1. Copyright  2005 McGraw-Hill Australia Pty Ltd PPTs t/a Australian Human Resources Management by Jeremy Seward and Tim Dein Slides prepared by Michelle Travers 6-1 CHAPTER 6 Selecting and keeping the right employee

2. Copyright  2005 McGraw-Hill Australia Pty Ltd PPTs t/a Australian Human Resources Management by Jeremy Seward and Tim Dein Slides prepared by Michelle Travers 6-2 Learning Outcomes  Assess the role that effective selection techniques play in obtaining the right applicant  Define targeted selection  Discuss various types of selection devices  Ensure that all selection practices are checked and that they comply with organisational policies and procedures (cont.)

3. Copyright  2005 McGraw-Hill Australia Pty Ltd PPTs t/a Australian Human Resources Management by Jeremy Seward and Tim Dein Slides prepared by Michelle Travers 6-3 Learning Outcomes (cont.)  Discuss the strengths and weaknesses of resumes and reference checks  Use appropriate recruitment sourcing methods so that suitable applicants are interviewed  Discuss the various parts of an effective interview process  Provide support to selection staff in all aspects of the selection process (cont.)

4. Copyright  2005 McGraw-Hill Australia Pty Ltd PPTs t/a Australian Human Resources Management by Jeremy Seward and Tim Dein Slides prepared by Michelle Travers 6-4 Learning Outcomes (cont.)  Assess and select applicants who meet the organisation’s operational needs  Discuss the benefits and costs of conducting testing within the selection process  Discuss the EEO and privacy issues that could affect the success of a recruitment and selection program  Design and develop an induction program (cont.)

5. Copyright  2005 McGraw-Hill Australia Pty Ltd PPTs t/a Australian Human Resources Management by Jeremy Seward and Tim Dein Slides prepared by Michelle Travers 6-5 Learning Outcomes (cont.)  Determine whether the induction process and probation reports comply with organisational policies and practices  Make recommendations for the improvement of the recruitment and selection process

6. Copyright  2005 McGraw-Hill Australia Pty Ltd PPTs t/a Australian Human Resources Management by Jeremy Seward and Tim Dein Slides prepared by Michelle Travers 6-6 Selection  Selection is the process of choosing from a pool of applicants for a position.  Targeted selection is a process targeted to reduce errors in selecting a new worker.

7. Copyright  2005 McGraw-Hill Australia Pty Ltd PPTs t/a Australian Human Resources Management by Jeremy Seward and Tim Dein Slides prepared by Michelle Travers 6-7 Components of Targeted Selection  Use past behaviour to predict future behaviour.  Identify critical position elements.  Organise selection elements into a comprehensive system.  Effective interviewing skills and techniques.  Involve several interviewers in the process.  Supplement interview information with observations from behavioural simulations.

8. Copyright  2005 McGraw-Hill Australia Pty Ltd PPTs t/a Australian Human Resources Management by Jeremy Seward and Tim Dein Slides prepared by Michelle Travers 6-8 Selection Devices Selection devices include:  application forms  resumes  references  telephone reference checks  interviews and personal presentations  telephone application

9. Copyright  2005 McGraw-Hill Australia Pty Ltd PPTs t/a Australian Human Resources Management by Jeremy Seward and Tim Dein Slides prepared by Michelle Travers 6-9 Application Forms An application form is a document that the job applicant completes and provides to a potential employer. A typical application form can provide four types of information:  substantive information—experience, qualifications  progress—position history  stability—previous work record  information on which predictions can be made about the likelihood of success in the position

10. Copyright  2005 McGraw-Hill Australia Pty Ltd PPTs t/a Australian Human Resources Management by Jeremy Seward and Tim Dein Slides prepared by Michelle Travers 6-10 Resumes Resumes are summaries of applicant’s qualifications and past experience. They can be presented in functional or chronological form or a combination of both.

11. Copyright  2005 McGraw-Hill Australia Pty Ltd PPTs t/a Australian Human Resources Management by Jeremy Seward and Tim Dein Slides prepared by Michelle Travers 6-11 References References are documents that support the applicant’s past work practices. Very often, claims made in references are exaggerations of modest truths. Caution needs to be exercised by the potential employer regarding claims stated in references.

12. Copyright  2005 McGraw-Hill Australia Pty Ltd PPTs t/a Australian Human Resources Management by Jeremy Seward and Tim Dein Slides prepared by Michelle Travers 6-12 Telephone Reference Checks Using the telephone to gain confirmation about references that you as an employer have been given is acceptable, providing that certain guidelines are followed when asking questions of the reference giver about his or her past employee.

