selecting employees
DESCRIPTION
Selecting Employees. Ahmed El-Dessouki Ayman Sheirah Basel Abdel Aziz Enas Fawzi George Moheb. July 2010. Agenda. 1. Introduction. 2. The Selection Process. 3. Elements for Successful Predictors. Introduction. Making selection determinations is often difficult - PowerPoint PPT PresentationTRANSCRIPT
Ahmed El-DessoukiAyman SheirahBasel Abdel AzizEnas FawziGeorge Moheb
Selecting Employees
July 2010
Selecting EmployeesJuly 2010HR Management2
Agenda
1
2
3
Introduction
The Selection Process
Elements for Successful Predictors
Selecting EmployeesJuly 2010HR Management3
Introduction Making selection determinations is often difficult
— Required technicalities + personal attributes
Selection activities exist for making effective selection decisions
Predict which job applicants will be successful job performers
Mistakes in selection can have serious consequences for corporate effectiveness— Affect colleagues, subordinates and clients— loss and waste of valuable resources
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The Selection Processinitial screening
completed application
employment test
comprehensive interviewconditionaljob offer
medical/physical examination(conditional job offer made)
permanent job offer reject applicant
background examinationif 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 typically consists of eight steps.
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Initial Screeninginitial screening
completed application
employment test
comprehensive interviewconditionaljob offer
medical/physical examination(conditional job offer made)
permanent job offer reject applicant
background examinationif 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
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Initial Screening Two-step procedure
- Phone Interviews
- Help candidates decide if position is suitable
- Sharing job information along with a salary range
- Encourage unqualified to withdraw
Eliminate applicants based on- Not meeting
general job requirements
- Job specification- Appropriate
experience- Required education
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Completed Application Forminitial screening
completed application
employment test
comprehensive interviewconditionaljob offer
medical/physical examination(conditional job offer made)
permanent job offer reject applicant
background examinationif 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
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Completed Application Form
Application Form Gives a job-performance-related synopsis
of what applicants have been doing, their skills and accomplishments
Applications obtain information the company wants and needs in order to make a proper selection
Form
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Completed Application Form
Legal Considerations Omit items which are not job-related; e.g.,
sex, religion, age, and color Includes statement giving employer the
right to dismiss an employee for falsifying information
Asks for permission to check work references
Typically includes “employment-at-will” statement
Form
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Completed Application Form
Successful Applications Information collected on application forms
can be highly predictive of successful job performance
Forms must be validated and continuously reviewed and updated
Data should be verified through background investigations
Form
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Pre-employment Testinginitial screening
completed application
employment test
comprehensive interviewconditionaljob offer
medical/physical examination(conditional job offer made)
permanent job offer reject applicant
background examinationif 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
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Pre-employment Testing 60% of organizations use some type of employment tests Predict who will be successful on the job Results in better quality hires
Performance Simulation Tests Work Sampling Assessment Centers
Requires the applicant to engage in specific job behaviors necessary for doing the job successfully
Develop a small replica of the job on which an applicant demonstrates his/her skills
A series of tests and exercises, including individual and group tests, to assess managerial potential or other complex sets of skills
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Comprehensive Interviewsinitial screening
completed application
employment test
comprehensive interviewconditionaljob offer
medical/physical examination(conditional job offer made)
permanent job offer reject applicant
background examinationif 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
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Comprehensive Interviews
Panel Interview
Personal Interview
Assess candidate motivation, values, ability to work under pressure, attitude, and ability to “fit in” within the organization culture.
Interview can be — Traditional, Panel, or
Situational
“Hire for Attitude, Train for skill”Southwest Airlines and Four Seasons
resorts
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Interview Issues Interview Effectiveness Interviewer Bias Impression Management Short and inaccurate
memory
The interview is only as effective as those conducting it.
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Interview Issues Interview Effectiveness Interviewer Bias Impression Management Short and inaccurate
memory
Seeing the candidate resume, application form, test scores, or appraisals form from other interviews may introduce interviewer bias
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Interview Issues Interview Effectiveness Interviewer Bias Impression
Management Short and inaccurate
memory
Applicant attempt to project an image that will result in a favorable outcome
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Interview Issues Interview Effectiveness Interviewer Bias Impression Management Short and inaccurate
memory
Interviewers have short and inaccurate memories: note-taking and videotaping may help
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Steps for Effective Interviewing Review the job description and job qualification Prepare for interview Review the applicant form and resume before
meeting a candidate Open the interview by putting the candidate at
ease Ask your questions and listen carefully Take a few notes Close the interview Write your evaluation
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Behavioral Interview How the candidate fit the
identified dimensions or competencies of the positions?— Situational Interview— Role playing
Eight times more effective in predicting successful job performance
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Realistic Job Offers Unmet expectation of new
employees can cause them to be dissatisfied in the job and quit
Realistic job previews (brochures, videos, plant tours, work sampling) help reduce turnover rates
Favorable and unfavorable information about the job are shared
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Conditional Job Offerinitial screening
completed application
employment test
comprehensive interviewconditionaljob offer
medical/physical examination(conditional job offer made)
permanent job offer reject applicant
background examinationif 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
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Background Investigationinitial screening
completed application
employment test
comprehensive interviewconditionaljob offer
medical/physical examination(conditional job offer made)
permanent job offer reject applicant
background examinationif 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
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Background Investigation Intended to verify that
information on the application form is correct and accurate
Common sources include—References—Former employers—Educational accomplishments—Legal status to work—Credit references if job related—Criminal records—Background checks—Online Searches
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Background Investigation Why do this?
