mj12ech08

© 2008 Thomson/South-Western All rights reserved.© 2008 Thomson/South-Western All rights reserved. PowerPoint Presentation by Charlie CookThe University of West Alabama

PowerPoint Presentation by Charlie CookThe University of West Alabama

CHAPTER 8CHAPTER 8

Selecting Human ResourcesSelecting Human ResourcesCHAPTER 8CHAPTER 8

Selecting Human ResourcesSelecting Human Resources

Section 2 Staffing the OrganizationSection 2 Staffing the Organization

© 2008 Thomson/South-Western. All rights reserved. 8–2

Chapter ObjectivesChapter ObjectivesChapter ObjectivesChapter Objectives

■ Discuss how validity and reliability are related to Discuss how validity and reliability are related to selection.selection.

■ Diagram the sequence of a typical selection process.Diagram the sequence of a typical selection process.

■ Explain the importance of realistic job previews and Explain the importance of realistic job previews and application screening efforts to the selection process.application screening efforts to the selection process.

■ Identify three types of selection tests and legal concerns Identify three types of selection tests and legal concerns about their uses.about their uses.

■ Discuss several types of selection interviews and some Discuss several types of selection interviews and some key considerations in conducting these interviews.key considerations in conducting these interviews.

After you have read this chapter, you should be able to:After you have read this chapter, you should be able to:


Chapter Objectives (cont’d)Chapter Objectives (cont’d)Chapter Objectives (cont’d)Chapter Objectives (cont’d)

■ Explain how legal concerns affect background Explain how legal concerns affect background investigations of applicants and use of medical investigations of applicants and use of medical examinations in the selection process.examinations in the selection process.

■ Describe the major issues to be considered when Describe the major issues to be considered when selecting candidates for global assignments.selecting candidates for global assignments.

After you have read this chapter, you should be able to:After you have read this chapter, you should be able to:


Selection and PlacementSelection and Placement• SelectionSelection

The process of choosing individuals with qualifications The process of choosing individuals with qualifications needed to fill jobs in an organization.needed to fill jobs in an organization.

Organizations need qualified employees to succeed.Organizations need qualified employees to succeed.

““Hire hard, manage easy.”Hire hard, manage easy.”

““Good training will not make up for bad selection.”Good training will not make up for bad selection.”

• PlacementPlacement Fitting a person to the right job.Fitting a person to the right job.


Applicant Knowledge, Skills, and Applicant Knowledge, Skills, and AbilitiesAbilities• Person-Job FitPerson-Job Fit

Matching the knowledge, skills and abilities (KSAs) of Matching the knowledge, skills and abilities (KSAs) of people to the characteristics of jobs (tasks, duties and people to the characteristics of jobs (tasks, duties and responsibilitiesresponsibilities–TDRs–TDRs).).

Benefits of person-job fit:Benefits of person-job fit:Higher employee performanceHigher employee performanceLower turnover and absenteeismLower turnover and absenteeism

• Person-Organization FitPerson-Organization Fit The congruence between individuals and The congruence between individuals and

organizational factors.organizational factors.

KSAs = TDRs = Job KSAs = TDRs = Job Success?Success?


Criteria, Predictors, and Job Criteria, Predictors, and Job PerformancePerformance• Selection CriterionSelection Criterion

A characteristic that a person must have to do a job A characteristic that a person must have to do a job successfullysuccessfully

• PredictorsPredictors The measurable or visible indicators of a selection criterionThe measurable or visible indicators of a selection criterion

• ValidityValidity The correlation between a predictor and job performanceThe correlation between a predictor and job performance

• ReliabilityReliability The extent to which a predictor repeatedly produces the same The extent to which a predictor repeatedly produces the same

results, over timeresults, over time


FIGURE 8-1 Job Performance, Selection Criteria, and Predictions


FIGURE 8-2

Concurrent and Predictive Validity


Combining PredictorsCombining Predictors• Multiple HurdlesMultiple Hurdles

Establishing a minimum cutoff (level of performance) Establishing a minimum cutoff (level of performance) for each predictor, and requiring that each applicant for each predictor, and requiring that each applicant must score at least the minimum on each predictor to must score at least the minimum on each predictor to be considered for hiring.be considered for hiring.

• Compensatory ApproachCompensatory Approach

Scores on all predictors are added together, allowing Scores on all predictors are added together, allowing a higher score on one predictor to offset a lower score a higher score on one predictor to offset a lower score on another predictor.on another predictor.


