1. Human Resource Management ELEVENTH EDITON
SECTION 2 Staffing the Organization
Robert L. Mathis  John H. Jackson
Chapter 8
Selecting Human resources
PowerPoint Presentation by Dr. Zahi Yaseen

2. Selecting Human resources
After you have read this chapter, you should be able to
Diagram the sequence of a typical selection process.
Identify three types of selection tests and legal concerns about their uses.
Discuss several types of selection interviews and some key considerations when conducting these interviews.
Explain how legal concerns affect background investigations of applicants and use of medical examinations in the selection process.
Describe the major issues to be considered when selecting candidates for global assignments.

3. Selecting Human resources
Selection: the process of choosing individuals who have relevant qualifications to fill jobs in an organization.
- “Good training will not make up for bad selection.”
- “Hire hard, manage easy.”
Selection responsibilities: Figure 1

4. Typical Division of HR Responsibilities : Selection
Figure 1

5. Selecting Human resources
Placement
“Fitting a person to the right job”.
Person-job fit
Matching the knowledge, skills and abilities (KSAs) of people to the characteristics of jobs (tasks, duties and responsibilities).
Benefits of person-job fit
Higher employee performance
Lower turnover and absenteeism

6. Selecting Human resources
Criteria, predictors, and job performance: criteria of selection consists of characteristics needed to do the job well. Predictors is a measurable indicators of selection criteria. Figure 2
Validity
The correlation between a predictor and job performance
Reliability
The extent to which a predictor repeatedly produces the same results, over time.
Legal concerns with selection: discrimination, equal employment, applicants reviewed according to specific criteria, due date, clear job vacancies.

7. Job performance, selection criteria, and predictors
Figure 2

8. HR Employment Functions
Receiving applications
Interviewing applicants
Administering tests to applicants
Conducting background investigations
Arranging physical examinations
Placing and assigning new employees
Coordinating follow-up of new employees
Exit interviewing departing employees
Maintaining employee records and reports.

9. Selection Process Flow Chart
Figure 3
Selection Process Flow Chart

10. Selecting Human resources
Applicant Job Interest
- Realistic Job Preview
The process through which a job applicant receives an accurate picture of the organizational realities of the job.
Prevents the development of unrealistic job expectations that cause disenchantment, dissatisfaction, and turnover in new employees.

11. Selecting Human resources
Pre-Employment Screening
Pre-screening interview
Verify minimum qualifications
Electronic pre-screening
Scanning resumes and applications
Electronic submission
of applications

12. Selecting Human resources
Application Disclaimers and Notices
Employment-at-will
Indicates the right of the employer or employee to terminate the employment relationship at any time with or without notice or cause.
References contacts
Obtains applicant’s permission to contact references.
Employment testing
Notifies applicants of required drug tests, physical exams, or other tests.
Application time limits
Indicates how long the application will remain active.
Information Falsification
Indicates that false information is grounds for termination.

13. Selecting Human resources
Selection Testing
Ability Tests:
- Cognitive Ability Tests
Measure an individual’s thinking, memory,
reasoning, and verbal and mathematical abilities.
- Physical Ability Tests
Measure strength, endurance, and muscular movement
- Psychomotor Tests
Measure dexterity, hand-eye coordination, arm-hand steadiness, and other factors.
- Situational Judgment tests
person’s responds in certain situations.

14. Selecting Human resources
Selection Testing
Personality Tests:
Minnesota Multiphasic Personality Inventory (MMPI)
Honest and Integrity Testing
Overt integrity tests
Personality-oriented integrity tests
Polygraphs (“lie detector”)
Controversial and Questionable Tests
- Graphology (Handwriting Analysis)
- Psychics : Persons who are supposedly able to determine
a person’s intellectual and emotional suitability for
employment

15. Big Five Personality Characteristics
Figure 4

16. Selecting Human resources
Selection Interviewing
Selection Interviewing: designed to identify information on a candidate and clarify information from other sources.
Types of Interviews:
1- Structured Interview
2- Less structured interview:
3- Stress Interview

