set of answers is used

Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning 5-27 Situational Interview An interview in which an applicant is given a hypothetical incident and asked how he or she would respond to it

Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning 5-28 Behavioral Description Interview (BDI) An interview in which an applicant is asked questions about what he or she actually did in a given situation

Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning 5-29 Panel Interview An interview in which a board of interviewers questions and observes a single candidate

Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning 5-30 Interviewer(s) Applicant KSAOs Education Experience Interests Perceptions Nonverbal cues Age, sex, race, etc. Experience/training Age, sex, race, etc. Perceptions Nonverbal cues Goals Context Purpose of the interview Laws and regulations Economic issues Physical setting Interview structure Process Outcome (Hiring Decision) Interview Presentation Slide 5-8 Variables in the Employment Interview

Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning 5-31 Presentation Slide 5-9 Guidelines for Employment Interviews Separate Facts from Inferences Control Interview Recognize Biases and Stereotypes Standardize Questions Use Questions Effectively Attend to Nonverbal Cues Rapport Active Listener Establish Plan Provide Information

Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning 5-32 Presentation Slide 5-10 ‘Can-Do’ and ‘Will-Do’ Factors in Selection Decisions “WILL-DO” Job Performance Job Performance “CAN-DO” Skills Knowledge Personality Motivation

Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning 5-33 Compensatory Model Selection decision model in which a high score in one area can make up for a low score in another area

Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning 5-34 Multiple Cutoff Model Selection decision model that requires an applicant to achieve some minimum level of proficiency on all selection dimensions

Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning 5-35 Multiple Hurdle Model A sequential strategy in which only the applicants with the highest scores at an initial test stage go on to subsequent stages

Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning 5-36 Selection Ratio The number of applicants compared with the number of persons hired