Chapter 5 selection

Fundamentals of Human Resource Management, 10/e, DeCenzo/Robbins Chapter 6, slide 1

Chapter 5

Selection

Md. Zahid Hossain BhuiyanLecturer in Management, IIUC-DC

Published by Lecturesheet.iiuc28a9.com

http://www.lecturesheet.iiuc28a9.com/

Chapter 5, slide 2

Introduction

All selection activities, from the initial screening interview to the physical examination if required, exist for the purpose of making effective selection decisions.

Each activity is a step in the process that forms a predictive exercise – managerial decision makers seeking to predict which job applicants will be successful if hired.

Md. Zahid Hossain Bhuiyan, Lecturer in Management, IIUC-DC

Chapter 5, slide 3

Introduction

For a sales position, for example, the criteria should be able to predict which applicants will generate a high volume of sales; for a teaching position as a university professor, they should predict which applicants will get high student evaluations or generate many high-quality publications or both.


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Definition of Selection

Selection is a process of measurement, decision making, and evaluation.

It is the process by which right persons at the right place at the right time can be recruited.

The goal of a personnel selection system is to bring into an organization the individuals who will perform well on the job.

A good selection system must also be fair to minorities and other protected classes.


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Criteria of a good Selection

To have an accurate and fair selection system-

-An organization must use reliable and valid measures of job applicant characteristics.

-A good selection system must include a means of combining information about applicant characteristics in a rational way and producing correct hire and no-hire decisions.

-A good personnel selection system should add to the overall effectiveness of the organization.


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Why Careful Selection is Important

The importance of selecting the right employees- Organizational performance always depends

in part on subordinates having the right skills and attributes.

Recruiting and hiring employees is costly. The legal implications of incompetent hiring

EEO (Equal Employment Opportunity) laws and court decisions related to nondiscriminatory selection procedures

The liability of negligent hiring of workers with questionable backgrounds


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Basic Testing Concepts

Reliability The consistency of scores obtained by the

same person when retested with the identical or equivalent tests.

Are the test results stable over time?

Test validity The accuracy with which a test, interview,

and so on measures what it purports to measure or fulfills the function it was designed to fill.

Does the test actually measure what we need for it to measure?


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Sample Picture Card from Thematic Apperception Test

How do you interpret this picture?

Source: Harvard University Press. Used with permission.


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Types of Validity

Criterion validityA type of validity based on showing that scores on the test (predictors) are related to job performance (criterion).

-Are test scores in this class related to students’ knowledge of human resource management?

Content validityA test that is content valid is one that contains a fair sample of the tasks and skills actually needed for the job in question.

-Do the test questions in this course relate to human resource management topics? -Is taking an HR course the same as doing HR?


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Equal Employment Opportunity (EEO) Aspects of Testing

A organization must be able to prove:

-That its tests are related to success or failure on the job (validity) -That its tests don’t unfairly discriminate against minority or nonminority subgroups (disparate impact).

EEO guidelines and laws apply to all selection devices, including interviews, applications, and references.


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Equal Employment Opportunity (EEO) Aspects of Testing ( Cont.)

Testing alternatives if a selection device has disparate impact:

-Institute a different, valid selection procedure that does not have an adverse impact.

-Show that the test is valid—in other words, that it is a valid predictor of performance on the job.

-Monitor the selection test to see if it has disparate impact.


Chapter 5, slide 12

Process of selection

Selection activities typically follow a standard pattern, beginning with an initial screening interview and concluding with the final employment decision.

The selection process typically consists of eight steps:

-Initial screening interview -Completing the application form -Employment tests -Comprehensive interview -Background investigation -A conditional job offer -Medical or physical examination, and -The permanent job offer


Chapter 5, slide 13

The Selection Process

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

The selection process typically consists of eight steps.


Chapter 5, slide 14

Initial screeninginterview


weeding out of applicants who don’t meet general job requirements

screening interviews help candidates decide if position is suitable

Job description information is shared along with a salary range.


Chapter 5, slide 15

Initial screeninginterview


Based on the job description and job specification, some of these respondents can be eliminated.

screening interviews help candidates decide if position is suitable

Preliminary review of potentially acceptable candidates, there are two-step procedure:

(1)the screening of inquiries and (2) the provision of screening interviews.


