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5 6 Selecting Employees C H A P T E R Training Employees
What Do I Need to Know? C H A P T E R 1. Discuss how to link training programs to organizational needs. 2. Explain how to assess the need for training. 3. Explain how to assess employees’ readiness for training. Describe how to plan an effective training program. Compare widely used training methods. Summarize how to implement a successful training program. Evaluate the success of a training program. 8. Describe training methods for employee orientation and diversity management. Selecting Employees
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2 of 19 M&M Meat Shops Ltd. M&M Meat Shops Ltd. operates 388 stores across Canada selling an extensive range of frozen entrees, meat products, and desserts. Mac Voisin, CEO takes the selection of franchise holders very seriously. The selection process for franchise holders takes several months and involves extensive interviews and personality profile testing © 2005 McGraw-Hill Ryerson Ltd.
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Selection Process Selection
3 of 19 Selection Process Selection The process through which organizations make decisions about who will be chosen to fill job openings Hiring decisions are about finding the people who will a good fit with the job and the organization © 2005 McGraw-Hill Ryerson Ltd.
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Steps in the Selection Process
4 of 19 Steps in the Selection Process © 2005 McGraw-Hill Ryerson Ltd.
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Criteria for Evaluating Selection Methods
5 of 19 Criteria for Evaluating Selection Methods © 2005 McGraw-Hill Ryerson Ltd.
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Reliability and Validity
6 of 19 Reliability and Validity Reliability Validity The extent to which a measurement generates consistent results i.e. is free from random error The extent to which performance on a measure (e.g. test score) is related to what the measure is designed to assess (such as job performance) Often uses correlation coefficients © 2005 McGraw-Hill Ryerson Ltd.
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Measuring Validity Criterion-related validity Content validity
7 of 19 Measuring Validity Criterion-related validity Substantial correlation between test scores and job performance scores Predictive validation Concurrent validation Content validity Consistency between the test items and situations that occur on-the-job Construct validity Establishing that tests measure intelligence, leadership, or other such constructs © 2005 McGraw-Hill Ryerson Ltd.
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More About Selection Methods
8 of 19 More About Selection Methods Ability to Generalize Valid in other contexts i.e. applies to other jobs, organizations, etc. Practical Value Provides economic value greater than its cost (utility) © 2005 McGraw-Hill Ryerson Ltd.
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Legal Standards for Selection
9 of 19 Legal Standards for Selection Human Rights Legislation has implications: Interviews: Assess candidates without drawing out information that is related to a prohibited ground of discrimination Interview notes: Cannot include references to a prohibited ground of discrimination © 2005 McGraw-Hill Ryerson Ltd.
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Job Applications and Resumes
10 of 19 Job Applications and Resumes Application Forms A low-cost way to gather basic data from many applicants Contact Information Work experience Educational background Applicant’s signature Resumes Usual way that applicants introduce themselves to a potential employer Information is biased in favour of the applicant Highlights accomplishments Use of applicant-tracking software © 2005 McGraw-Hill Ryerson Ltd.
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References & Background Checks
11 of 19 References & Background Checks References Applicants provide names and contact information Legal issues may arise Organizations usually check references after determining the applicant is a finalist for the job Background checks Process of verifying accuracy of information applicants have submitted Organizations are increasing their use of thorough background checks © 2005 McGraw-Hill Ryerson Ltd.
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Categories of Employment Tests
Aptitude tests - Assess how well a person can learn or acquire skills and abilities Achievement tests - Measure a person’s existing knowledge and skills © 2005 McGraw-Hill Ryerson Ltd.
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Employment Tests Employment Tests Cognitive Physical Ability Ability
13 of 19 Employment Tests Cognitive Ability Physical Ability Employment Tests Job Performance Medical Examinations Personality Honesty, Alcohol & Drug © 2005 McGraw-Hill Ryerson Ltd.
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Employment Tests Physical Ability Cognitive Ability Job Performance
14 of 19 Employment Tests Physical Ability Evaluates one or more physical abilities Vulnerable to human rights complaints Cognitive Ability Intelligence tests Measure mental abilities including verbal, quantitative, and/or reasoning Job Performance Test for performing specialized tasks In-basket tests and work samples Assessment centre more © 2005 McGraw-Hill Ryerson Ltd.
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Personality Inventories
15 of 19 Employment Tests Personality Inventories Finds applicants who have desired personality traits Honesty, Alcohol & Drug Honesty tests (integrity tests) Alcohol & drug testing must conform to Human Rights legislation Medical Examinations Must be related to job requirements Conducted after conditional job offer © 2005 McGraw-Hill Ryerson Ltd.
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Interviewing Techniques
16 of 19 Interviewing Techniques Non-directive: Interviewer has great discretion in choosing questions to ask Structured: Uses a set of established questions Situational: Interviewer describes a situation and asks the candidate what he/she would do Behavioural: Interviewer asks the candidate how he/she handled a situation like this in the past more © 2005 McGraw-Hill Ryerson Ltd. .
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Interviewing Techniques (cont’d)
17 of 19 Interviewing Techniques (cont’d) Face-to-face interview: One candidate, one interviewer Panel interview: Several members of the organization interview each candidate Computerized interview: Candidate responds to computer-generated questions and results are submitted electronically © 2005 McGraw-Hill Ryerson Ltd. .
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Interviewing Advantages & Disadvantages
18 of 19 Interviewing Advantages & Disadvantages Advantages Disadvantages Can provide evidence of communication and interpersonal skills Can gain insight into candidate’s personality and interpersonal style Can be unreliable Low on validity Costly Subjective Can be biased © 2005 McGraw-Hill Ryerson Ltd.
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Selection Decisions Multiple-hurdle model Compensatory model
19 of 19 Selection Decisions Multiple-hurdle model Gradually narrowing the pool of candidates for each job i.e. each stage is a hurdle Compensatory model A very high score on one type assessment can make up for a low score on another Who makes the selection decision? Supervisor Human resource professional Work team Other panel of decision makers © 2005 McGraw-Hill Ryerson Ltd.
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