13. Copyright  2005 McGraw-Hill Australia Pty Ltd PPTs t/a Australian Human Resources Management by Jeremy Seward and Tim Dein Slides prepared by Michelle Travers 6-13 Personal Presentation This tends to be associated with positions lower down in the organisational hierarchy involving little skill. In this instance, the applicant applies to the company in person.

14. Copyright  2005 McGraw-Hill Australia Pty Ltd PPTs t/a Australian Human Resources Management by Jeremy Seward and Tim Dein Slides prepared by Michelle Travers 6-14 Telephone Applications The telephone interview can be an effective screening mechanism. An interview is a verbal process to test the applicant’s knowledge and skills.

15. Copyright  2005 McGraw-Hill Australia Pty Ltd PPTs t/a Australian Human Resources Management by Jeremy Seward and Tim Dein Slides prepared by Michelle Travers 6-15 Online Recruiting Applications One of the more modern ways for persons to apply today is via the Internet.

16. Copyright  2005 McGraw-Hill Australia Pty Ltd PPTs t/a Australian Human Resources Management by Jeremy Seward and Tim Dein Slides prepared by Michelle Travers 6-16 Invitation Invitation (sometimes referred to as being head- hunted) is used as a means of introducing candidate and organisation to each other, and is used where executive search techniques are involved or a potential candidate is known to the organisation.

17. Copyright  2005 McGraw-Hill Australia Pty Ltd PPTs t/a Australian Human Resources Management by Jeremy Seward and Tim Dein Slides prepared by Michelle Travers 6-17 Receiving and Processing Applications This process includes ensuring that:  enquiries about the position are answered in accordance with standard organisational procedure  applications are received and acknowledged  applications are matched to clear selection criteria  appropriate applications are forwarded to selection officer or committee

18. Copyright  2005 McGraw-Hill Australia Pty Ltd PPTs t/a Australian Human Resources Management by Jeremy Seward and Tim Dein Slides prepared by Michelle Travers 6-18 The Short-list A short-list is a refined list of suitable applicants.

19. Copyright  2005 McGraw-Hill Australia Pty Ltd PPTs t/a Australian Human Resources Management by Jeremy Seward and Tim Dein Slides prepared by Michelle Travers 6-19 Applicant Assessment Form An applicant assessment form is a checklist to assess various application forms based on common criteria.

20. Copyright  2005 McGraw-Hill Australia Pty Ltd PPTs t/a Australian Human Resources Management by Jeremy Seward and Tim Dein Slides prepared by Michelle Travers 6-20 Organising the Interview The interview usually occurs early in the selection process; however, interviews can vary in a number of ways:  there may be one interviewer or a panel  the length of the interview may vary widely  a candidate may be interviewed once or several times  the manner of the interview can vary considerably

21. Copyright  2005 McGraw-Hill Australia Pty Ltd PPTs t/a Australian Human Resources Management by Jeremy Seward and Tim Dein Slides prepared by Michelle Travers 6-21 Potential Pitfalls in Interviews  The halo effect is a problem caused when one factor affects the assessment of another.  Horns effect—where the interviewer assigns a negative rating to one applicant that affects the ratings of all other applicants (opposite to the halo effect).

22. Copyright  2005 McGraw-Hill Australia Pty Ltd PPTs t/a Australian Human Resources Management by Jeremy Seward and Tim Dein Slides prepared by Michelle Travers 6-22 Improving the Interview  Interviewers should be selected based on their expertise and competence at interviewing.  Interviewers should be trained in the art of interviewing.  Interviews may be used in conjunction with other selection devices (for instance tests and references). (cont.)

23. Copyright  2005 McGraw-Hill Australia Pty Ltd PPTs t/a Australian Human Resources Management by Jeremy Seward and Tim Dein Slides prepared by Michelle Travers 6-23 Improving the Interview (cont.)  The interviewer should be fully informed and have information on the selection criteria, job description, work environment and resume prior to interview.  Panel interviews are likely to be more valid than sequential interviews, although the latter is a typical method used in many Australian organisations today.

24. Copyright  2005 McGraw-Hill Australia Pty Ltd PPTs t/a Australian Human Resources Management by Jeremy Seward and Tim Dein Slides prepared by Michelle Travers 6-24 Unlawful Interview Questions During an interview, you may not ask questions on the following areas:  race or colour  religion or creed  national origin  sex  marital status

25. Copyright  2005 McGraw-Hill Australia Pty Ltd PPTs t/a Australian Human Resources Management by Jeremy Seward and Tim Dein Slides prepared by Michelle Travers 6-25 Permissible Interview Questions Permissible questions include the following:  Are you legally entitled to work in Australia?  Do you have any impairments, physical or mental that would interfere with your ability to perform the job that you have applied for?  Have you ever worked for this company under a different name?  What is your residential address?