— Many – in some studies nearly half – of applicants exaggerate their backgrounds
— Negligent hiring liability— Failure to investigate applicants can be costly
Qualified privilege— “ The ability for organizations to speak to one another
about employees or potential hires”
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Medical/Physical Examinationinitial screening
completed application
employment test
comprehensive interviewconditionaljob offer
medical/physical examination(conditional job offer made)
permanent job offer reject applicant
background examinationif 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
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Medical/Physical Examination A selection device to screen out
individuals who are unable to physically comply with the requirements of a job
Individual does not meet the minimum standards of health required to enroll in company health and life insurance programs
Base data in case of an employee’s future claim of injury on the job
Company must show that any required medical clearance is job-related
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Job Offersinitial screening
completed application
employment test
comprehensive interviewconditionaljob offer
medical/physical examination(conditional job offer made)
permanent job offer reject applicant
background examinationif 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
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Job Offers Official employment offer
Typically made by an HRM representative
Actual hiring decision should be made by the department manager where the vacancy exists
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The Selection Process (Discrete)initial screening
completed application
employment test
comprehensive interviewconditionaljob offer
medical/physical examination(conditional job offer made)
permanent job offer reject applicant
background examinationif 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
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The Comprehensive Approach All applicants complete every step of the selection
process Final decision is based on a comprehensive
evaluation of the results from all stages
PROS
Overcomes the major disadvantage of the discrete selection method
More realistic
CONS
More costly Consumes more of
management time
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Now It’s Up to the Candidate Job choice from the perspective of
the potential employee rather than the organization
People gravitate toward jobs compatible with their personal orientation
Individual’s perception of the company’s attractiveness is important
What about those applicants to whom we did not make an offer?
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KEY ELEMENTS FOR SUCCESSFUL PREDICTORS
RELIABILITY & VALIDITY
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Reliability
When a Measurement Procedure yields consistent scores when the phenomenon being measured is not changing.
Degree to which scores are free of “measurement error” Example IQ test.
Consistency of measurement— Time— Participants
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VALIDITY
Measures the gap between what a test actually measures and what it is intended to measure.
If math and vocabulary truly represent intelligence then a math and vocabulary test might be said to have high validity when used as a measure of intelligence.
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Types of Validity
1. Content Validity 2. Criterion-Related Validity
— Concurrent Validity— Predictive Validity
3. Construct Validity
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Content validity Also called “sampling validity” establishes that the measure covers the full range
of the concept’s meaning, i.e., covers all dimensions of a concept
Such as a typing test for a clerk typist.
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Criterion-related Validity The degree to which a particular selection device
accurately predicts the important elements of work behavior, as in the relationship between a test score and job performance. “ Speed & Quality”.
Includes — Concurrent— Predictive
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Concurrent Validity
Measured by comparing two tests done at the same time, for example a “written test and a Practical test” that seek to assess the same criterion.
Does the new instrument correlate highly with an old measure of the same concept that we assume (judge) to be valid?
(use of “good” judgment)
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Predictive Validity
In contrast, compares success in the test with actual success in the future job. The test is then adjusted over time to improve its validity.
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Give test to all applicants, record score
and file
Hire based on criteria other
than test results
Evaluate performance
one year after beginning
work
Analyze test scores and
performance evaluations for
significant relationship: does it exist?
Yes
Set and implement valid
cut scores
Develop a battery of
tests
Predictive
Give test to all current employees
Analyze test scores and
performance evaluations
for significant
relationship: does it exist?
Yes
No
ConcurrentNo
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Construct validity
This is the most comprehensive type of validity we discuss, because you are dealing with abstract measures.
Validating tests by using current employees as the study group.
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Hiring Standards and Cut Scores Issue -- What is a passing score?
—Score may be a– Single score from a single predictor or– Total score from multiple predictors
Description of process—Cut score - Separates applicants who advance
from those who are rejected
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Validity Generalization
Refers to test valid for screening applicants for a variety of Jobs & Performance factors across many occupations.
GATB: General Aptitude Test Battery.
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Selection from a Global Perspective
The individual must have an interest in working overseas and a talent for relating will to all types of people & different cultures.
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Excelling at the Interviewing
The interview is the most frequently used selection method.
Interviewing occurs when applicants respond to questions posed by a manager or some other organizational representative (interviewer).
Typical areas in which questions are posed include education, experience, knowledge of job procedures, mental ability, personality, communication ability, social skills
.
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Types of Interviews
Structured Interviews - uses a list of predetermined questions. All applicants are asked the same set questions. There are two types of structured interviews.—Situational interview, in which the
interviewer asks questions about what the applicant would do in a hypothetical situation
— Behavioral interview, in which the questions focus on the applicant’s behavior in past situations.
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Types of Interviews-continued Unstructured Interviews-open ended questions are
used such as “Tell me about yourself”. This allows the interviewer to probe and pose
different sets of questions to different applicants.
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THANK YOU
Selecting Employees, HR Management