hrm mhr14ech06 revised 1

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PowerPoint Presentation by Charlie CookPowerPoint Presentation by Charlie CookThe University of West AlabamaThe University of West Alabama

Managing Human ResourcesManaging Human ResourcesBohlanderBohlander SnellSnell 1414thth editionedition

Copyright 2007 Thomson/SouthCopyright 2007 Thomson/South--Western.Western.All rights reserved.All rights reserved.

Employee SelectionEmployee Selection

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Copyright 2007 South-Western. All rights reserved. 62

ObjectivesAfter studying this chapter, you should be able to:

1. Explain the objectives of the personnel selectionprocess.

2. Identify the various sources of information used forpersonnel selection.

3. Compare the value of different types ofemployment tests.

4. Illustrate the different approaches to conducting an

employment interview.5. Describe the various decision strategies for

selection.


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Figure 6Figure 611 The Goal of Selection: Maximize HitsThe Goal of Selection: Maximize Hits


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Figure 6Figure 622 Steps in the Selection ProcessSteps in the Selection Process

Note: Steps may vary. An

applicant may be rejected

after any step in the process.Completion of application

Initial interview in

HR department

Employment testing

(aptitude, achievement)

Background investigation

Preliminary selection inHR department

Supervisor/team interview

Medical exam/drug test

Hiring decision

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The Selection Process

Obtaining Reliable and Valid InformationReliability

The degree to which interviews, tests, and other

selection procedures yield comparable data over time

and alternative measures.Validity

Degree to which a test or selection procedure measures

a persons attributes.


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Reliabilityas Stability overTime

HIGH RELIABILITY TEST RETEST

APPLICANT SCORE SCORE

Smith 90 93

Perez 65 62

Riley 110 105

Chan 80 78

VERY LOW RELIABILITY TEST RETEST

APPLICANT SCORE SCORE

Smith 90 72

Perez 65 88Riley 110 67

Chan 80 111


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Reliabilityas Consistency(InterraterReliability)

HIGH RELIABILITY

APPLICANT Rater #1 Rater #2 Rater #3

Smith 9 8 8

Perez 5 6 5

Riley 4 5 5

Chan 8 8 8

VERY LOW RELIABILITY

APPLICANT Rater #1 Rater #2 Rater #3

Smith 9 5 6Perez 5 9 4

Riley 4 2 7

Chan 8 4 2


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Validand InvalidTests


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Approaches toValidation

Criterion-related ValidityThe extent to which a selection tool predicts, or

significantly correlates with, important elements of

work behavior.

A high score indicates high job performance potential; alow score is predictive of low job performance.

Concurrent Validity

The extent to which test scores (or other predictor

information) match criterion data obtained at aboutthe same time from current employees.

High or low test scores for employees match their

respective job performance.


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Approaches toValidation (contd)

Predictive Validity

The extent to which applicants test scores match

criterion data obtained from those applicants/

employees after they have been on the job for some

indefinite period. A high or low test score at hiring predicts high or low job

performance at a point in time after hiring.

Validity (or Correlation) Coefficient

A number ranging from 0.00, denoting a completeabsence of relationship, to 1.00 and to -1.00,

indicating a perfect positive and perfect negative

relationship, respectively.


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Figure 6Figure 633 Correlation ScatterplotsCorrelation Scatterplots


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Approaches toValidation

Cross-validation

Verifying the results obtained from a validation study

by administering a test or test battery to a different

sample (drawn from the same population).

Validity generalization

The extent to which validity coefficients can be

generalized across situations.


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Approaches toValidation (contd)

Content validity

The extent to which a selection instrument, such as a

test, adequately samples the knowledge and skills

needed to perform a particular job.

Example: typing tests, drivers license examinations

Construct validity

The extent to which a selection tool measures a

theoretical construct or trait.

