1. Human Resource Management 10th Edition Chapter 6 SELECTION
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2. HRM in Action: Substance Abuse Testing
80% of larger corporations in U.S. require workplace drug testing
Drug users are more than twice as likely to leave work early or miss days, are two-and-a-half times more likely to be absent for eight days or more and are three times more likely to be late for work.
More than three-and-a-half times more likely to be involved in a workplace accident and five times more likely to file a workers’ compensation claim
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3. HRM in Action: Substance Abuse Testing (Cont.)
Most experts regard blood tests as the forensic benchmark against which to compare others
Hair sample analysis claim it can detect drug use from three days to 90 days after drug consumption
Oral fluid testing is especially well-suited to cases of reasonable suspicion and post accident testing
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4. Selection
Process of choosing from group of applicants the individual best suited for a particular position and the organization
Goal of selection process is to properly match people with jobs and organization
Top performers contribute from 5-22 times more value to companies than midlevel or low performers
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5. Environmental Factors Affecting the Selection Process
Other HR functions
Legal considerations
Decision making speed
Organizational hierarchy
Applicant pool
Type of organization
Probationary period
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6. Other HR Functions
Selection process affects, and is affected by, virtually every other HR function.
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7. Legal Considerations
Human resource management is greatly influenced by legislation, executive orders, and court decisions
Guiding principle -Why am I asking this question?
If information is job related, usually asking for the information is appropriate
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8. Speed of Decision Making
Time available to make selection decision can have major effect on selection process
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9. Organizational Hierarchy
Different approaches to selection are generally taken for filling positions at different levels in organization
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10. Organizational Hierarchy (Cont.)
Extensive background checks and multiple interviews would most likely apply for the executive position
An applicant for a clerical position would probably take a word processing test and perhaps have a short employment interview
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11. Number of qualified applicants recruited for a particular job
Applicant Pool
Number of qualified applicants recruited for a particular job
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12. Selection Ratio
Number of people hired for a particular job compared to number of individuals in the applicant pool
Selection ratio of 0.10 indicates that there were 10 qualified applicants for an open position
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13. Type of Organization
Prospective employees in private sector screened with regard to how they can help achieve profit goals
Government civil service systems identify qualified applicants through competitive examinations
Individuals considered for positions in not-for-profit organizations must be qualified and dedicated to work
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14. Probationary Period
Period that permits evaluating employees ability based upon performance
May be a substitute for certain phases of the selection process
Job related
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15. The Selection Process External Environment Internal Environment
Recruited Candidate
Preliminary Interview
Review of Applications and Résumés
Selection Tests
Rejected Applicants
Employment Interviews
Pre-Employment Screening: Background and Reference Checks
Selection Decision
Physical Examination
New Employee
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16. Preliminary Interview
Removes obviously unqualified individuals
Positive benefits - Applicant may be qualified for another position with the firm
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17. Preliminary Interview - Telephone Interview
Narrow pool of applicants before having formal face-to-face interview
Cut down on wasted time and effort
Lacks advantages of face-to-face contact
Not possible to observe nonverbal cues
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18. Preliminary Interview - Videotaped Interview
Using structured interview format designed by hiring firm, interviewer can videotape candidate’s responses
Interviewer may not interact with the candidate
Does not replace personal interviews
Allows for broader search
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19. Review of Applications
Application form must reflect not only firm’s informational needs, but also EEO requirements.
Essential information is included and presented in standardized format
May vary from firm to firm, and even by job type within organization
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20. Preprinted Statements on Application Form
Certifies that information provided on form is accurate and true
Should state position is employment at will
Gives permission to have background and references checked
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21. Review of Résumés
Résumé - Goal-directed summary of experience, education, and training developed for use in selection process
Professional/managerial applicants often begin selection process by submitting résumé
Includes career objective for specific position
All important concept of relevancy
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22. Sending Résumés via the Internet
Most large companies now use automated tracking systems
Résumés deviating from assumed style are ignored
Résumé should be as computer/scanner friendly as possible
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23. Keyword Résumé Keywords - Words or phrases used to search databases
Keyword résumé - Adequate description of job-seeker’s characteristics and industry-specific experience presented in keyword terms to accommodate the computer search process
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24. Additional Recommendations
Avoid special characters.
Do not use tabs; use space bar.
Do not use word-wrap feature; use hard returns to insert line breaks.
Use default font and size.
Do not use boldface and italics.
Do not use blocks.
Do not use columns.
Do not place names or lines on sides of résumés
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25. Administration of Selection Tests
Advantages
Potential Problems using Selection Tests
Characteristics of Properly Designed Selection Tests
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26. Advantages of Selection Tests
Reliable and accurate means of selecting qualified candidates
Cost small in comparison
Identify attitudes and job-related skills that interviews cannot recognize
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27. Potential Problems Using Selection Tests
Can do v. Will do
Legal liabilities
Test anxiety
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28. Characteristics of Properly Designed Selection Tests
Standardization - Uniformity of procedures and conditions of administering test
Objectivity - Everyone scoring a test obtains same results
Norms - Frame of reference for comparing applicant's performance with that of others
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29. Characteristics of Properly Designed Selection Tests (Cont.)
