Chapter Five Selection © 2007 Pearson Education Canada 5-1 Dessler, Cole, Goodman, and Sutherland In-Class Edition Management of Human Resources Second Canadian Edition

© 2007 Pearson Education Canada 5-2 Selection –process of choosing individuals: with relevant qualifications for existing or projected job openings –important because: quality of human resources determines organizational performance high cost of inappropriate selection decisions significant legal and ethical implications –process of choosing individuals: with relevant qualifications for existing or projected job openings –important because: quality of human resources determines organizational performance high cost of inappropriate selection decisions significant legal and ethical implications

© 2007 Pearson Education Canada 5-3 Constraints on the Selection Process –organizational policies and strategic plans –legislative requirements –supply challenges i.e. shortage of labor supply

© 2007 Pearson Education Canada 5-4 Steps in the Selection Process 5. Supervisory interview 4. Background investigation and reference checking 3. Selection testing 2. Initial selection interview 1. Prescreening applicants 6. Making the hiring decision and offering the job

© 2007 Pearson Education Canada 5-5 Steps in the Selection Process –generally performed by HR department –review resumes and applications –eliminate candidates without “must have” criteria –identify remaining applicants who most closely match job specifications –conduct telephone screening –generally performed by HR department –review resumes and applications –eliminate candidates without “must have” criteria –identify remaining applicants who most closely match job specifications –conduct telephone screening Step 1: Prescreening Applicants

© 2007 Pearson Education Canada 5-6 Steps in the Selection Process Selection Interview: –two-way communication between interviewer and interviewee –designed to predict future job performance –helps to determine which candidates will proceed to the next steps Selection Interview: –two-way communication between interviewer and interviewee –designed to predict future job performance –helps to determine which candidates will proceed to the next steps Step 2: The Initial Selection Interview

© 2007 Pearson Education Canada 5-7 Steps in the Selection Process Degree of Structure –unstructured; structured; semi-structured Type of Questions –situational; behavioural; psychological Administration –one-on-one; sequential; panel; computerized Degree of Structure –unstructured; structured; semi-structured Type of Questions –situational; behavioural; psychological Administration –one-on-one; sequential; panel; computerized Types of Interviews

© 2007 Pearson Education Canada 5-8 Steps in the Selection Process Interviewing and the Law –questions related to prohibited grounds of discrimination are prohibited –all interviewees must be treated identically –interview cannot be cut off due to preconceived notions about “ideal” candidate –focus on job description and job specification –questions related to prohibited grounds of discrimination are prohibited –all interviewees must be treated identically –interview cannot be cut off due to preconceived notions about “ideal” candidate –focus on job description and job specification

© 2007 Pearson Education Canada 5-9 Steps in the Selection Process –poor planning –snap judgments –negative bias –halo effect –poor job knowledge of job –poor planning –snap judgments –negative bias –halo effect –poor job knowledge of job Common Interviewing Mistakes –pressure to hire –influence of nonverbal behaviour –telegraphing –too little/too much talking –pressure to hire –influence of nonverbal behaviour –telegraphing –too little/too much talking

© 2007 Pearson Education Canada 5-10 Steps in the Selection Process Designing an Effective Interview 1.Decide who will be involved; selection criteria 2.Specify ‘musts’ and ‘wants’; weight ‘wants’ 3.Determine assessment strategies; develop evaluation form 4.Develop interview questions for all candidates 5.Develop candidate-specific questions 1.Decide who will be involved; selection criteria 2.Specify ‘musts’ and ‘wants’; weight ‘wants’ 3.Determine assessment strategies; develop evaluation form 4.Develop interview questions for all candidates 5.Develop candidate-specific questions

© 2007 Pearson Education Canada 5-11 Steps in the Selection Process 5. Closing the interview 4. Giving information 3. Asking questions and taking notes 2. Establishing rapport 1. Planning the interview 6. Reviewing notes and evaluating the candidate Steps in Conducting an Effective Interview

