© 2001 by Prentice Hall& Prof Anne Tsui 5-1 September 19, 2002 Selecting Employees

© 2001 by Prentice Hall & Prof Anne Tsui 5-2 Conducting an interview – Chris Poon  Chris Poon is an applicant for the HR Director job at Computime  A panel interview of Chris Poon  Interviewee reflections  Interviewer reflections  Observer reports

© 2001 by Prentice Hall & Prof Anne Tsui 5-3 Selection Selection is the process of making a “hire” or “no hire” decision regarding each applicant for a job. The process typically involves determining the characteristics required for effective job performance and then measuring applicants on those characteristics. The characteristics required for effective job performance are typically based on a job analysis.

© 2001 by Prentice Hall & Prof Anne Tsui 5-4 Important concepts in selection  Test validity – does it measure what you want measured? – contamination and deficiency errors  Reliability – does it produce same conclusion at another time?  Predictive validity – does it predict desired job behavior in the future?  Selection tests are “predictors”  Use multiple predictors

© 2001 by Prentice Hall & Prof Anne Tsui 5-5 Type of selection “tests”  Application form or CV  Ability tests  Personality tests  Reference checks  Interviewer assessment/impression  Assessment center  Use multiple tests and multiple interviewers  Beware of legal requirements in what you can and cannot ask

© 2001 by Prentice Hall & Prof Anne Tsui 5-6 Structured Interview The structured interview is based directly on a thorough job analysis. It applies a series of job-related questions with predetermined answers consistently across all interviews for a particular job.

© 2001 by Prentice Hall & Prof Anne Tsui 5-7 Examples of Structured Interview Questions TypeExample Situational Job Knowledge Worker Requirements You’re packing things into your car and getting ready for your family vacation when it hits you that you promised to meet a client this morning. You didn’t pencil the meeting into your calendar and it slipped your mind until just now. What do you do? What is the correct procedure for determining the appropriate oven temperature when running a new batch of steel? Some periods are extremely busy in our business. What are your feelings about working overtime?

© 2001 by Prentice Hall & Prof Anne Tsui 5-8 Unusual Job Interview Behaviors Based on a nationwide survey of 200 executives conducted by Accountemps, the world’s largest temporary personnel service for accounting, bookkeeping, and information technology, the interview behavior of some jobseekers today can only be described as bizarre. Here are some of the more unusual behaviors respondents witnessed or heard of happening during a job interview: “Left his dry cleaner tag on his jacket and said he wanted to show he was a clean individual.” “After a difficult question, she wanted to leave the room momentarily to meditate.” “Applicant walked in and inquired why he was here.” “Said that if I hired him, I’d soon learn to regret it.” “Said if he was hired, he’d teach me ballroom dancing at no charge, and started demonstrating.” “Arrived with a snake around her neck. Said she took her pet everywhere.”

© 2001 by Prentice Hall & Prof Anne Tsui 5-9 The Nine Don’ts of Interviewing  Don’t ask applicants if they have children, plan to have children, or what child-care arrangements they have made.  Don’t ask an applicants age.  Don’t ask whether or not the candidate has a physical or mental disability that would interfere with doing the job.  Don’t ask for such identifying characteristics as height or weight on an application.  Don’t ask a female candidate for her maiden name.  Don’t ask applicants about their citizenship.  Don’t ask applicants about their arrest records.  Don’t ask if a candidate smokes.  Don’t ask a job candidate if he or she has AIDS or is HIV-positive.

© 2001 by Prentice Hall & Prof Anne Tsui 5-10 Selection decision making  Complete a scenario survey  Discuss the scenario