17. Selecting Human resources
Structured Interview
Uses a set of standardized questions asked of all job applicants.
Useful for initial screening and comparisons
Benefits
Obtains consistent information needed for selection decision
Is more reliable and valid than other interview formats
Meets EEO guidelines for the selection process
Types of structured Interviews:
- Biographical Interview
- behavioral Interview
- Competency Interview
- Situational Interview

18. Selecting Human resources
Biographical Interview
-Focuses on chronological exploration of the candidate’s
past experience.
Behavioral Interview
- giving specific examples of how they have performed a
certain task or handled a problem in the past.
- Helps discover applicant’s suitability for current jobs
based on past behaviors
Competency Interview
- similar to behavior interview, except it provides specific
measurement “ Describe your most significant
accomplishments” , the answer might discover
competencies.

19. Selecting Human resources
Situational Interview
-Applicants are asked how they would respond to a
specific job situation related to the content of the job
they are seeking.
Less- Structured Interview
Non- Directive interview
Applicants are queried using questions that are developed from the answers to previous questions.
Stress Interview
An interview designed to create anxiety and put pressure on an applicant to see how the person responds.

20. Selecting Human resources
Who Does The Interview?
Individual : HR personnel for less skilled jobs.
Multiple interviews: starts with HR, then a manager
Panel interview: several interviewers meet with the candidate at the same time.
Team interview: applicants are interviewed by the team members with whom they work.
Video interviewing: used by large corporations, to lower the number of candidates.
Figure 5

21. Who Does Interviews Individuals Panel Interviews Interviews
Figure 5
Individuals
Panel Interviews
Interviews
Video Interviewing
Team Interviews

22. Selecting Human resources
Effective interviews:
Questions should be asked the applicants, figure 6
Basics of the Interview:
- planning the interview: selecting the time, place, private location, accurate info, make notes..
- controlling the interview: talk not more than 25% of the time.
Questions techniques
- good questions; talks about the past to predict the future, like when….
- poor questions; questions lead to unclear answer, obvious questions, not job related or illegal.

23. . Integrity Indicators General questions: *What are your strengths
And weakness?
*Why did you leave last job?
*Why should we hire you ?
Questions about Motivation:
* How do you measure success?
* What rewards mean most to you?
* What projects make you excited?
Working with others:
What kind of people do you
like to work with?
Describe your management style
How do others see you ?
Problem solving :
*Describe a difficult problem you
faced and solved
*Describe a sales you could not
make and explain why?
Selection
Interview
Integrity Indicators
Tell me about a time when you were not honest
How do you react when you asked to do something unethical ?
When did you last break a rule?
Figure 6

24. Selecting Human resources
Effective interviews:
Questions should be asked the applicants, figure 6
Basics of the Interview:
- planning the interview: selecting the time, place, private location, accurate info, make notes..
- controlling the interview: talk not more than 25% of the time.
Questions techniques
- good questions; talks about the past to predict the future, like when….
- poor questions; questions lead to unclear answer, obvious questions, not job related or illegal.
- listening responses: listen to the candidate to end.

25. Selecting Human resources
Effective interviews:
Problem in the Interview:
- Snap judgment: very fast judgment before collect information.
- Negative emphasize: Unfavorable info weighted double.
- Hallo affect: one characteristic might hire a candidate, devil horn.
- Biases: similarity bias to the interviewer.
- Cultural Noise: applicant’s responses are socially acceptable rather than factual responses.

26. Problems in the Interview
Halo Effect
Snap Judgments
Negative Emphasis
Biases and Stereotyping
Cultural Noise

27. Selecting Human resources
Background investigation:
It might take place before or after the in-depth interview. The employer must validate the resume.
Types of references:
1- Academic references: University, college…
2- Prior work references: former employer, title, salary
3- financial references: bills, creditors, banks..
4- law enforcement records: police files
5- personal references: relatives, friends,
References checking methods:
- By phone
- writing
Medical Examination
- Drug testing
- Genetic testing