Chapter 5, slide 16


completing the application

Gives a job-performance-related synopsis of what applicants have been doing, their skills and accomplishments.

Legal considerations 1. omit items that are not job-related; e.g., sex, religion 2. includes statement giving employer the right to dismiss an employee for falsifying information 3. asks for permission to check work references 4. typically includes “employment-at-will” statement


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Weighted application forms

individual pieces of information are validated against performance and turnover measures and given appropriate weights

data must be collected for each job to determine how well a particular item (e.g., years of schooling, tenure

on last job) predicts success on target job

completingthe application


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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

completingthe application


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performance simulation tests require applicants to engage in job behaviors necessary for doing the job successfully

work sampling uses job analysis to develop a miniature replica of the job so the applicant can demonstrate his/her skills

assessment centers give tests and exercises, (individual and group), to assess managerial potential or other complex skills

Selection practices must be adapted to cultures and regulations of the host country.

pre-employment testing


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assesses motivation, values, ability to work under pressure, attitude, ability to fit in

can be traditional, panel, or situationalespecially useful for high-turnover jobs and less

routine ones

comprehensiveinterviews

Video: Justin Menkes, Interviewing for Executive Intelligence

The interview is only as effective as those conducting it.


Chapter 5, slide 21


impression management, (applicant’s desire to project the “right” image), may skew interview results

interviewers have short and inaccurate memories: note-taking and videotaping may help

behavioral interviews are much more effective at predicting job performance than traditional interviews

realistic job previews (brochures, videos, plant tours, work sampling) help reduce turnover rates

comprehensiveinterviews


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HR manager makes an offer of employment, contingent on successful completion of background check, physical/medical exam, drug test, etc.

may use only job-related information to make a hiring decision

conditionaljob offer


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Verifies information from the application form.

backgroundinvestigation

Online searches can yield too much information on applicants.See http://www.privacyrights.org/fs/fs16-bck.htm for an analysis of online background checks as they pertain to employer/employee rights.

referencesformer employerseducation

legal status to work in U.S.credit referencescriminal records


http://www.privacyrights.org/fs/fs16-bck.htm

Chapter 5, slide 24


qualified privilege: employers may discuss employees with prospective employers without fear of reprisal as long as the discussion is about job-related, documented facts

one-third of all applicants exaggerate their backgrounds or experiences

a good predictor of future behavior is an individual’s past behavior

Companies can be held liable for failure to properly hire.

backgroundinvestigation


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used only to determine if the individual can comply with essential functions of the job

Americans with Disabilities Act requires that exams be given only after conditional job offer is made

drug tests can be given at this time

medical investigation


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actual hiring decision generally made by the department manager, not HR manager

candidates not hired deserve the courtesy of prompt notification

job offer

Resources for Job Seekers: Evaluating CompaniesDun & Bradstreet’s Million Dollar Directory

Standard and Poor’s Register of Corporations Mergent’s Industrial Review (formerly Moody’s Industrial Manual)

Thomas Register of American Manufacturers Ward’s Business Directory

From: http://www.bls.gov/oco/oco20046.htm


http://www.bls.gov/oco/oco20046.htm

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Comprehensive selection puts applicants through all the steps in the selection process before

making a decision.

assesses both strengths and weaknesses, and is considered more realistic

must measure factors related to the job only

The Comprehensive Approach


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Now It’s Up to the Candidate

most people want jobs compatible with their personality

applicants who are not hired this time will still form an impression about the company

management should assure the selection process leaves them with a favorable impression of the company


Chapter 5, slide 29

Excelling at the Interview

Suggestions for making your interviews as an applicant successful:

1. do some homework on the company 2. get a good night’s rest the night before 3. dress appropriately 4. arrive for the interview a few minutes early 5. use a firm handshake 6. maintain good eye contact7. take the opportunity to have practice interviews 8. thank the interviewer in person, and send a thank-you note


Thank You Very Much

Chapter 5, slide 30Md. Zahid Hossain Bhuiyan, Lecturer in Management, IIUC-DC

Chapter 5 selection

Business

selection test

selection process

process of selection

zahid hossain bhuiyan

selection devices

careful selection

good selection system

fair selection system