© 2007 Pearson Education Canada 5-12 Steps in the Selection Process –cognitive abilities –motor/physical abilities –personality and interests –achievement –work sampling –cognitive abilities –motor/physical abilities –personality and interests –achievement –work sampling Types of Tests Used in Selection –assessment centres –situational tests –honesty –physical exams –drug testing –assessment centres –situational tests –honesty –physical exams –drug testing Step 3: Selection Testing

© 2007 Pearson Education Canada 5-13 Steps in the Selection Process –to determine qualification for physical requirements of position –to document any accommodation requirements –to establish record/baseline of applicant’s health –to reduce absenteeism and accidents –to determine qualification for physical requirements of position –to document any accommodation requirements –to establish record/baseline of applicant’s health –to reduce absenteeism and accidents Reasons for Using Medical Examinations

© 2007 Pearson Education Canada 5-14 Steps in the Selection Process –reason for testing must be rationally connected to the performance of the job –believed necessary in honesty and good faith –test must be necessary to accomplish company’s purpose –reason for testing must be rationally connected to the performance of the job –believed necessary in honesty and good faith –test must be necessary to accomplish company’s purpose Substance Abuse Testing – Legal Restrictions

© 2007 Pearson Education Canada 5-15 Steps in the Selection Process –obtain written permission –used to verify accuracy of information i.e. educational qualifications, experience provided in resumes –Validate information obtained during other steps In the interview process –obtain written permission –used to verify accuracy of information i.e. educational qualifications, experience provided in resumes –Validate information obtained during other steps In the interview process Step 4: Background Investigation and Reference Checking

© 2007 Pearson Education Canada 5-16 Steps in the Selection Process –failure to check references can lead to: negligent/wrongful hiring suits that may involve significant damages –doctrine of qualified privilege generally protects reference-provider if: honest, fair, candid references given even if negative information is imparted –failure to check references can lead to: negligent/wrongful hiring suits that may involve significant damages –doctrine of qualified privilege generally protects reference-provider if: honest, fair, candid references given even if negative information is imparted Legal Issues Regarding References

© 2007 Pearson Education Canada 5-17 Steps in the Selection Process Supervisor Usually Makes Final Decision: –best qualified to assess job knowledge/skills –can answer job-specific questions –must feel comfortable with new hire –can set up new hire for failure if not committed to individual selected –can assess fit with current team members Supervisor Usually Makes Final Decision: –best qualified to assess job knowledge/skills –can answer job-specific questions –must feel comfortable with new hire –can set up new hire for failure if not committed to individual selected –can assess fit with current team members Step 5: Supervisory Interview

© 2007 Pearson Education Canada 5-18 Steps in the Selection Process Realistic Job Previews (RJPs) -provides applicants with realistic job information -- both positive and negative -- about job demands, organization’s expectations, work environment -provides applicants with realistic job information -- both positive and negative -- about job demands, organization’s expectations, work environment

© 2007 Pearson Education Canada 5-19 Steps in the Selection Process Step 6: Hiring Decision and Job Offer Clinical Strategy –subjective evaluation of information about each candidate Clinical Strategy –subjective evaluation of information about each candidate Statistical Strategy –identify valid predictors and weigh them statistically; eg. multiple regression Statistical Strategy –identify valid predictors and weigh them statistically; eg. multiple regression

© 2007 Pearson Education Canada 5-20 Steps in the Selection Process Evaluation of Selection Process –are selection procedures effective in identifying qualified, capable, productive employees? –are the techniques efficient and worth the costs? –are there ways to streamline or improve the process? –are selection procedures effective in identifying qualified, capable, productive employees? –are the techniques efficient and worth the costs? –are there ways to streamline or improve the process?

© 2007 Pearson Education Canada 5-21 The Importance of Reliability and Validity Reliability: –degree to which selection procedures yield comparable data over time Reliability: –degree to which selection procedures yield comparable data over time Validity: –accuracy with which predictor measures what it is intended to measure Validity: –accuracy with which predictor measures what it is intended to measure