Reliability - Provides consistent results
Validity - Measures what it is supposed to measure (Basic Requirement)
Requirement for Job Relatedness – Test must work without having adverse impact on minorities, females, and individuals with backgrounds or characteristics protected under law
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30. Types of Validation Studies
Criterion-related validity - Comparing scores on selection tests to some aspect of job performance
Content validity - Performs certain tasks actually required by job.
Construct validity - Measures certain traits or qualities important in performing job
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31. Types of Employment Tests
Cognitive aptitude
Psychomotor abilities
Job Knowledge
Work-sample (simulation)
Vocational interests
Personality
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32. Cognitive Aptitude Tests
Measures individual’s ability to learn, as well as to perform a job
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33. Psychomotor Abilities Tests
Strength
Coordination
Dexterity
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34. Job Knowledge Tests
Measure candidate's knowledge of duties of position for which he or she is applying
Are commercially available
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35. Work-Sample
Tests requiring applicant to perform task or set of tasks representative of job
Such tests by their nature are job related
Produces highly validity, reduces adverse impact, and is more acceptable to applicants
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36. Vocational Interests
Indicates occupation in which person is most interested and most likely to receive satisfaction from
Primary used in counseling and vocational guidance
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37. Personality Tests Traits Temperaments Dispositions
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38. Unique Forms of Testing
Genetic
Graphoanalysis
Polygraph Tests
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39. Genetic Testing
Determines whether person carries gene mutation for certain diseases, including heart disease, colon cancer, breast cancer and Huntington’s disease
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40. Graphoanalysis (Handwriting Analysis)
Many people view handwriting analysis in same context as psychic readings or astrology
In Europe, many employers use graphoanalysis to help screen and place job applicants
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41. Polygraph Tests Confirm or refute application information
Employee Polygraph Protection Act of 1988 severely limited use in private sector
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42. Internet Testing
Increasing being used to test skills required by applicants
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43. Leaderless discussion groups
Assessment Centers
Selection technique used to identify and select employees for positions
Requires them to perform activities similar to those in job
In-basket exercises
Management games
Leaderless discussion groups
Mock interviews
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44. Employment Interview
Goal-oriented conversation where interviewer and applicant exchange information
Continues to be primary method used to evaluate applicants
At this point, candidates appear to be qualified
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45. Interview Planning
Compare applicant’s application and résumé with job requirements
Develop questions related to qualities sought
Prepare step-by-step plan to present position, company, division, and department
Determine how to ask for examples of past job-related applicant behaviors
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46. Content of the Interview
Occupational experience
Academic achievement
Interpersonal skills
Personal qualities
Organizational fit
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47. Organizational Fit
Management’s perception of degree to which prospective employee will fit in with firm’s culture or value system
Employees also should consider organizational fit when debating whether or not to accept a job offer
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48. Candidate’s Role and Expectations
While interviewer provides information about company, it is important for applicants to do their homework
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49. Types of Interviews Unstructured (nondirective)
Structured (directive or patterned)
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50. Unstructured (Nondirective) Interview
Asks probing, open-ended questions
Encourages applicant to do much of the talking
Often time-consuming
Potential legal woes
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51. Unstructured Interview Examples
Tell me about yourself?
What is your greatest strength?
What is your greatest weakness?
How will our company benefit by having you as an employee?
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52. Structured (Directive or Patterned) Interview
Series of job-related questions asked of each applicant for particular job
Increases reliability and accuracy by reducing subjectivity and inconsistency of unstructured interviews
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53. Structured (Directive or Patterned) Interview (Cont.)
Situational questions
Job knowledge questions
Job-sample simulation questions
Worker requirements questions
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54. Behavioral Interview
Applicants asked to relate actual incidents from past relevant to target job
Behavioral questions - Job relevant
Example: Relate a scenario where you were responsible for motivating others
Example: Describe situation where your expertise made a significant difference
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55. Methods of Interviewing
One-on-one interview - Applicant meets one-on-one with interviewer
Group interview - Several applicants interact in presence of one or more company representatives
Board interview - Several firm representatives interview candidate at same time
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56. Methods of Interviewing (Cont.)
