Dessler, Cole, Goodman and Sutherland Fundamentals of Human Resources Management in Canada Chapter Five Selection © 2004 Pearson Education Canada Inc., Toronto, Ontario 5-1

© 2004 Pearson Education Canada Inc., Toronto, Ontario 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

© 2004 Pearson Education Canada Inc., Toronto, Ontario 5-3 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

© 2004 Pearson Education Canada Inc., Toronto, Ontario 5-4 Steps in the Selection Process –generally performed by HR department –candidates not meeting “must have” criteria eliminated first –candidates closely matching remaining job specifications considered further –generally performed by HR department –candidates not meeting “must have” criteria eliminated first –candidates closely matching remaining job specifications considered further Step 1: Prescreening Applicants

© 2004 Pearson Education Canada Inc., Toronto, Ontario 5-5 Steps in the Selection Process Interviewer Objectives: –assess applicant’s qualifications –observe applicant’s behaviour –gather information to predict future performance –communicate information about job –promote organization –determine how well applicant would fit in Interviewer Objectives: –assess applicant’s qualifications –observe applicant’s behaviour –gather information to predict future performance –communicate information about job –promote organization –determine how well applicant would fit in Step 2: The Initial Selection Interview

© 2004 Pearson Education Canada Inc., Toronto, Ontario 5-6 Steps in the Selection Process Applicant Objectives: –present a positive image –sell his/her skills and market positive attributes –gather information about job and organization Applicant Objectives: –present a positive image –sell his/her skills and market positive attributes –gather information about job and organization Step 2: Selection Interview (cont’d)

© 2004 Pearson Education Canada Inc., Toronto, Ontario 5-7 Steps in the Selection Process Degree of Structure –unstructured; structured; semi-structured Type –situational; behavioural; psychological Administration –one-on-one; sequential; panel Degree of Structure –unstructured; structured; semi-structured Type –situational; behavioural; psychological Administration –one-on-one; sequential; panel Types of Interviews

© 2004 Pearson Education Canada Inc., Toronto, Ontario 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

© 2004 Pearson Education Canada Inc., Toronto, Ontario 5-9 Steps in the Selection Process –poor planning –snap judgments –negative emphasis –halo effect –poor job knowledge –pressure to hire –poor planning –snap judgments –negative emphasis –halo effect –poor job knowledge –pressure to hire Common Interviewing Mistakes –influence of nonverbal behaviour –telegraphing –too little/too much talking –playing attorney or psychologist –influence of nonverbal behaviour –telegraphing –too little/too much talking –playing attorney or psychologist

© 2004 Pearson Education Canada Inc., Toronto, Ontario 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

© 2004 Pearson Education Canada Inc., Toronto, Ontario 5-11 Steps in the Selection Process Steps Involved in an Effective Interview 5. Close the interview 4. Giving information 3. Ask questions written in advance, in order; take notes 2. Establish rapport 1. Plan the interview 6. Review notes; evaluate candidate

© 2004 Pearson Education Canada Inc., Toronto, Ontario 5-12 Steps in the Selection Process Guidelines: –use tests as supplements –validate tests –analyze current hiring/promotion standards Guidelines: –use tests as supplements –validate tests –analyze current hiring/promotion standards Step 3: Selection Testing

© 2004 Pearson Education Canada Inc., Toronto, Ontario 5-13 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 -video based situational tests –polygraph/honesty –physical exams –drug testing -assessment centres -video based situational tests –polygraph/honesty –physical exams –drug testing Step 3: Selection Testing

© 2004 Pearson Education Canada Inc., Toronto, Ontario 5-14 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

© 2004 Pearson Education Canada Inc., Toronto, Ontario 5-15 Steps in the Selection Process Human Rights: –drug testing only permitted after written job offer extended –drug testing only permissible when bona fide occupational requirement exists –drug/alcohol addiction considered disability that must be accommodated Human Rights: –drug testing only permitted after written job offer extended –drug testing only permissible when bona fide occupational requirement exists –drug/alcohol addiction considered disability that must be accommodated Legal/Ethical Issues With Drug Testing (1 of 2)

© 2004 Pearson Education Canada Inc., Toronto, Ontario 5-16 Steps in the Selection Process Health and Safety: –employees can be disciplined for being impaired on the job (up to discharge) –drug testing legal in safety–sensitive positions Ethical Concerns: –invasion of privacy –questionable test accuracy Health and Safety: –employees can be disciplined for being impaired on the job (up to discharge) –drug testing legal in safety–sensitive positions Ethical Concerns: –invasion of privacy –questionable test accuracy Legal/Ethical Issues With Drug Testing (2 of 2)

© 2004 Pearson Education Canada Inc., Toronto, Ontario 5-17 Steps in the Selection Process –use a structured form –use initial references as source of other references –be persistent –use a structured form –use initial references as source of other references –be persistent Step 4: Background Investigation and Reference Checking

© 2004 Pearson Education Canada Inc., Toronto, Ontario 5-18 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

© 2004 Pearson Education Canada Inc., Toronto, Ontario 5-19 Steps in the Selection Process Candidate Notification –HR department makes initial offer of employment by phone; follows up in writing –candidates given reasonable time to consider offer –all finalists not selected are notified –HR department makes initial offer of employment by phone; follows up in writing –candidates given reasonable time to consider offer –all finalists not selected are notified

© 2004 Pearson Education Canada Inc., Toronto, Ontario 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?

© 2004 Pearson Education Canada Inc., Toronto, Ontario 5-21 Constraints on the Selection Process –organizational policies and plans –union considerations –job requirements –supply challenges –ethics –legislative requirements –organizational policies and plans –union considerations –job requirements –supply challenges –ethics –legislative requirements