Human Resource Management Lecture 09 MGT 350

Last Lecture RJP The selection process initial screening interview completion of the application form employment tests comprehensive interview background investigation conditional job offer medical/physical exam permanent job offer RJP

Topic The Selection Process

The Selection Process Background Investigation: A good predictor of future behavior is an individual’s past behavior. Verify information from the application form Typical information verified includes: former employers previous job performance education legal status to work credit references criminal records

The Selection Process Background Investigation Qualified privilege employers may discuss employees with prospective employers without fear of reprisal as long as the discussion is about job-related documented facts. One-third of all applicants exaggerate their backgrounds or experiences.

The Selection Process Background Investigation Methods: Internal investigation: checks former employers, personal references and possibly credit sources. External investigation: Uses a reference-checking firm which may obtain more information, while complying with privacy rights.

The Selection Process Background Investigation Documentation, including whom called, questions asked, information obtained/not obtained. Important in case an employers’ hiring decision is later challenged.

The Selection Process Conditional Job Offers: Offers of employment made contingent upon successful completion of background check, physical/medical exam, drug test, etc. May only use job-related information to make a hiring decision.

The Selection Process Medical/Physical Examination Should be used only to determine if the individual can comply with the essential functions of the job. Must be related to job.

The Selection Process Job Offers Actual hiring decision generally made by the department manager. Candidates not hired deserve the courtesy of prompt notification.

The Selection Process The Comprehensive Approach Comprehensive selection approach puts applicants through all the steps in the selection process before making a decision. Assesses both strengths and weaknesses and is considered more realistic.

The Selection Process Now It’s Up to the Candidate The candidate now has to decide whether this is the job for him or her. Applicants who are not hired this time will still form an impression about the company. Management should assure the selection process leaves them with a favorable impression of the company.

Selection for Self-Managed Teams If teams are given management responsibilities, it makes sense for them to select their own members. Team members bring to the selection process varied experiences and backgrounds. Team members need training in selection and interviewing techniques.

Key Elements for Successful Predictors Reliability, validity, and cut scores can all help predict which applicants will be successful on the job. Reliability: The ability of the selection tool to measure an attribute consistently.

Key Elements for Successful Predictors Validity: The relationship between scores on a selection tool and a relevant criterion, such as job performance. Indicates how well a selection tool predicts job performance. Content Construct Criterion-related

Key Elements for Successful Predictors Content validity: The degree to which the content of the test, as a sample, represents situations on the job. Construct validity: The degree to which a particular trait is related to successful performance on the job.

Key Elements for Successful Predictors Criterion-related validity: The degree to which a particular selection device accurately predicts the important elements of work behavior. Predictive validity uses selection test scores of applicants to compare with their future job performance. Concurrent validity correlates the test scores of current employees with measures of their job performance.

Key Elements for Successful Predictors

Key Elements for Successful Predictors Validity Analysis: Correlation coefficients (validity coefficients) ranging from +1 to –1 summarize the statistical relationship between an individual’s test score and his/her job performance.

Key Elements for Successful Predictors Cut Scores and Their Impact on Hiring: Cut scores on a selection device can be determined by validity studies. Applicants scoring below the cut score are predicted to be unsuccessful on the job and are rejected.

Selection From a Global Perspective Selection criteria for international assignments includes interest in working overseas ability to relate to different cultures and environments supportiveness of the candidate’s family Women executives have done well abroad in Asia and Latin America, despite past reluctance to assign them to these countries.

Final Thoughts: Excelling at the Interview Suggestions for making your interviews as an applicant successful are: Do some homework on the company. Get a good night’s rest the night before. Dress appropriately. Arrive for the interview a few minutes early. Use a firm handshake. Maintain good eye contact. Take the opportunity to have practice interviews. Thank the interviewer at the end of the interview and follow up with a thank you note.

Summary The selection process initial screening interview completion of the application form employment tests comprehensive interview background investigation conditional job offer medical/physical exam permanent job offer

Summary Reliability: The ability of the selection tool to measure an attribute consistently. Validity: The relationship between scores on a selection tool and a relevant criterion, such as job performance. Indicates how well a selection tool predicts job performance. Content Construct Criterion-related Selection criteria for international assignments includes Suggestions for making your interviews