PowerPoint Presentation Design by Charlie Cook The University of West Alabama Prepared by Joseph B. Mosca, Monmouth University and Marla M. Kameny, Baton Rouge Community College © 2012 South-Western, Cengage Learning, Inc. All rights reserved.

7–2 Learning Objectives After studying this chapter, you should be able to: 1.Describe the relationships among planning, recruiting, and selection 2.Identify and discuss the basic sources for recruiting; discuss realistic job previews and their role in effective recruiting 3.Describe the steps in the selection process and identify and summarize basic selection criteria that organizations use in hiring new employees 4.Discuss popular selection techniques that organizations use to hire new employees 1.Describe the relationships among planning, recruiting, and selection 2.Identify and discuss the basic sources for recruiting; discuss realistic job previews and their role in effective recruiting 3.Describe the steps in the selection process and identify and summarize basic selection criteria that organizations use in hiring new employees 4.Discuss popular selection techniques that organizations use to hire new employees

© 2012 South-Western, Cengage Learning, Inc. All rights reserved.7–3 Learning Objectives (cont’d) After studying this chapter, you should be able to: 5.Discuss the selection decision itself 6.Describe reliability and validity and their importance in employee selection 7.Identify and summarize the basic legal issues in selection and discuss the importance of evaluating recruiting and selection activities 5.Discuss the selection decision itself 6.Describe reliability and validity and their importance in employee selection 7.Identify and summarize the basic legal issues in selection and discuss the importance of evaluating recruiting and selection activities

© 2012 South-Western, Cengage Learning, Inc. All rights reserved.7–4 Recruiting The process of developing a pool of qualified applicants who are interested in working for the organization and from which the organization might reasonably select the best individual or individuals to hire for employment.

© 2012 South-Western, Cengage Learning, Inc. All rights reserved.7–5 Organizational and Individual Goals in Recruiting

© 2012 South-Western, Cengage Learning, Inc. All rights reserved.7–6 Sources for Recruiting Internal Recruiting  Looking inside the organization  Job posting  Supervisory recommendations External recruiting  Looking to sources outside the organization for prospective employees Internal Recruiting  Looking inside the organization  Job posting  Supervisory recommendations External recruiting  Looking to sources outside the organization for prospective employees

© 2012 South-Western, Cengage Learning, Inc. All rights reserved.7–7 Advantages and Disadvantages of Internal and External Recruiting

© 2012 South-Western, Cengage Learning, Inc. All rights reserved.7–8 External Recruiting Methods Word of mouth Employment agencies College placements Electronic recruiting Advertisements

© 2012 South-Western, Cengage Learning, Inc. All rights reserved.7–9 Electronic Recruiting Advantages:  Cost effective  Time saver  Reaches a large number of applicants Advantages:  Cost effective  Time saver  Reaches a large number of applicants

© 2012 South-Western, Cengage Learning, Inc. All rights reserved.7–10 Internships: A Mixed Model A form of temporary employment Intern must be a good fit Hiring an intern is a form of internal and external recruiting A form of temporary employment Intern must be a good fit Hiring an intern is a form of internal and external recruiting

© 2012 South-Western, Cengage Learning, Inc. All rights reserved.7–11 Realistic Job Preview Benefits Helps ensure that job seekers understand the actual nature of jobs available to them. Provides job applicants with an opportunity to observe others performing the work. Helps ensure that job seekers understand the actual nature of jobs available to them. Provides job applicants with an opportunity to observe others performing the work.

© 2012 South-Western, Cengage Learning, Inc. All rights reserved.7–12 The Selection Process Selection Process  Is concerned with identifying the best candidate or candidates for jobs from among the pool of qualified applicants developed during the recruiting process. Basic Selection Criteria  Education  Experience  Skills and abilities Selection Process  Is concerned with identifying the best candidate or candidates for jobs from among the pool of qualified applicants developed during the recruiting process. Basic Selection Criteria  Education  Experience  Skills and abilities

© 2012 South-Western, Cengage Learning, Inc. All rights reserved.7–13 Steps in the Selection Process

© 2012 South-Western, Cengage Learning, Inc. All rights reserved.7–14 Big Five Personality Traits Neuroticism Openness to experience Agreeableness Conscientiousness Extraversion

© 2012 South-Western, Cengage Learning, Inc. All rights reserved.7–15 A Sample Selection System