Multiple Interviews - Applicants are interviewed by peers, subordinates, and supervisors
Stress interview - Anxiety is intentionally created
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57. Realistic Job Previews
Conveys both positive and negative job information to applicant in unbiased manner
Conveys information about tasks person would perform and behavior required to fit into culture of organization
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58. Potential Interviewing Problems: Inappropriate Questions
Most basic interviewing rule is this: Ask only job-related questions
Interview is a test subject to the same validity requirements as any other step in the selection process
Historically, the interview has been more vulnerable to charges of discrimination than any other tool used in the selection process
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59. Potential Interviewing Problems: Premature Judgments
Interviewers often make judgments about candidates in the first few minutes of the interview
Some interviewers believe their ability to “read” a candidate is superior
When this occurs, a great deal of potentially valuable information is not considered
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60. Potential Interviewing Problems: Interviewer Domination
Relevant information must flow both ways
Interviewers must learn to be good listeners as well as suppliers of information
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61. Potential Interviewing Problems: Permitting Non-Job Related Information
If a candidate begins volunteering personal information that is not job related, the interviewer should steer the conversation back on course
Whereas engaging in friendly chitchat with candidates might be pleasant, in our litigious society, it may be the most dangerous thing an interviewer can do
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62. Potential Interviewing Problems: Contrast Effects
An error in judgment may occur when an interviewer meets with several poorly qualified applicants and then confronts a mediocre candidate
Last applicant may appear to be better qualified than he or she actually is
Opposite can also occur
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63. Potential Interviewing Problems: Lack of Training
Interview is much more than carrying on a conversation with another person
Expense of training employees in interviewing skills can be easily justified
What does “Tell me about yourself” mean to a trained interviewer
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64. Potential Interviewing Problems: Nonverbal Communication
Body language is the nonverbal communication method in which physical actions such as motions, gestures, and facial expressions convey thoughts and emotions
Interviewers should make a conscious effort to view themselves as applicants do to avoid sending inappropriate or unintended nonverbal signals
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65. Concluding the Interview
When the interviewer has obtained the necessary information and answered the applicant’s questions, he or she should conclude the interview
Management must then determine whether the candidate is suitable for the open position and organization
Tell the applicant that he or she will be notified of the selection decision shortly
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66. Pre-Employment Screening: Background Investigations
Determine accuracy of information submitted or to determine if vital information was not submitted
Principal reason for conducting background investigations is to hire better workers
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67. Elements to Verify Previous employment Education verification
Personal reference check
Criminal history
Driving record
Civil litigation
Workers’ compensation history
Credit history
Social security number
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68. Fair Credit Reporting Act
Act amended in 1997
Places new obligations on employers who use certain information brought to light through background investigations
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69. Trends & Innovations: Liars Index
Quite a few executive job seekers claim advanced degrees from educational institutions they never attended
Liars Index was 10.73%
Expecting employers will not check facts
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70. Pre-Employment Screening: Reference Checks
Information from individuals who know the applicant that provide additional insight into the information furnished by the applicant and verification of its accuracy
Possible flaw - Virtually everyone can name three or four individuals willing to make favorable statements
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71. Pre-Employment Screening: Reference Checks (Cont.)
Laws in 37 states and jurisdictions shield employers from liability for harm to an ex-employee based on contents of job reference
There is a wait-and-see attitude among some employers
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72. Pre-Employment Screening: Reference Checks (Cont.)
Two schools of thought with regard to supplying information about former employees
Don’t tell them anything
Honesty is the best policy
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73. Negligent Hiring
Negligent Hiring - Liability a company incurs when it fails to conduct a reasonable investigation of an applicant’s background, and then assigns a potentially dangerous person to a position where he or she can inflict harm
At Risk Employers - Risk of harm to third parties. Example: Taxi driver
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74. Negligent Referral
Liability former employers may incur when they fail to offer a warning about a particularly severe problem with a past employee
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75. Selection Decision Most critical step of all
Person whose qualifications most closely conform to requirements of open position and organization should be selected
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76. Medical Examination
Americans with Disabilities Act (ADA) does not prohibit pre-employment medical examinations. Determines point they may be administered during selection process
Directly relevant to job requirements
Determines whether applicant physically capable of performing the work
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77. Notification to Candidates
Results should be made know to candidates as soon as possible
Delay may result in firm losing prime candidate
Unsuccessful candidates should also be promptly notified
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78. Metrics for Evaluating Recruitment/Selection Effectiveness
Recruiting Costs - Cost per hire may be determined by dividing recruiting expenses by number of recruits hired
Selection Rate - Number of applicants hired from group of candidates expressed as percentage
Acceptance Rate - Percent of those who accepted job from number who were offered the job
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79. Metrics for Evaluating Recruitment/Selection Effectiveness (Cont.)
Yield Rate - Percentage of applicants from particular source and method that make it to next stage of selection process
Cost/Benefit of Recruitment Sources and Methods - For each method, there is a cost. For each method, there should be a benefit
Time Required to Hire - Time required to fill an opening is critical
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80. A Global Perspective: Selecting a Buddy
Many companies are using formal buddy system when sending expatriates on assignments
Often inform expatriates of host-office norms and politics, invite them into their homes, introduce them to friends and networks, and help bolster credibility in office
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