Human resrouce management 12th mathis jacson chapter 008

■ Diagram the sequence of a typical selection process.■ Explain the importance of realistic job previews and application screening efforts to the selection process.. ■ Identify three ty

CHAPTER 8

Selecting Human Resources

■ Diagram the sequence of a typical selection process.

■ Explain the importance of realistic job previews and

application screening efforts to the selection process

■ Identify three types of selection tests and legal

concerns about their uses

■ Discuss several types of selection interviews and some

key considerations in conducting these interviews

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

Chapter Objectives (cont’d)

Chapter Objectives (cont’d)

■ Explain how legal concerns affect background

investigations of applicants and use of medical

examinations in the selection process

■ Describe the major issues to be considered when

selecting candidates for global assignments

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

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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

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 responsibilities–TDRs)

 Benefits of person-job fit:

Higher employee performance

Lower turnover and absenteeism

• Person-Organization Fit

 The congruence between individuals and

organizational factors

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Criteria, Predictors, and Job Performance

results, over time

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

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

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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

Applicant Job Interest

• Realistic Job Preview

The process through which a job applicant receives

an accurate picture of the organizational realities of the job

Prevents the development of unrealistic job

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

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There is a large volume

Pre-Employment Screening

• Pre-Screening Interview

 Purpose: verify minimum qualifications

• Electronic Screening

• Purposes of Applications

 Record of applicant’s interest in 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 retained for at least three years

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Application Disclaimers and Notices

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EEO Considerations and Application Forms

• Applications should not contain illegal

(nonjob-related) questions concerning:

 Marital status

 Height/weight

 Number and ages of dependents

 Information on spouse

 Date of high school graduation

 Contact in case of emergency

FIGURE 8-6

Sample

Application

Form

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Selection Testing: Ability Tests

Ability Tests

Aptitude and Achievement

Cognitive Ability

Tests

Psychomotor Tests

Other Tests

• Personality Tests

 Minnesota Multiphasic Personality Inventory (MMPI)

 Myers-Briggs

 “Fakability” and personality tests

• Honest and Integrity Tests

 Socially desirable responses

 False positives

 Polygraph tests (“lie detector”)

Pre-employment testing is prohibited (in most

Face Validity

Intra-rater

Interview Reliability and Validity

Selection

Interviewing

Issues

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Structured Interviews

Structured Interviews

Biographical

Interview

Behavioral Interview

Competency Interview

Situational Interview

Structured Interviews (cont’d)

Benefits of Structured Interviews

Meet federal EEO guidelines for the selection process

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Less Structured Interviews

• Nondirective Interview

 Applicants are queried using questions that 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

Who Conducts Interviews?

Interviewers

Problems in the Interview

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Legal Issues in Background Investigations

• Risks of negligent hiring and retention

 Employers are liable for employees’ actions

 Federal Privacy Act of 1974 requires signed releases from applicants to avoid privacy issues

• Negligent hiring

 Occurs when an employer fails to check the

background of an employee who injures someone

• Negligent retention

 Occurs when an employer is aware an employee may

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Background Investigation (cont’d)

• Fair Credit Reporting Act

 Requires disclosure of a credit check

 Requires written consent of applicant

 Requires copy of report be given to the applicant

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

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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

Global Staffing Issues

Types of Global Employees

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