1. Roles in the Selection Process In small organizations, a supervisor may have great latitude in selecting employees to fill vacant positions. Some organizations have formal procedures that require human resources to do most of the work, with the supervisor simply approving the candidates recommended. In most cases, a supervisor works with a human resources department. McGraw-Hill/Irwin© 2006 The McGraw-Hill Companies, Inc. All rights reserved. 15-1

2. Selection Criteria Be clear about what jobs need to be filled and what kind of people can best fill those jobs. Job description Job characteristics Job specification Knowledge Skills Abilities Other characteristics McGraw-Hill/Irwin© 2006 The McGraw-Hill Companies, Inc. All rights reserved. 15-2

3. Recruiting Inside the Organization Promotions or different tasks can be a source of motivation for employees. Promoted or transferred employees are already familiar with the organization’s policies and practices. Internal recruitment is accomplished through: Job postings Employee referrals McGraw-Hill/Irwin© 2006 The McGraw-Hill Companies, Inc. All rights reserved. 15-3

4. Recruiting Outside the Organization New hires bring fresh ideas and skills that the organization may lack. Basic ways to identify qualified outside candidates: Advertising Employment agencies Schools McGraw-Hill/Irwin© 2006 The McGraw-Hill Companies, Inc. All rights reserved. 15-4

5. The Selection Process McGraw-Hill/Irwin© 2006 The McGraw-Hill Companies, Inc. All rights reserved. 15-5

6. Screening from Employment Applications and Resumes Review the applications or resumés to screen out candidates who are unqualified or less qualified than others. Usually done by the human resources department Compares resumes with the job description Does not usually screen out a person recommended by the supervisor McGraw-Hill/Irwin© 2006 The McGraw-Hill Companies, Inc. All rights reserved. 15-6

7. Interviewing Candidates Objectives of the interview: Assess each candidate’s interpersonal and communication skills See whether the supervisor and employee are comfortable with one another Learn details about the information the candidate has provided on the application or resume Allow the candidate an opportunity to learn about the organization McGraw-Hill/Irwin© 2006 The McGraw-Hill Companies, Inc. All rights reserved. 15-7

8. Who Should Interview? Initially, someone in the human resources department Later, the supervisor of the department In some instances, team interviews may be conducted to see how a candidate interacts with a team Parts of an interview may be automated using a phone system or other technology McGraw-Hill/Irwin© 2006 The McGraw-Hill Companies, Inc. All rights reserved. 15-8

9. Preparation for the Interview and Interview Conditions Preparation Review the job description Review the applicant’s resume or job application Arrange for an appropriate interview location Interview conditions Privacy Freedom from interruptions Comfortable seating Consider sitting at a small table, not behind a desk Offer coffee and “warm-up” conversation McGraw-Hill/Irwin© 2006 The McGraw-Hill Companies, Inc. All rights reserved. 15-9

10. Content of the Interview Why do you want to work for our company? What kind of career do you have planned? What have you learned in school to prepare for a career? What are some of the things you are looking for in a company? How has your previous job experience prepared you for a career? What are your strengths? Weaknesses? Why did you attend school/select your major? What do you consider to be one of your most worthwhile achievements? Are you a leader? Explain. How do you plan to continue developing yourself? What can I tell you about my company? McGraw-Hill/Irwin© 2006 The McGraw-Hill Companies, Inc. All rights reserved. 15-10

11. The Interviewing Process McGraw-Hill/Irwin© 2006 The McGraw-Hill Companies, Inc. All rights reserved. 15-11

12. Interviewing Techniques Structured interview Unstructured interview Open-ended questions Closed-ended questions McGraw-Hill/Irwin© 2006 The McGraw-Hill Companies, Inc. All rights reserved. 15-12

13. Interview Problems to Avoid Know what types of questions are acceptable and unacceptable. Don’t make decisions based on personal biases. Avoid the halo effect. Don’t form erroneous first impressions. Avoid giving candidates a misleading picture of the organization. McGraw-Hill/Irwin© 2006 The McGraw-Hill Companies, Inc. All rights reserved. 15-13

14. Conducting Employment Tests Types of tests: Aptitude test Proficiency test Psychomotor test Personality test Drug test Usually the human resources department handles the testing of applicants. Be sure any test you use is nondiscriminatory. Be creative when designing your tests. McGraw-Hill/Irwin© 2006 The McGraw-Hill Companies, Inc. All rights reserved. 15-14

15. Conducting Background and Reference Checks Many resumés and job applications contain false information: Former employers and length of employment Past salaries Criminal records Be sure to check references: Personal Academic Employment Be aware of restrictions on background checks. McGraw-Hill/Irwin© 2006 The McGraw-Hill Companies, Inc. All rights reserved. 15-15

16. Making a Selection Decision The final decision of whom to hire is usually up to the supervisor. With more than one qualified candidate, supervisors should select a person whose values and beliefs match those of the company. Teams may benefit by people who seek compromise and others who challenge old ways by arguing for fresh ideas. Human resources typically makes the job offer and negotiates pay and benefits. McGraw-Hill/Irwin© 2006 The McGraw-Hill Companies, Inc. All rights reserved. 15-16

17. Physical Examination Experts advise that employers request a physical exam only after a job offer is made. Helps determine if the candidate is physically able to fulfill the job requirements This timing reduces the risk that someone will sue the company for refusing to hire him or her because of a disability Determines whether the candidate is eligible for company-offered insurances An illness, disability, or pregnancy may not be used as the basis for denying a person a job unless it makes the person unable to perform the job. McGraw-Hill/Irwin© 2006 The McGraw-Hill Companies, Inc. All rights reserved. 15-17

18. Legal Issues Antidiscrimination laws: Title VII of the Civil Rights Act of 1964 Age Discrimination in Employment Act of 1967 Rehabilitation Act of 1973 The Pregnancy Discrimination Act of 1978 Vietnam Era Veterans Readjustment Act of 1974 Managing diversity Workplace accessibility: Accommodations for employees with disabilities What supervisors can do Immigration Reform and Control Act McGraw-Hill/Irwin© 2006 The McGraw-Hill Companies, Inc. All rights reserved. 15-18