Human Resource Management 13e. -

Human Resource Management 13e. -

CHAPTER 7 Selecting Human Resources SECTION 2 Jobs and Labor PowerPoint PowerPoint Presentation Presentation by by Charlie Charlie Cook Cook The The University University of of West

West Alabama Alabama Selection and Placement Selection The process of choosing individuals with qualifications needed to fill jobs in an organization. Organizations need qualified employees to succeed. Hire hard, manage easy. Good

training will not make up for bad selection. Placement Fitting a person to the right job. 72 Applicant Knowledge, Skills, and Abilities Person-Job Fit Matching the knowledge, skills and abilities (KSAs) of people to the characteristics of jobs (tasks, duties and responsibilitiesTDRs). Benefits of person-job fit:

Higher employee performance Lower turnover and absenteeism Person-Organization Fit The congruence between individuals and organizational factors. KSAs = TDRs = Job Success? 73 Person/Job Fit Mismatches Geograph y/

job location Skills/job qualificatio ns Time/ amount of work Mismatc h Situation s

Earnings/ expectatio ns Work/ family 74 Criteria, Predictors, and Job Performance Selection Criterion A characteristic that a person must have to successfully

perform work. Predictors of Selection Criteria Measurable or visible indicators of selection criteria. Validity The correlation between a predictor and job performance. Reliability The extent to which a predictor repeatedly produces the same results over time. 75

Validity Correlation Coefficient Is an index number that gives the relationship between a predictor variable and a criterion variable. Concurrent Validity Is measured when an employer tests current employees and correlates the scores with their performance ratings. Predictive Validity Measured when test results of applicants are

compared with subsequent job performance. 76 FIGURE 71 Job Performance, Selection Criteria, and Predictors 77 FIGURE 72 Concurrent and Predictive Validity

78 Combining Predictors Multiple Hurdles Establishing a minimum cutoff (level of performance) for each predictor, and requiring that each applicant must score at least the minimum on each predictor to be considered for hiring. Compensatory Approach Scores on all predictors are added together, allowing a higher score on one predictor to offset a lower score

on another predictor. 79 FIGURE 73 Typical Division of HR Responsibilities: Selection 710 HR 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 711 FIGURE 74 Selection Process Flowchart 712 Applicant Job Interest

Realistic Job Preview The process through which a job applicant receives an accurate picture of the job. Prevents the development of unrealistic job expectations in new employees. Helps avoid truth-in-hiring lawsuits 713 Pre-Employment Screening Electronic Assessment Screening There is a large volume of applicants

Quality of hires needs to be increased When To Use Electronic Screening Hiring cycles need to be shortened The cost of hiring needs to be reduced There is a need to reach unvisited geographic areas

714 Application Disclaimers and Notices Employment-At-Will References Contacts Employment Testing Application Form Application Time Limit

Information Falsification 715 Applications Purposes of Applications Record of applicants desire for the job Provides a profile of the applicant Basic record for applicants hired Research effectiveness of the selection process Resumes as Applications Resumes are applications for EEO purposes. Resumes should be checked for truthfullness.

716 FIGURE 75 Sample Application Form 717 EEO Considerations and Application Forms Applications should not contain illegal (nonjobrelated) questions concerning: Marital status Height/weight Number and ages of dependents Information on spouse

Date of high school graduation Contact in case of emergency 718 Acceptable Documents for Verifying Eligibility to Work in the United States 719

Selection Testing: Ability Tests Cognitive Ability Tests Physical Ability Tests Work Sample Tests Psychomotor Tests Ability Tests

Aptitude and Achievement Situational Judgment Tests Assessment Centers 720 Other Tests Personality Tests Minnesota Multiphasic Personality Inventory (MMPI)

Myers-Briggs Fakability and personality tests Honest/Integrity Tests Socially desirable responses False positives Polygraph tests (lie detector) The Employee Polygraph Protection Act prohibits pre-employment testing (in most instances). 721 Controversies in Selection Testing

General Mental Ability Testing Minority groups tend to score lower on tests Requires business necessity defense and validation. Personality Testing Explains very little about actual job outcomes. 722 Selection Interviewing Interviewing for Selection Gathering valid information Focusing on ways to minimize selection errors Initial screening

interview Assessing the qualification s of applicants In-depth selection interview 723 Selection Interviewing

Issues Face Validity Interview Reliability and Validity Intra-rater Reliability Inter-rater Reliability

724 Structured Interviews Structured Interviews Biographical Interview Behavioral Interview Competency Interview

Situational Interview 725 FIGURE 77 Validity and Structure in Selection Interviews 726 Structured Interviews (contd) Benefits of Structured Interviews

Obtain consistent information needed for a selection decision Are more reliable and valid than other interview formats Meet federal EEO guidelines for

the selection process 727 Less Structured Interviews Nondirective Interview Questions are developed from the answers to previous questions. Possibility of not obtaining needed information. Information obtained may not be not job-related or comparable to that obtained from other applicants.

Stress Interviews An interview designed to create anxiety and put pressure on an applicant to see how the person responds. 728 Other Interview Formats Panel Interview Interview in which several interviewers meet with candidate at the same time. Team Interview

Interview in which applicants are interviewed by the team members with whom they will work. 729 Who Conducts Interviews? Interviewe rs Individuals Individuals Sequentially

Panel Interview Team Interview 730 Effective Interviewing Conducting an Effective Interview Plan the Interview Control the

Interview Use Effective Questionin g Techniques Questions to Avoid: Yes/No questions Obvious questions Questions that rarely produce a true answer Leading questions Illegal questions Questions that are not job related

731 FIGURE 78 Questions Commonly Asked in Selection Interviews 732 Problems in the Interview Snap Judgments Negative Emphasis Halo Effect

Poor Interviewing Techniques Biases and Stereotyping Cultural Noise 733 Background Investigations Negligent Hiring Occurs when an employer fails to check the

background of an employee who injures someone. Employers are liable for employees actions. Negligent Retention Occurs when an employer is aware an employee may be unfit for employment, continues to employ the person, and the person injures someone. 734 Background Investigation (contd) Fair Credit Reporting Act Requires disclosure of a credit check. Requires written consent of applicant.

Requires copy of report be given to the applicant. 735 Medical Examinations and Inquires American With Disabilities Act (ADA) Prohibits pre-employment medical exams. Prohibits rejecting persons for disabilities or asking disability-related questions until after a conditional job offer is made. Drug Testing Use of drug testing in the selection process is

increasing. Tests must be monitored to protect integrity of results. 736 References Questions to Ask: Dates of employment Position held What were the job duties? What strengths/weaknesses did you observe? Were there any problems? Would you rehire? 737

Making the Job Offer Offer Guidelines Formalize the offer with a letter to the applicant clearly stating the terms and conditions of employment. Avoid vague, general statements and promises. Require return of a signed acceptance of the offer. 738 Global Staffing Issues Types of Global Employees

Expatriates Host-Country Nationals Third-Country Nationals 739 FIGURE 79 Selection Factors for Global Employees

740 Who Is an Applicant? EEOC and OFCCP definition of applicant: Has expressed interest through the Internet or electronically and is being considered for a specific position by the employer. Has identified that he or she has the basic position qualifications. Does not remove his or her interest in the position at anytime during the selection process.

Has been ranked using hit features by employer software or other data techniques that are not linked to assessment qualifications. 741 Legal Concerns in the Selection Process Selection Activities Defining Who Is an Applicant

Applicant Flow Documentation Selection for Soft Skills 742

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