PowerPoint Presentation by Charlie Cook The University of West Alabama Copyright © 2005 Thomson Business & Professional Publishing. All rights reserved. M ANAGING H UMAN R ESOURCES Selecting Employees to Fit the Job and the Organization Chapter 7

Copyright © 2005 Thomson Business & Professional Publishing. All rights reserved. 7–27–2 The Strategic Importance of Selection Selection  The process of obtaining and using information about job applicants to determine who should be hired for long- or short-term positions.  First, assess job requirements  Then assess that applicants are: Capable of high productivity Motivated to stay with the organization for as long as the organization wants to employ them Able to engage in behaviors that result in customer satisfaction Capable of implementing the strategy of the company.

Copyright © 2005 Thomson Business & Professional Publishing. All rights reserved. 7–37–3 Uses of Selection Decisions Fill open jobs Fill future openings Promote Transfer Appoint to task force Decide to mentor

Copyright © 2005 Thomson Business & Professional Publishing. All rights reserved. 7–47–4 Selection and Strategy Implementation Effect of Selection Practices  Selection practices contribute to (or detract from) an organization’s strategic capabilities. Effect on Executives  Managerial competencies change as the business changes through growth or acquisition. Other Employees  All employees need to perform well and be good corporate citizens.

Copyright © 2005 Thomson Business & Professional Publishing. All rights reserved. 7–57–5 The HR Triad: Roles and Responsibilities for Selection Line Managers Identify staffing needsIdentify staffing needs Help HR define performance criteriaHelp HR define performance criteria Help HR develop selection toolsHelp HR develop selection tools Coordinate process with applicants and HRCoordinate process with applicants and HR Administer some selection testsAdminister some selection tests Comply with lawsComply with laws Provide accurate reference infoProvide accurate reference info Support ADASupport ADA Line Managers Identify staffing needsIdentify staffing needs Help HR define performance criteriaHelp HR define performance criteria Help HR develop selection toolsHelp HR develop selection tools Coordinate process with applicants and HRCoordinate process with applicants and HR Administer some selection testsAdminister some selection tests Comply with lawsComply with laws Provide accurate reference infoProvide accurate reference info Support ADASupport ADA HR Professionals Develop/choose reliable and valid selection testsDevelop/choose reliable and valid selection tests Coordinate selection processCoordinate selection process Select and evaluate vendors of selection servicesSelect and evaluate vendors of selection services Arrange interviewsArrange interviews Train others involved in selectionTrain others involved in selection Keep records and monitor outcomes for legal complianceKeep records and monitor outcomes for legal compliance HR Professionals Develop/choose reliable and valid selection testsDevelop/choose reliable and valid selection tests Coordinate selection processCoordinate selection process Select and evaluate vendors of selection servicesSelect and evaluate vendors of selection services Arrange interviewsArrange interviews Train others involved in selectionTrain others involved in selection Keep records and monitor outcomes for legal complianceKeep records and monitor outcomes for legal complianceEmployees Apply for transfers, promotionsApply for transfers, promotions Identify criteria for evaluating performanceIdentify criteria for evaluating performance Interview/select new group membersInterview/select new group members Attend training in selection processesAttend training in selection processes Self-select into jobs that are good fitSelf-select into jobs that are good fit Inform managers of disabilities requiring accommodationInform managers of disabilities requiring accommodationEmployees Apply for transfers, promotionsApply for transfers, promotions Identify criteria for evaluating performanceIdentify criteria for evaluating performance Interview/select new group membersInterview/select new group members Attend training in selection processesAttend training in selection processes Self-select into jobs that are good fitSelf-select into jobs that are good fit Inform managers of disabilities requiring accommodationInform managers of disabilities requiring accommodation

Copyright © 2005 Thomson Business & Professional Publishing. All rights reserved. 7–67–6 How Centralizing Selection and Placement Activities Can Benefit Job Applicants Benefits for Applicants Convenient: Applicants go to only one place to apply for all jobs in the company. Good Match to Job: Specialists trained in staffing techniques do hiring, so the selection decisions are often better, resulting in personal success. Fair: People who know about the many legal regulations relevant to selection handle a major part of the hiring process, which improves legal compliance. EX 7.2