Are difficult to validate Example: creative arts tests, honesty tests


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Steps inValidatingaTest (Criterion-RelatedValidity)

Examination of the jobExamination of the job

Job analysis/specificationsJob analysis/specifications

Selection of criteriaSelection of criteria

Relate test scores to criterion data,Relate test scores to criterion data,

then cross validatethen cross validate

Plan research for testPlan research for test

(continuing cross validation)(continuing cross validation)

Collect criterion dataCollect criterion data

(concurrent method)(concurrent method)

Selection of testsSelection of tests

for tryoutfor tryout

Administer testsAdminister tests

Analyze followAnalyze follow--up dataup data

Interpret results for operationalInterpret results for operational

use of testsuse of tests

Include test(s) in selectionInclude test(s) in selection

process (operational)process (operational)

Revise operational programRevise operational program

Collect criterion dataCollect criterion data

(predictive method)(predictive method)OR

Alternative/

optional


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Sources of Informationabout Job

Candidates Application Forms

Online Applications

Biographical Information

Blanks (BIB)

Background

Investigations

Polygraph Tests

Integrity and Honesty

Tests

Graphology

Medical Examinations

Employment Tests

Interviews

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Figure 6Figure 644 The Effectiveness of Selection MethodsThe Effectiveness of Selection Methods

Source: Source: David E. Terpstra, The Search for EffectiveMethods, HRFocus (May 1996).

In a survey of 201 HR executives, participants were asked whichselection methods produce the best employees. The mean rating for

nine methods on a 5-point scale (1 = not good, 3 = average,

5 = extremely good):

Work samples 3.68

References/recommendations 3.49Unstructured interviews 3.49

Structured interviews 3.42

Assessment centers 3.42

Specific aptitude tests 3.08

Personality tests 2.93General cognitive ability tests 2.89

Biographical information blanks 2.84


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Application Forms

Application date Educational background

Experience

Arrests and criminal convictions Country of citizenship

References

Disabilities

Weighted application blank (WAB)The WAB involves the use of a common standardized

employment application that is designed to distinguish

between successful and unsuccessful employees.

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Online Applications

An Internet-based automated posting,application, and tracking process helps firms to

more quickly fill positions by:

Attracting a broader and more diverse applicant pool

Collecting and mining resumes with keyword

searches to identify qualified candidates

Conducting screening tests online

Reducing recruiting costs significantly

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Biographical InformationBlanks

Sample Questions:

At what age did you leave home?

How large was the town/city in which you lived as a

child?Did you ever build a model airplane that flew?

Were sports a big part of your childhood?

Do you play any musical instruments?

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Background Investigations

Checking ReferencesMail and telephone checks

Specific job-related information

Letters of reference

Online computerized databases

Privacy Act of 1974

Requires signed requests for reference letters and

signed consent to background checks.

Applies to both educational and private employers.Failure to check references

Negligent hiring liabilities

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Background Investigations (contd)

Organizations using credit reports must:

1. Advise and receive written consent from applicants if

a report will be requested.

2. Provide a written certification to the consumer

reporting agency as to the purpose of the report.

3. Provide applicants a copy of the consumer report as

well as a summary of their rights under the CCRRA.

4. Must provide an adverse-action notice a person if

that person is not hired and contact information

related to the reporting agency.


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Figure 6Figure 633 Use of PreUse of Pre--Employment Selection Tools by Fortune 1000Employment Selection Tools by Fortune 1000

Companies*Companies*

*Tools that 212 security representatives at Fortune 1000 companies said their companies use consistently.

Source: Top SecurityThreats and Management Issues Facing Corporate America, Pinkerton Consulting and Investigations, Inc.


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Employee PolygraphProtectionAct (1988)

Use of lie detectors is

largely prohibited.

Act requires qualified

examiners.

Act requires disclosure of

information where used.

Encouraged employers use

of paper and pencil integrity

and honesty tests.

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Figure 6Figure 666 Integrity Test Question ExamplesIntegrity Test Question Examples

Note: The number of items in each category was 2, 8, 13, and 9 respectively.