© 2012 South-Western, Cengage Learning, Inc. All rights reserved.7–16 Biodata application Weighted application Types of employment applications Employment Applications

© 2012 South-Western, Cengage Learning, Inc. All rights reserved.7–17 A Sample Employment Application

© 2012 South-Western, Cengage Learning, Inc. All rights reserved.7–18 Testing Applicants Employment Tests  Measure the characteristics of an individual, such as personality, intelligence, or aptitude.  Cognitive ability tests  Psychomotor ability tests Personality Tests  Measure traits, or tendencies to act, that are relatively unchanging in a person.  Self-report inventory  Projective technique Employment Tests  Measure the characteristics of an individual, such as personality, intelligence, or aptitude.  Cognitive ability tests  Psychomotor ability tests Personality Tests  Measure traits, or tendencies to act, that are relatively unchanging in a person.  Self-report inventory  Projective technique

© 2012 South-Western, Cengage Learning, Inc. All rights reserved.7–19 Sample Items from an Employment Test

© 2012 South-Western, Cengage Learning, Inc. All rights reserved.7–20 Employment Tests (cont’d) Integrity Tests  Attempt to assess an applicant’s moral character and honesty. Work Simulations (or Work Samples)  Ask the prospective employee to perform tasks or job-related activities that simulate or represent the actual work for which the person is being considered. Integrity Tests  Attempt to assess an applicant’s moral character and honesty. Work Simulations (or Work Samples)  Ask the prospective employee to perform tasks or job-related activities that simulate or represent the actual work for which the person is being considered.

© 2012 South-Western, Cengage Learning, Inc. All rights reserved.7–21 Employment Tests (cont’d) In-Basket Exercises  A type of work simulation for prospective managers; consist of collections of hypothetical:  Memos  Letters  Notes that require responses In-Basket Exercises  A type of work simulation for prospective managers; consist of collections of hypothetical:  Memos  Letters  Notes that require responses

© 2012 South-Western, Cengage Learning, Inc. All rights reserved.7–22 Personal Interviews A selection technique that uses a face- to-face conversation between the job applicant and a representative of the organization as part of the selection process.

© 2012 South-Western, Cengage Learning, Inc. All rights reserved.7–23 Personal Interviews (cont’d) Structured employment interview Semi- structured employment interview Unstructured employment interview Situational interview Types of Interviews

© 2012 South-Western, Cengage Learning, Inc. All rights reserved.7–24 First impression errors Contrast errors Similarity errors Non-relevancy errors Types of Interview Errors Personal Interviews (cont’d)

© 2012 South-Western, Cengage Learning, Inc. All rights reserved.7–25 Selection Errors False Positives  Applicants who are predicted to be successful and are hired but ultimately fail. False Negatives  Applicants who are predicted to fail and are not hired, but had they been hired, they would have been successful. False Positives  Applicants who are predicted to be successful and are hired but ultimately fail. False Negatives  Applicants who are predicted to fail and are not hired, but had they been hired, they would have been successful.

© 2012 South-Western, Cengage Learning, Inc. All rights reserved.7–26 Selection Errors

© 2012 South-Western, Cengage Learning, Inc. All rights reserved.7–27 Reliability and Validity Reliability  The consistency of a particular selection device; not the same as accuracy Validity  Whether or not an assessment tool measures what it is supposed to  Must be determined empirically to defend against charges of hiring discrimination Reliability  The consistency of a particular selection device; not the same as accuracy Validity  Whether or not an assessment tool measures what it is supposed to  Must be determined empirically to defend against charges of hiring discrimination

© 2012 South-Western, Cengage Learning, Inc. All rights reserved.7–28 Legal and Effectiveness Issues in Recruiting and Selection HR’s Crucial Role in Selection  HR managers help the organization defend itself in hiring discrimination cases. Utility Analysis  Attempts to determine how much benefit a selection system provides to an organization.  Assesses the practical payoff for any selection system. HR’s Crucial Role in Selection  HR managers help the organization defend itself in hiring discrimination cases. Utility Analysis  Attempts to determine how much benefit a selection system provides to an organization.  Assesses the practical payoff for any selection system.

© 2012 South-Western, Cengage Learning, Inc. All rights reserved.7–29 Scatter Plots for Five Correlation Coefficients These diagrams illustrate correlations of 1.00 (a), –1.00 (b), zero (c),.80 (d), and.10 (e).