26. Copyright  2005 McGraw-Hill Australia Pty Ltd PPTs t/a Australian Human Resources Management by Jeremy Seward and Tim Dein Slides prepared by Michelle Travers 6-26 A Guide to Interview Questions The only questions that an interviewer should ask a job applicant are questions that have direct relevance to the job being applied for.

27. Copyright  2005 McGraw-Hill Australia Pty Ltd PPTs t/a Australian Human Resources Management by Jeremy Seward and Tim Dein Slides prepared by Michelle Travers 6-27 Types of Interview Different types of interviews may be conducted for different positions. Each type of interview serves a different purpose.. Listed below are the various types:  patterned  unpatterned  panel  stress  group

28. Copyright  2005 McGraw-Hill Australia Pty Ltd PPTs t/a Australian Human Resources Management by Jeremy Seward and Tim Dein Slides prepared by Michelle Travers 6-28 Closing the Interview Once the formal interview is over, the interviewer should explain:  if tests are required, the type of test, location and time  next stage of the selection process  the time period before a decision will be made  how that decision will be conveyed to the applicant

29. Copyright  2005 McGraw-Hill Australia Pty Ltd PPTs t/a Australian Human Resources Management by Jeremy Seward and Tim Dein Slides prepared by Michelle Travers 6-29 Tests Tests are used widely as selection devices. Listed below are some commonly used forms of tests:  intelligence tests  personality tests/attitude tests  creativity tests  business games and role playing

30. Copyright  2005 McGraw-Hill Australia Pty Ltd PPTs t/a Australian Human Resources Management by Jeremy Seward and Tim Dein Slides prepared by Michelle Travers 6-30 Making a Decision and Offering Employment After carefully considering all available assessments, test results, interview summaries and referee checks, a decision needs to be made. Where an organisation decides to appoint a person, there are certain tasks that the person in charge of the process must perform.

31. Copyright  2005 McGraw-Hill Australia Pty Ltd PPTs t/a Australian Human Resources Management by Jeremy Seward and Tim Dein Slides prepared by Michelle Travers 6-31 Making a Decision and Offering Employment

32. Copyright  2005 McGraw-Hill Australia Pty Ltd PPTs t/a Australian Human Resources Management by Jeremy Seward and Tim Dein Slides prepared by Michelle Travers 6-32 Induction of the New Employee Induction is the process of introducing a new employee to the workplace.

33. Copyright  2005 McGraw-Hill Australia Pty Ltd PPTs t/a Australian Human Resources Management by Jeremy Seward and Tim Dein Slides prepared by Michelle Travers 6-33 Chapter 6 Summary  Position descriptions and specifications documents need to be prepared before recruitment can commence.  Selection can only begin once the organisation has decided on what form the recruitment is to take.  Organisations need to establish whether any prior knowledge, skills or experience are needed by applicants. (cont.)

34. Copyright  2005 McGraw-Hill Australia Pty Ltd PPTs t/a Australian Human Resources Management by Jeremy Seward and Tim Dein Slides prepared by Michelle Travers 6-34 Chapter 6 Summary (cont.)  There are various forms of selection techniques including targeted selection.  Selection devices include application forms, resumes, references and telephone applications.  The most critical part of the selection process is the interview. (cont.)

35. Copyright  2005 McGraw-Hill Australia Pty Ltd PPTs t/a Australian Human Resources Management by Jeremy Seward and Tim Dein Slides prepared by Michelle Travers 6-35 Chapter 6 Summary (cont.)  Many factors need to be in place before an organisation can commence the interview, including interviewer training, a set of interview questions and a suitable venue for interview.  The interview is the process of seeking information and employment suitability from both employer and potential employee. (cont.)

36. Copyright  2005 McGraw-Hill Australia Pty Ltd PPTs t/a Australian Human Resources Management by Jeremy Seward and Tim Dein Slides prepared by Michelle Travers 6-36 Chapter 6 Summary (cont.)  The interview can take various forms including open questions, role play, panel interviews and informal questioning.  Structure is important to the success of the interview process and selecting the right employee.  Australian discrimination and privacy laws must be complied throughout the recruitment and selection process. (cont.)

37. Copyright  2005 McGraw-Hill Australia Pty Ltd PPTs t/a Australian Human Resources Management by Jeremy Seward and Tim Dein Slides prepared by Michelle Travers 6-37 Chapter 6 Summary (cont.)  Selection tests can be used to gauge the suitability of an applicant for a position.  The decision to be made after the interview process is whether to appoint someone, appoint no-one or re-advertise.  All unsuccessful applicants must be notified formally.  The new employee must undergo an induction process.