Copyright © 2005 Thomson Business & Professional Publishing. All rights reserved. 7–77–7 How Centralizing Selection and Placement Activities Can Benefit Employers Benefits for Employers Efficient: The company can consider each applicant for a variety of jobs, which is efficient. Effective: Specialists trained in staffing techniques do hiring, so the selection decisions are often better, resulting in better business performance. Consistent: Common selection standards make it easier to maintain a workforce of consistent quality, which facilitates employee mobility between business units. EX 7.2 (cont’d)

Copyright © 2005 Thomson Business & Professional Publishing. All rights reserved. 7–87–8 Selection within an Integrated HRM System EX 7.3

Copyright © 2005 Thomson Business & Professional Publishing. All rights reserved. 7–97–9 Designing the Selection Process There may be several means that can be used to assess each predictor. For example, communication skills can be assessed by:  Supplemental application  Panel Interview  Manager Interview  Reference Check

Copyright © 2005 Thomson Business & Professional Publishing. All rights reserved. 7–10 Choosing Reliable Predictors Reliability  The degree to which a predictor yields dependable, consistent results Reliable predictors don’t change different circumstances (e.g., different test administrators or interviewers) Test-Score Banding  Grouping applicants into clusters considered equally qualified for a job, despite small differences in their scores.  A secondary criteria is used to “break ties” within the band.

Copyright © 2005 Thomson Business & Professional Publishing. All rights reserved. 7–11 Techniques for Assessing Applicants Assessment Techniques Reference and Background Checks Written Tests Work Simulations Assessment Centers InterviewsInterviews Medical Tests Personal History Assessments

Copyright © 2005 Thomson Business & Professional Publishing. All rights reserved. 7–12 Reference Checks and Background Verification Reference Verification  Verify that information on applications and resumes is accurate.  Negligent hiring: employers have a legal duty to not hire unfit persons.  Employers can hire outside investigators or personally contact prior employers. Not an infringement on privacy if job-related. May be difficult to obtain information because previous employers fear defamation lawsuits.

Copyright © 2005 Thomson Business & Professional Publishing. All rights reserved. 7–13 Assessment Centers Candidates participate in multiple assessment techniques Techniques simulate the job environment Candidates evaluated on multiple job dimensions Costly, but nondiscriminatory and valid across cultures Typical Techniques:  In-Basket exercise  Leaderless group discussion  Business game

Copyright © 2005 Thomson Business & Professional Publishing. All rights reserved. 7–14 Behavioral Job Interviews Ask interviewee to describe specific instances of past behavior  Instance illustrates relevant competency  Research shows past behavior is best predictor of future behavior. Ask interviewee to respond to hypothetical job situations  Applicant may describe or role-play what she or he would do.  Research shows behavioral intentions predict behavior.

Copyright © 2005 Thomson Business & Professional Publishing. All rights reserved. 7–15 Medical Tests Testing restrictions under the Americans with Disabilities Act (ADA) of 1990  It is illegal to inquire about disabilities before a job offer is made.  General health exams can only be given after a job offer has been made.  Employers are expected to make “reasonable accommodations” (but not preferences) for otherwise qualified disabled candidates.  Job analysis can support screening (denial of employment) related to physical, sensory, perceptual, and psychomotor disabilities.

Copyright © 2005 Thomson Business & Professional Publishing. All rights reserved. 7–16 Laws and Regulations That Prohibit Discrimination Title VII of the Civil Rights Act Executive Order Age Discrimination in Employment Act Rehabilitation Act Americans with Disabilities Act

Copyright © 2005 Thomson Business & Professional Publishing. All rights reserved. 7–17 Detecting Unfair Discrimination (cont’d) The 80% (Four-fifths) Rule:  Evaluating adverse impact by comparing the representation of a protected group in an applicant pool to its representation among those hired, fired, promoted, transferred or demoted. Example:  Selection of firefighters with physical ability test: 10% pass rate for women 30% pass rate for men 10%/30% = 67%. The pass rate for women is less than 80% the pass rate of men; there is evidence of adverse impact.