FIGURE 8-3 Typical Division of HR Responsibilities: Selection


HR Employment FunctionsHR Employment Functions

1. Receiving applications

2. Interviewing applicants

3. Administering tests to applicants

4. Conducting background investigations

5. Arranging physical examinations

6. Placing and assigning new employees

7. Coordinating follow-up of new employees

8. Exit interviewing departing employees

9. Maintaining employee records and reports


FIGURE 8-4

Selection Process Flowchart


Applicant Job InterestApplicant Job Interest• Realistic Job PreviewRealistic Job Preview

The process through which a job applicant receives an The process through which a job applicant receives an accurate picture of the organizational realities of the accurate picture of the organizational realities of the job.job.Prevents the development of unrealistic job Prevents the development of unrealistic job

expectations that cause disenchantment, expectations that cause disenchantment, dissatisfaction, and turnover in new employees.dissatisfaction, and turnover in new employees.


There is a large volume of applicants

Quality of hires needsto be increased

Hiring cycles need to be shortened

The cost of hiring needs to be reduced

There is a need to reach unvisited geographic areas

When To Use Electronic Screening

Pre-Employment ScreeningPre-Employment Screening• Pre-Screening InterviewPre-Screening Interview

Purpose: verify minimum qualificationsPurpose: verify minimum qualifications

• Electronic ScreeningElectronic Screening


ApplicationsApplications• Purposes of ApplicationsPurposes of Applications

Record of applicant’s interest in the jobRecord of applicant’s interest in the job Provides a profile of the applicantProvides a profile of the applicant Basic record for applicants hiredBasic record for applicants hired Research effectiveness of the selection processResearch effectiveness of the selection process

• Resumes as ApplicationsResumes as Applications Resumes are applications for EEO purposes.Resumes are applications for EEO purposes. Resumes should be retained for at least three years.Resumes should be retained for at least three years.


Application Disclaimers and NoticesApplication Disclaimers and Notices

Employment-At-Will

References Contacts

Employment Testing

Application Time Limit

Information Falsification

Application Form


FIGURE 8-5

Acceptable Documents for Verifying Eligibility to Work in the United States


EEO Considerations and Application EEO Considerations and Application FormsForms• Applications should not contain illegal (nonjob-Applications should not contain illegal (nonjob-

related) questions concerning:related) questions concerning: Marital statusMarital status

Height/weightHeight/weight

Number and ages of dependentsNumber and ages of dependents

Information on spouseInformation on spouse

Date of high school graduationDate of high school graduation

Contact in case of emergencyContact in case of emergency


FIGURE 8-6

Sample Application Form


Selection Testing: Ability TestsSelection Testing: Ability Tests

Ability TestsAptitude and Achievement

Cognitive Ability Tests

Psychomotor Tests

Physical Ability Tests

Work Sample Tests

Situational Judgment

Tests

Assessment Centers


Other TestsOther Tests• Personality TestsPersonality Tests

Minnesota Multiphasic Personality Inventory (MMPI)Minnesota Multiphasic Personality Inventory (MMPI) Myers-BriggsMyers-Briggs ““Fakability” and personality testsFakability” and personality tests

• Honest and Integrity TestsHonest and Integrity Tests Socially desirable responsesSocially desirable responses False positivesFalse positives Polygraph tests (“lie detector”)Polygraph tests (“lie detector”)

Pre-employment testing is prohibited (in most Pre-employment testing is prohibited (in most instances) by the Employee Polygraph Protection instances) by the Employee Polygraph Protection Act.Act.


FIGURE 8-7

Big Five Personality Characteristics


FaceValidity

Intra-raterReliability

Inter-raterReliability

InterviewReliability

and Validity

Selection Selection InterviewingInterviewingIssuesIssues


Structured InterviewsStructured Interviews

Structured Interviews

Biographical Interview

Behavioral Interview

Competency Interview

Situational Interview


Structured Interviews (cont’d)Structured Interviews (cont’d)

Benefits of Structured Interviews

Obtain consistent

information needed for selection decision

Are more reliable and valid than other interview

formats

Meet federal EEO guidelines for the selection

process


FIGURE 8-8 Types of Selection Interviews


Less Structured InterviewsLess Structured Interviews• Nondirective InterviewNondirective Interview

Applicants are queried using questions that are Applicants are queried using questions that are developed from the answers to previous questions.developed from the answers to previous questions.

Possibility of not obtaining needed information.Possibility of not obtaining needed information.