Source: Stephen Dwight and George Alliger, Reactions to Overt Integrity Test Items, Educational and Psychological Measurement57, no.

6 (December 1977): 93748, copyright 1997 by Sage Publications, Inc. Reprinted with the permission of Sage Publications, Inc.


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Background Investigations (contd)

GraphologyThe use of a sample of an applicants handwriting to

make an employment decision.

Medical Examinations

Given last as they can be costly.

Ensure that the health of an applicant is adequate to

meet the job requirements.

Provides a baseline for subsequent examinations

ADA requires all exams be job-related and conducted

after an employment offer is made.

Testing for illegal drugs is allowed.

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DrugTesting

Drug-Free Workplace Act of 1988Testing for illegal drugs is required applicants and

employees of federal contractors.

Questions about the efficacy of testing

Why spend large sums on testing when

testing for drugs doesnt appear to make the workplace

safer or improve employee performance?

few applicants actually test positive and alcohol abuse

creates more problems in the workplace?

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EmploymentTests

Employment TestAn objective and standardized measure of a sample

of behavior that is used to gauge a persons

knowledge, skills, abilities, and other characteristics

(KSAOs) in relation to other individuals.Pre-employment testing

can lead to lawsuits.

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ClassificationofEmploymentTests

Cognitive Ability TestsAptitude tests

Measures of a persons capacity to learn or acquire

skills.

Achievement tests Measures of what a person knows or can do right now.

Personality and Interest Inventories

Big Five personality factors:

Extroversion, agreeableness, conscientiousness,neuroticism, openness to experience.


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Figure 6Figure 677 Is That Your Final Answer?Is That Your Final Answer?

Verbal 1. What is the meaning of the word surreptitious?a. covert c. livelyb. winding d. sweet

2. How is the noun clause used in the following sentence?

I hope that I can learn this game.

a. subject c. direct objectb. predicate nominative

d. object of the preposition

Quantitative 3. Divide 50 by 0.5 and add 5. What is the result?a. 25 c. 95

b. 30 d. 105

4. What is the value of 1442?

a. 12 c. 288

b. 72 d. 20736

Answers: 1a, 2c, 3d, 4d


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Figure 6Figure 677 Is That Your Final Answer? (contd)Is That Your Final Answer? (contd)

Reasoning 5. ______ is to boat as snow is to ______.a. Sail, ski c. Water, skib. Water, winter d. Engine, water

6. Two women played 5 games of chess. Each woman

won the same number of games, yet there were no

ties. How can this be?

a. There was a forfeit. c. They played different people.

b. One player cheated. d. One game is still in progress.

Mechanical 7. If gear A and gear C are both turning counterclockwise,what is happening to gearB?

a. It is turning counterclockwise.

b. It is turning clockwise.

c. It remains stationary.

d. The whole system will jam.

Answers: 5c, 6c, 7b


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Figure 6Figure 688 CPI Personality Facets and Sample ItemsCPI Personality Facets and Sample Items

Agreeableness TrustI believe people are usually honest with me.

Conscientiousness

Attention to detailI like to complete every detail of tasks

according to the work plans.

Extroversion

AdaptabilityFor me, change is exciting.

Neuroticism

Self-confidenceI am confident about my skills and abilities.

Openness to Experience IndependenceI tend to work on projects alone, even if others

volunteer to help me.

Source: Mark J. Schmit, Jenifer A. Kihm, and Chet Robie, Development of a Global

Measure of Personality, Personnel Psychology53, no. 1 (Spring 2000): 15393.


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ClassificationofEmploymentTests (contd)

Physical Ability TestsMust be related to the essential functions of the the

job.

Job Knowledge Tests

An achievement test that measures a persons level

of understanding about a particular job.

Work Sample Tests

Require the applicant to perform tasks that are

actually a part of the work required on the job.

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The Employment Interview

Why the interview is so popular:

It is especially practical when there are only a small

number of applicants.

