1. Selecting New Employees
Human Resource Management: Functions, Applications, Skill Development by Robert N. Lussier and John R. Hendon
Chapter 6

2. Video
Job Interview
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What Not to Do in a Job Interview
NFL and the Wonderlic Test
Human Resource Management: Functions, Applications, Skill Development by Robert N. Lussier and John R. Hendon © 2012 SAGE Publications, Inc.

3. Selecting New Employees
Selection is the process of choosing the best qualified applicant recruited for a job. When the wrong people are placed in the wrong jobs, the poor job fit makes it more difficult for the employee to perform successfully, which in turn makes it more difficult for the organization to carry out it strategic plans; and the organization loses one of its competitive advantages.
Human Resource Management: Functions, Applications, Skill Development by Robert N. Lussier and John R. Hendon © 2012 SAGE Publications, Inc.

4. Selecting New Employees
A Poor Selection Process Can Result In:
Wasting time and money – hiring a mismatch will likely require going through the whole process again.
Reduced productivity – mismatches perform their jobs less successfully than good fits.
Negligent hires – hiring someone who poses a danger to co-workers, customers, suppliers, or other third parties, who ultimately harms someone in the course of their work for the company
The company can be held liable.
Human Resource Management: Functions, Applications, Skill Development by Robert N. Lussier and John R. Hendon © 2012 SAGE Publications, Inc.

5. Selecting New Employees
Steps in the Selection Process The flow chart that follows is a general guide. Depending on organizational circumstances, steps may not be followed sequentially as shown and some parts may not be included.
Human Resource Management: Functions, Applications, Skill Development by Robert N. Lussier and John R. Hendon © 2012 SAGE Publications, Inc.

6. Selecting New Employees
Steps in the Selection Process
Human Resource Management: Functions, Applications, Skill Development by Robert N. Lussier and John R. Hendon © 2012 SAGE Publications, Inc.

7. Selecting New Employees
Steps in the Selection Process (continued)
Human Resource Management: Functions, Applications, Skill Development by Robert N. Lussier and John R. Hendon © 2012 SAGE Publications, Inc.

8. Selecting New Employees
Looking for “Fit”
Personality-job fit – personality affects how people work.
Ability-job fit – individuals’ physical and intellectual skills affect how they work.
Person-organization fit – how individuals fit within the organization’s structure and culture affects how well they work.
Human Resource Management: Functions, Applications, Skill Development by Robert N. Lussier and John R. Hendon © 2012 SAGE Publications, Inc.

9. Selecting New Employees
Legal Issues
The Uniform Guidelines on Employee Selection Procedures (UGESP or “Uniform Guidelines”) were developed by the Federal Government to guide employers in their efforts to comply with federal laws that concern all employment decisions, and to provide information that helps avoid discriminatory hiring practices, as well as discrimination in other employment decisions.
Human Resource Management: Functions, Applications, Skill Development by Robert N. Lussier and John R. Hendon © 2012 SAGE Publications, Inc.

10. Selecting New Employees
Legal Issues – Uniform Guidelines
What qualifies as an “employment test”?
Any test or other selection procedure that is used as a basis for any employment decision.
Employment decisions include hiring, promotion, demotion, membership (for example, in a labor organization), referral, retention, and licensing and certification, training, transfer, etc.
Human Resource Management: Functions, Applications, Skill Development by Robert N. Lussier and John R. Hendon © 2012 SAGE Publications, Inc.

11. Selecting New Employees
Legal Issues – Uniform Guidelines
To be non-discriminatory, employment tests must be:
Valid – the test itself should measure the knowledge, skills, abilities, etc. that it claims to measure.
Reliable – test scores should be consistent (similar) when taken by the same person more than once (test-retest reliability), and when more than one person scores the test (inter-rater reliability).
Human Resource Management: Functions, Applications, Skill Development by Robert N. Lussier and John R. Hendon © 2012 SAGE Publications, Inc.

12. Selecting New Employees
Applications and Preliminary Screening
Applications and résumés - provide biographical data that aid in selecting the best person for the job.
Applicants’ information is compared to job specifications to weed out unqualified applicants and to narrow the pile down to the best applicants.
Information is verified to detect fictitious or misleading information and to protect the organization against negligent hiring claims.
Human Resource Management: Functions, Applications, Skill Development by Robert N. Lussier and John R. Hendon © 2012 SAGE Publications, Inc.

13. Selecting New Employees
Applications and Preliminary Screening
Pre-employment inquiries – all information requested on job applications and during interviews must be non-discriminatory.
Questions that may be construed as discriminatory can be asked if the employer can demonstrate that they are job related (BFOQs).
Human Resource Management: Functions, Applications, Skill Development by Robert N. Lussier and John R. Hendon © 2012 SAGE Publications, Inc.

14. Selecting New Employees
Employment Testing and Legal Issues
The EEOC - If the EEOC investigates a complaint about an employment test being discriminatory, the firm has to prove the selection procedure is valid for that particular job.
Human Resource Management: Functions, Applications, Skill Development by Robert N. Lussier and John R. Hendon © 2012 SAGE Publications, Inc.

