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Fundamentals of Human Resource Management, 10/e, DeCenzo/Robbins Chapter 7, slide 1

Foundations of Selection

chapter 7

Prepared BY:

Lina KawasmenAla ZaloumSondos Zaid

Presented To:Dr. Mohamad AL-jabari

2011


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Quick reviewthe basic functions of HRM


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Introduction

Once an organization identifies its human

resource needs through employmentplanning, it can begin recruiting

(selecting) candidates

Selectiono Selection is the process of differentiating

between applicants in order to identify those

with a greater likelihood of success in a job.

o The time to screen out undesirables is before

they are in the door, not after.

Chapter 7, slide 3


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The Selection Process

Why Careful Selection is Important ????

Organizational performance always depends inpart on subordinates having the right skills and

attributes. The selection of a candidate with the

right combination of education, work

experience, attitude, and creativity will not onlyincrease the quality and stability of the

workforce, it will also play a large role in

bringing management strategies and planning

to fruition.

Recruiting and hiring employees is costly.

The legal implications of incompetent hiring.



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The selection process typically consists ofeight steps:1. initial screening interview

2. completion of the application form3. employment tests

4. comprehensive interview

5. background investigation

6. conditional job offer7. medical/physical exam

8. permanent job offer



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initial screening

completed application

employment test

comprehensive interviewconditionaljob offer

medical/physical examination

(conditional job offer made)

permanentjob offer reject applicant

background examination

if required

Passed

Passed

Able to perform essential

elements of the job

Passed

Passed

Passed

Problems encountered

Failed to impress interviewer and/or

meet job expectations

Failed test

Failed to complete application or

failed job specifications

Failed to meet minimum qualifications

Unfit to do essential

elements of job

The selection

process typicallyconsists of eight

steps.


7/39Fundamentals of Human Resource Management, 10/e, DeCenzo/Robbins Chapter 7, slide 7

1 - initial screeninginterview


weeding out of applicants who dont meet general job

requirements

screening interviews help candidates decide if

position is suitable

Job description information is shared

along with a salary range.




2 - completing

the application

Application Form: Forms used to generate specific

information the company wants.

Gives a job-performance-related synopsis of what

applicants have been doing, their skills and

accomplishments.Legal considerations

1. omit items that are not job-related; e.g., sex, religion

2. includes statement giving employer the right to

dismiss an employee for falsifying information

3. asks for permission to check work references

4. typically includes employment-at-will statement




Weighted application forms

A special type of application form where relevant applicant

information is used to determine the likelihood of jobsuccess

individual pieces of information are validated against

performance and turnover measures and given

appropriate weights

data must be collected for each job to determine how

well a particular item (e.g., years of schooling, tenure

on last job) predicts success on target job

completing

the application




Successful applications

information collected on application forms can be highlypredictive of successful job performance

forms must be validated and continuously reviewed and

updated

data should be verified through background investigations

completingthe application




Hundreds of tests can be used by organization as selection tools .

Estimates say 60% of all organizations use some type of employment

tests.

3- pre-employment testing




Use of testing

Less overall testing now but more testing is used as specific job skills

and work demands increase.

Predict who will be successful on the job Screen out bad or dishonest employees

Reduce turnover by personality profiling





performance simulation tests: require applicants to engage in job

behaviors necessary for doing the job successfully

work sampling: uses job analysis to develop a miniature replica ofthe job so the applicant can demonstrate his/her skills

1. Determining the knowledge, skills and abilities needed for each

Job.

2. Each work sample is matched with a corresponding job

performance element.3. Give the candidate the opportunity to show that he\she can handle

the job.



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assessment centers: A series of tests and exercises,

including individual and group simulation tests, is used

to assess managerial potential or other complex sets of

skills.

Selection practices must be adapted to cultures

and regulations of the host country.


work sampling


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Interviews involve a face-to-face meetingwith the candidate to probe areas not

addressed by the application form ortests.

They are a universal selection tool.

4 - comprehensive

interviews


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assesses motivation, values, ability to work underpressure, attitude, ability to fit in

can be traditional, panel, or situationalespecially useful for high-turnover jobs and less

routine ones

comprehensive

interviews

Video: Justin Menkes, Interviewing for Executive Intelligence

The interview is only as effective as those conducting it.


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Interview Effectiveness

Interviews are the most widely used selection

tool.Often are expensive, inefficient, and not job-

related.

Possible biases with decisions based on

interviews include prior knowledge about theapplicant, stereotypes, interviewee order.


comprehensive

interviews


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Interview Effectiveness

impression management, (applicants desire to project the

right image), may skew interview results interviewers have short and inaccurate memories: note-

taking and videotaping may help

behavioral interviews: are much more effective at predicting

job performance than traditional interviews,Candidates are

observed not only for what they say, but how they behave.

comprehensiveinterviews


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Realistic job previews:

RJPs present unfavorable as well as favorableinformation about the job to applicants.

May include brochures, films, tours, work sampling, or

verbal statements that realistically portray the job.

RJPs reduce turnover without lowering acceptance

rates (brochures, videos, plant tours, worksampling) help reduce turnover rates


comprehensiveinterviews


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Verifies information from the application form.

5 - backgroundinvestigation

Online searches can yield too much information on applicants.