It serves other purposes, such as public relations Interviewers maintain great faith and confidence in

their judgments.

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InterviewingMethods

Nondirective InterviewThe applicant determines the course of the

discussion, while the interviewer refrains from

influencing the applicants remarks.

Structured InterviewAn interview in which a set of standardized questions

having an established set of answers is used.

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InterviewingMethods (contd)

Situational InterviewAn interview in which an applicant is given a

hypothetical incident and asked how he or she would

respond to it.

Behavioral Description Interview (BDI)An interview in which an applicant is asked questions

about what he or she actually did in a given situation.

Panel Interview

An interview in which a board of interviewers

questions and observes a single candidate.


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InterviewingMethods (contd)

Computer InterviewUsing a computer program that requires candidates to

answer a series of questions tailored to the job.

Answers are compared either with an ideal profile or

with profiles developed on the basis of othercandidates responses.

Video interviews

Using video conference technologies to evaluate job

candidates technical abilities, energy level,appearance, and the like before incurring the costs of

a face-to-face meeting.

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Highlights inHRM 2


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Figure 6Figure 699 Variables in the Employment InterviewVariables in the Employment Interview


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GroundRules for Employment Interviews

Establish an interview plan Establish and maintain rapport

Be an active listener

Pay attention to nonverbal cues

Provide information freely

Use questions effectively

Separate facts from inferences

Recognize biases and stereotypes Control the course of the interview

Standardize the questions asked

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DiversityManagement: Are Your QuestionsLegal

No questions are expressly forbidden.

Questions related to race, color, age, religion, sex, or

national origin can be hazardous.

Questions are acceptable if job-related, asked ofeveryone, and do not discriminate against a protected

class (e.g., females).

Consult EEOC and FEP information

when constructing guidelinesfor interviewers.


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Figure 6Figure 61010 CanCan--Do and WillDo and Will--Do Factors in Selection DecisionsDo Factors in Selection Decisions273


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Reachinga Selection Decision

Selection Considerations: Should individuals to be hired according to their highest potential

or according to the needs of the organization?

At what grade or wage level to start the individual?

Should selection be for employee- job match, or shouldadvancement potential be considered?

Should those not qualified but qualifiable be considered?

Should overqualified individuals be considered?

What effect will a decision have on meeting affirmative actionplans and diversity considerations?


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Selection Decision Strategies

Multiple Cutoff ModelMultiple Cutoff Model -- MinimumMinimum

Statistical ApproachStatistical Approach

Compensatory ModelCompensatory Model -- AverageAverage

Multiple Hurdle ModelMultiple Hurdle Model-- SequentialSequential

Clinical ApproachClinical Approach

ObjectivityObjectivity

SubjectivitySubjectivity


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Selection DecisionModels

CompensatoryModelPermits a high score in one area to make up for a

low score in another area.

Multiple CutoffModel

Requires an applicant to achieve a minimum levelof proficiency on all selection dimensions.

Multiple Hurdle Model

Only applicants with sufficiently high scores at each

selection stage go on to subsequent stages in theselection process.


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Selection Process (contd)

Selection RatioThe number of applicants compared with the number

of people to be hired.

Cutoff Score

The point in a distribution of scores above which aperson is considered and below which a person is

rejected.


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Figure 6Figure 61111 Test Score Scatterplot with Hypothetical CutoffsTest Score Scatterplot with Hypothetical Cutoffs


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Selection Process (contd)

Final DecisionSelection of applicant by departmental or immediate

supervisor to fill vacancy.

Notification of selection and job offer by the human

resources department.

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KeyTerms

achievement tests aptitude tests

behavioral description

interview (BDI)

compensatory model concurrent validity

construct validity

content validity

criterion-related validity

cross-validation

multiple cutoff model

multiple hurdle model nondirective interview

panel interview

predictive validity

reliability

selection

selection ratio

situational interview

structured interview

validity

validity generalization

hrm mhr14ech06 revised 1

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