PowerPoint Presentation by Monica Belcourt, York University and Charlie Cook, The University of West Alabama Managing Human Resources Chapter Employee.

PowerPoint Presentation by Monica Belcourt, York University PowerPoint Presentation by Monica Belcourt, York University and Charlie Cook, The University of West Alabamaand Charlie Cook, The University of West Alabama

Managing Human ResourcesManaging Human Resources

Chapter

Employee SelectionEmployee Selection

Learning Outcomes

After studying this chapter, you should be able to:1. Explain the objectives of the personnel selection

process.2. Identify the various sources of information used

for personnel selection.3. Compare the value of different types of

employment tests.4. Illustrate the different approaches to conducting

an employment interview.5. Describe the various decision strategies for

selection.

Matching People and Jobs

Selection The process of choosing individuals who have relevant

qualifications to fill existing or projected job openings.

Selection Considerations:

Figure 6Figure 6–1 –1 The Goal of Selection: Maximize “Hits”The Goal of Selection: Maximize “Hits”

Figure 6Figure 6–2 –2 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 in HR department

Supervisor/team interview

Hiring decision

The Selection Process

Obtaining Reliable and Valid Information Reliability

Reliability as Stability over Time

HIGH RELIABILITY TEST RETEST APPLICANT SCORE SCORESmith 90 93Perez 65 62Riley 110 105Chan 80 78

VERY LOW RELIABILITY TEST RETESTAPPLICANT SCORE SCORESmith 90 72Perez 65 88Riley 110 67Chan 80 111

Reliability as Consistency (Interrater Reliability)

HIGH RELIABILITY

APPLICANT Rater #1 Rater #2 Rater #3Smith 9 8 8Perez 5 6 5Riley 4 5 5Chan 8 8 8

VERY LOW RELIABILITY

APPLICANT Rater #1 Rater #2 Rater #3Smith 9 5 6Perez 5 9 4Riley 4 2 7Chan 8 4 2

Valid and Invalid Tests

Approaches to Validation

Criterion-related Validity

Concurrent Validity

Approaches to Validation (cont’d)

Predictive Validity

Validity (or Correlation) Coefficient

Figure 6–3 Figure 6–3 Correlation ScatterplotsCorrelation Scatterplots

Approaches to Validation

Cross-validation

Validity generalization

Approaches to Validation (cont’d)

Content validity

Construct validity

Sources of Information about Job CandidatesApplication Forms

Online Applications

Biographical Information Blanks (BIB)

Background Investigations

Polygraph Tests

Integrity and Honesty Tests

Graphology

Employment Tests

Interviews

Application Forms

StandardizationHuman rightsInterview formatReference checksMisrepresentation

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.

Online Applications

An Internet-based automated posting, application, and tracking process helps firms to more quickly fill positions by:

Biographical Information Blanks

Sample Questions:

Background Checks

Checking References Mail and telephone checks

Letters of reference

Polygraph Tests

Check provincial legislation before considering use of the polygraph.

Figure 6–4 Figure 6–4 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 Measurement 57, no. 6 (December 1977): 937–48, copyright © 1997 by Sage Publications, Inc. Reprinted with the permission of Sage Publications, Inc.

TO TEST TENDENCY TO DESCRIPTION

Protect Contains items that require individuals to indicate whether they would protect friends or co-workers who had engaged in counterproductive behaviours.Example: I would turn in a fellow worker I saw stealing money.

Be lenient Contains items in which test takers indicate whether they would be lenient with respect to the wrongdoing of others.Example: An employee should be fired if the employer finds out the employee lied on the application blank.

Admit thought Includes items that require test takers to indicate the degree to which they would engage in counterproductive thoughts or behaviours.Example: I’ve thought about taking money from an employer without actually doing it.

Admit behaviour Contains items in which individuals admit to directly participating in actual counterproductive behaviours.Example: Over the last three years, what’s the total amount of money you’ve taken without permission from your employer?

Background Investigations (cont’d)

Graphology The use of a sample of an

applicant’s handwriting to make an employment decision.

Employment TestsEmployment Test

An objective and standardized measure of a sample of behaviour that is used to gauge a person’s knowledge, skills, abilities, and other characteristics (KSAOs) in relation to other individuals.

Classification of Employment Tests

Cognitive Ability Tests Aptitude tests Achievement tests

Personality and Interest Inventories “Big Five” personality factors:

Figure 6.6Figure 6.6 CPI Personality Facets and Sample ItemsCPI Personality Facets and Sample Items

Agreeableness Trust — I believe people are usually honest with me.

Conscientiousness Attention to detail — I like to complete every detail of tasks according to

the work plans.

Extroversion Adaptability — For me, change is exciting.

Neuroticism Self-confidence — I am confident about my skills and abilities.

Openness to Experience Independence — I 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 Psychology 53, no. 1 (Spring 2000): 153–193. Reprinted by permission.

Interest tests

Preferences for certain activities

Used mainly for career counselling

Classification of Employment Tests (cont’d)

Physical Ability Tests

Job Knowledge Tests

Work Sample Tests

The Employment Interview

Why the interview is so popular:

Interviewing Methods

Nondirective Interview

Structured Interview

Interviewing Methods (cont’d)

Situational Interview

Behavioural Description Interview (BDI)

Panel Interview

Highlights in HRM 6.3

Interviewing Methods (cont’d)

Computer and Virtual Interview

Video and Digitally Recorded Interviews

Ground Rules 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

Are these questions legal?

1.What is your maiden name?2.Would you include your birth certificate with your application?3.What is your mother tongue?4.Include a reference from your pastor, iman, rabbi or priest.5.Can you work during Christmas?6. Have you ever been convicted of an offence for which no

pardon has been granted?7. Can you work every Friday from 7am to 3pm?

Medical examination

To ensure health and fitness of applicants.Provides a baseline against which subsequent exams

can be compared.BUT, can only be conducted after an offer of

employment has been made and can only assess abilities to perform essential job duties.

Drug Testing

The following types of testing are not allowed:

Reaching a Selection DecisionSelection Considerations include:

Figure 6–8 Figure 6–8 “Can-Do” and “Will-Do” Factors in Selection Decisions“Can-Do” and “Will-Do” Factors in Selection Decisions

Selection Decision Strategies

Multiple Cutoff Model - MinimumMultiple Cutoff Model - Minimum

Statistical ApproachStatistical Approach

Compensatory Model - AverageCompensatory Model - Average

Multiple Hurdle Model- SequentialMultiple Hurdle Model- Sequential

Clinical ApproachClinical Approach

ObjectivityObjectivity

SubjectivitySubjectivity

Selection Decision Models

Compensatory Model

Multiple Cutoff Model

Multiple Hurdle Model

Selection Process (cont’d)

Final Decision Selection of applicant by departmental or immediate

supervisor to fill vacancy. Notification of selection and job offer by the human

resources department.

PowerPoint Presentation by Monica Belcourt, York University and Charlie Cook, The University of West Alabama Managing Human Resources Chapter Employee.

nelson education

decision slide

correlation coefficient

personnel selection

jobs selection

goal of selection

selection considerations

selection process note

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