Information obtained may not be not job-related or Information obtained may not be not job-related or comparable to that obtained from other applicants.comparable to that obtained from other applicants.

• Stress InterviewsStress Interviews An interview designed to create anxiety and put An interview designed to create anxiety and put

pressure on an applicant to see how the person pressure on an applicant to see how the person responds.responds.


FIGURE 8-9

Questions Commonly Used in Selection Interviews


Who Conducts Interviews?Who Conducts Interviews?

Interviewers

IndividualsIndividuals

SequentiallyPanel

InterviewTeam

Interview


Effective InterviewingEffective Interviewing• Conducting an Effective InterviewConducting an Effective Interview

Plan the Interview

Control the Interview

Utilize Effect

Questioning

Techniques

• Questions to AvoidQuestions to Avoid Yes/No questionsYes/No questions Obvious questionsObvious questions Questions that rarely produce a true answerQuestions that rarely produce a true answer Leading questionsLeading questions Illegal questionsIllegal questions Questions that are not job relatedQuestions that are not job related


Problems in the InterviewProblems in the Interview

Snap Judgments

Negative Emphasis

Halo Effect

Biases and Stereotyping

Cultural Noise

Poor Interviewing Techniques


FIGURE 8-10 Sources of Background Information


Legal Issues in Background Legal Issues in Background InvestigationsInvestigations• Risks of negligent hiring and retentionRisks of negligent hiring and retention

Employers are liable for employees’ actions.Employers are liable for employees’ actions. Federal Privacy Act of 1974 requires signed releases Federal Privacy Act of 1974 requires signed releases

from applicants to avoid privacy issues. from applicants to avoid privacy issues.

• Negligent hiringNegligent hiring Occurs when an employer fails to check the Occurs when an employer fails to check the

background of an employee who injures someone.background of an employee who injures someone.

• Negligent retentionNegligent retention Occurs when an employer is aware an employee may Occurs when an employer is aware an employee may

be unfit for employment, continues to employ the be unfit for employment, continues to employ the person, and the person injures someone.person, and the person injures someone.


Background Investigation (cont’d)Background Investigation (cont’d)• Fair Credit Reporting ActFair Credit Reporting Act

Requires disclosure of a credit check.Requires disclosure of a credit check.

Requires written consent of applicant.Requires written consent of applicant.

Requires copy of report be given to the applicant.Requires copy of report be given to the applicant.


Medical Examinations and InquiresMedical Examinations and Inquires• American With Disabilities Act (ADA)American With Disabilities Act (ADA)

Prohibits pre-employment medical exams.Prohibits pre-employment medical exams.

Prohibits rejecting persons for disabilities or asking Prohibits rejecting persons for disabilities or asking disability-related questions until after a conditional job disability-related questions until after a conditional job offer is made.offer is made.

• Drug TestingDrug Testing Use of drug testing in the selection process is Use of drug testing in the selection process is

increasing.increasing.

Test must be monitored to protect integrity of results.Test must be monitored to protect integrity of results.


Making the Job OfferMaking the Job Offer• Offer GuidelinesOffer Guidelines

Formalize the offer with a letter to the applicant Formalize the offer with a letter to the applicant clearly stating the terms and conditions of clearly stating the terms and conditions of employment.employment.

Avoid vague, general statements and promises.Avoid vague, general statements and promises.

Require return of a signed acceptance of the offer.Require return of a signed acceptance of the offer.


Global Staffing IssuesGlobal Staffing Issues

Types of Global Employees

ExpatriatesHost-Country

NationalsThird-Country

Nationals


FIGURE 8-11

Selection Factors for Global Employees


Who Is an Applicant?Who Is an Applicant?• EEOC and OFCCP definition of “applicant”:EEOC and OFCCP definition of “applicant”:

Has expressed interest through the Internet or Has expressed interest through the Internet or electronically and is being considered for a specific electronically and is being considered for a specific position by the employer.position by the employer.

Has identified that he or she has the basic position Has identified that he or she has the basic position qualifications.qualifications.

Does not remove his or her interest in the position at Does not remove his or her interest in the position at anytime during the selection process.anytime during the selection process.

Has been ranked using “hit features” by employer Has been ranked using “hit features” by employer software or other data techniques that are not linked software or other data techniques that are not linked to assessment qualifications.to assessment qualifications.

mj12ech08

Documents

job applicant

right job

selection criteria

typical selection process

selection processresumes

bad selection

types of selection interviews

types of selection tests