15. Selecting New Employees
Employment Testing and Legal Issues
Polygraph tests – Employee Polygraph Protection Act (EPPA) makes it illegal to use a polygraph, but has two primary exceptions.
Genetic testing – Genetic Information Nondiscrimination Act (GINA) protects people from discrimination by health insurers and employers on the basis of their DNA information.
Drug testing –– usually for workplace safety and productivity; must be either “random” or “universal”.
Human Resource Management: Functions, Applications, Skill Development by Robert N. Lussier and John R. Hendon © 2012 SAGE Publications, Inc.

16. Selecting New Employees
Employment Testing and Legal Issues
Written Tests
Skills tests – measure ability to apply a particular knowledge set.
Personality tests – measure psychological traits or characteristics to determine suitability for a specific job.
Interest tests – measure intellectual curiosity and motivation in a particular field.
Cognitive ability tests – assess intelligence or aptitude for a particular job.
Honesty/integrity tests – can be written or polygraph.
Human Resource Management: Functions, Applications, Skill Development by Robert N. Lussier and John R. Hendon © 2012 SAGE Publications, Inc.

17. Selecting New Employees
Employment Testing and Legal Issues
Physical tests – to ensure applicants are capable of performing jobs as defined by the job specification and description.
Physical skills tests
Work samples
Assessment centers
Simulations
Physical exams – should be directly related to the essential functions of the job.
Human Resource Management: Functions, Applications, Skill Development by Robert N. Lussier and John R. Hendon © 2012 SAGE Publications, Inc.

18. Selecting New Employees
Selection Interviews
Interviews are generally the most heavily weighted and one of the last steps. They:
Allow candidates to learn about the job and organization.
Allow managers to assess things about a candidate that can’t be obtained from other tests, and to check the accuracy of the application/resume.
Human Resource Management: Functions, Applications, Skill Development by Robert N. Lussier and John R. Hendon © 2012 SAGE Publications, Inc.

19. Selecting New Employees
Types of Interviews
Structured interview – all candidates are asked the same list of prepared questions.
Semistructured interview – interviewer follows list of questions but also asks unplanned questions.
Unstructured interview – interviewer has no preplanned questions or sequence of topics.
Is the most susceptible to discrimination claims because introduces the most interviewer bias.
Human Resource Management: Functions, Applications, Skill Development by Robert N. Lussier and John R. Hendon © 2012 SAGE Publications, Inc.

20. Selecting New Employees
Types of Questions
Closed-ended – requires a limited response (e.g., yes/no); is appropriate for fixed aspects of the job.
Open-ended – requires a detailed response; is appropriate for determining abilities and motivation.
Hypothetical – requires candidates to describe what they’d do and say in a given situation; is appropriate in assessing capabilities.
Probing – requests clarification; is appropriate for improving the interviewer’s understanding.
Human Resource Management: Functions, Applications, Skill Development by Robert N. Lussier and John R. Hendon © 2012 SAGE Publications, Inc.

21. Selecting New Employees
Interview Preparation Steps
Human Resource Management: Functions, Applications, Skill Development by Robert N. Lussier and John R. Hendon © 2012 SAGE Publications, Inc.

22. Selecting New Employees
Interviewing Steps continued
Human Resource Management: Functions, Applications, Skill Development by Robert N. Lussier and John R. Hendon © 2012 SAGE Publications, Inc.

23. Selecting New Employees
Interviewing Steps continued
Human Resource Management: Functions, Applications, Skill Development by Robert N. Lussier and John R. Hendon © 2012 SAGE Publications, Inc.

24. Selecting New Employees
Background Checks
Are needed to help prevent negligent hiring.
Credit checks.
Criminal background checks.
Reference checks.
Web searches.
Human Resource Management: Functions, Applications, Skill Development by Robert N. Lussier and John R. Hendon © 2012 SAGE Publications, Inc.

25. Selecting New Employees
Selecting the Candidate
Multiple-hurdle selection model – requires that each applicant pass a particular selection test in order to go on to the next test (= cost effective because unqualified applicants stop taking any more tests).
Compensatory selection model – allows an applicant to do poorly on one test but make up for that poor score by doing exceptionally well on other tests.
Human Resource Management: Functions, Applications, Skill Development by Robert N. Lussier and John R. Hendon © 2012 SAGE Publications, Inc.

26. Selecting New Employees
Problems to Avoid During the Selection Process
Rushing.
Stereotyping.
“Like me” syndrome.
Halo and horn effects.
Premature selection.
Human Resource Management: Functions, Applications, Skill Development by Robert N. Lussier and John R. Hendon © 2012 SAGE Publications, Inc.

27. Selecting New Employees
Hiring
Compare candidates’ qualifications.
Identify whether they really want to do the job.
Analyze whether they have been honest.
Assess person-organization fit via coworkers’ impressions.
Consider diversity.
Contact the best candidate and offer the job.
If the candidate refuses, or accepts but soon leaves, offer the job to the next-best candidate.
Human Resource Management: Functions, Applications, Skill Development by Robert N. Lussier and John R. Hendon © 2012 SAGE Publications, Inc.