Seehttp://www.privacyrights.org/fs/fs16-bck.htmfor an analysis of online

background checks as they pertain to employer/employee rights.

referencesformer employerseducation

legal status to work.credit referencescriminal records
http://www.privacyrights.org/fs/fs16-bck.htmhttp://www.privacyrights.org/fs/fs16-bck.htm


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qualified privilege: employers may discuss

employees with prospective employers without fearof reprisal as long as the discussion is about job-related, documented facts

one-third of all applicants exaggerate theirbackgrounds or experiences

a good predictor of future behavior is an individualspast behavior

Companies can be held liable for failure to properly hire.

backgroundinvestigation


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Background Investigation Methods:

Internal investigation: checks former employers,

personal references and possibly credit sources.

External investigation: Uses a reference-checking

firm which may obtain more information, while

complying with privacy rights.

.



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Background Investigation

Documentation, including whom called, questions

asked, information obtained/not obtained, is

important in case an employers hiring decision is

later challenged.

.



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HR manager makes an offer of employment, contingenton successful completion of background check,

physical/medical exam, drug test, etc.

may use only job-related information to make a hiringdecision

6 - conditionaljob offer


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used only to determine if the individual can comply with

essential functions of the job

Americans with Disabilities Actrequires that exams be

given only after conditional job offer is made

drug tests can be given at this time

7- Medical/Physical Examination


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actual hiring decision generally made by thedepartment manager, not HR manager

candidates not hired deserve the courtesy of promptnotification

8 - job offer


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Comprehensive selection puts applicants through

all the steps in the selection process before

making a decision.

assesses both strengths and weaknesses, and is

considered more realistic

must measure factors related to the job only

The Comprehensive Approach


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Now Its Up to the Candidate

most people want jobs compatible with theirpersonality

applicants who are not hired this time will still form animpression about the company

management should assure the selection process

leaves them with a favorable impression of thecompany


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Selection for Self-Managed Teams

If teams are given management responsibilities, itmakes sense for them to select their own members.

Team members bring to the selection process variedexperiences and backgrounds.

Team members need training in selection and

interviewing techniques.


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Key Elements for Successful Predictors

What test elements help predict which applicantswill be successful on the job?

reliability

validity

cut scores


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The ability of the selection tool to measure an attribute

consistently.

HR managers need reliable tests to make sure the

applicant will perform satisfactorily

reliability

There are companies that specialize in employment testing. For

example, watch the demo atwww.eSkill.com
http://www.eskill.com/http://www.eskill.com/


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The relationship between scores on a selection tool and a

relevant criterion, such as job performance.

There are three types: content

construct criterion-related

validity


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Content validity: degree to which the content of the test, as a

sample, represents situations on the job

Construct validity: degree to which a particular (abstract) trait

is related to successful job performance

Criterion-related validity: degree to which a selection device

accurately predicts important elements of work behavior

Predictive validityuses test scores of applicants to compare withtheir future job performance

Concurrent validitycorrelates test scores of current employees

with measures of their job performance

validity


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Give test toall

applicants,

record score

and file

Hire based oncriteria other

than test

results

Evaluateperformance

one year

after

beginning

work

Set and

implement

valid cut

scores

Give test to

all current

employees

Predictive

Concurrent

Develop a

battery of

tests

Analyze testscores and

performance

evaluations for

significant

relationship; does

it exist?

Analyze test

scores and

performance

evaluations

for significantrelationship:

does it exist?

YesNo

Yes

No


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Validity Analysis: Correlation coefficients (validity coefficients)

ranging from +1 to 1 summarize the statistical relationship between

an individuals test score and his/her job performance.

validity


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The cut score separates successful

from unsuccessful performers.

cut scores on a selection device can be determined by

validity studies

applicants scoring below the cut score are predicted to be

unsuccessful on the job and are rejected

cut scores


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Selection From a Global Perspective

selection criteria for international assignments:

1. interest in working overseas2. ability to relate to different cultures and environments

3. supportiveness of the candidates family

female executives have done well abroad in Asia and

Latin America, despite past reluctance to assign themto these countries


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Excelling at the Interview

For the dont dos see

http://hotjobs.yahoo.com/career-articles-10_ways_to_be_liked_in_your_job

Suggestions for making your interviews as an applicant

successful:

1. do some homework on the company

2. get a good nights rest the night before

3. dress appropriately4. arrive for the interview a few minutes early

5. use a firm handshake

6. maintain good eye contact

7. take the opportunity to have practice interviews

8. thank the interviewer in person, and send a thank-you note
http://hotjobs.yahoo.com/career-articles-10_ways_to_be_liked_in_your_job_interview-947http://hotjobs.yahoo.com/career-articles-10_ways_to_be_liked_in_your_job_interview-947


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Fill-in-the-blanks

1. The ____ _____ _____ is the first step in the selection process.

initial screening interview

2. _____ _______ __ assign values to application information in order to determine jobsuccess.

Weighted application forms

3. _______ _____ ___require applicants to engage in job behaviors necessary for doing thejob successfully.

Performance simulation tests

4. Three types of comprehensive interviews are _______, ______, and _____.

traditional, panel, and situational

5. In a ___________ ___ _____, HR manager makes an offer of employment, contingentupon successful completion of background check, physical/medical exam, drug test, etc.

conditional job offer

6. _________ _________ means employers may discuss employees with prospectiveemployers without fear of reprisal as long as the discussion is about job-related,documented facts.

Qualified privilege7. There three types of validity are _______, ________, and _________-_______.

Content, construct, criterion-related

8. On an employment test, the ___ _____ separates successful from unsuccessfulperformers.

cut score

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