Bài giảng QUản trị nguồn nhân lực part 4 eng

• Process of choosing from group of applicants the individual best suited for a particular position and the organization • Top performers contribute from 5-22 times more value to compan

Human Resource Management

Session 4 SELECTION

HRM in Action – Credential Fraud

Applicants may exaggerate their skills,

education / qualifications, and experience.

A recent study found that 44% of employment records showed a difference of information between what the applicant provided and the previous employer reported.

Others may neglect to provide details of their criminal history – 12.6%

• Process of choosing from group of applicants

the individual best suited for a particular position and the organization

• Top performers contribute from 5-22 times more value to companies than mid-level or low

performers

• Goal of selection process is to properly match people with jobs and the organisation A bad fit means the person will be ineffective and

probably leave the firm, voluntarily or otherwise.

Environmental Factors Affecting

the Selection Process

1 Other HR Functions

Selection process affects, and is affected

by, virtually every other HR function.

2 Legal Considerations

• Human resource management is greatly

influenced by legislation, executive

orders, and court decisions

• Guiding principle – “Why am I asking this question?”

• If information is job related, usually asking for the information is appropriate

3 Speed of Decision Making

Time available to make selection decision can have major effect on

selection process

4 Organizational Hierarchy (Cont.)

• Extensive background checks and multiple interviews would most likely apply for the executive position

• An applicant for a clerical position would

probably take a word processing test and perhaps have a short employment

interview

• What about a Driver for your company car?

5 Applicant Pool

• Number of qualified applicants recruited

for a particular job

• Selection ratio is the number of people

hired for a particular job compared to

number of individuals in the applicant pool

• Selection ratio of 0.10 indicates that there

6 Type of Organization

• Prospective employees in private sector

screened with regard to how they can help achieve profit goals

• Government civil service systems identify qualified applicants through competitive

• May be a substitute for

certain phases of the

selection process

The Selection Process

External Environment Internal Environment

1 The Preliminary Interview

• Narrow pool of applicants before having formal face-to-face interview: reduces

wasted time and effort by removing

unqualified individuals

• Positive benefits - Applicant may be

better qualified for another position with the firm

1 The Preliminary Interview (cont.)

• Methods:

Telephone Interview - Lacks advantages of to-face contact Not possible to observe non- verbal cues

face-Videotape Interview - Using structured interview format designed by hiring firm, interviewer can videotape candidate’s responses Interviewer may not interact with the candidate Does not replace personal interviews Allows for broader search

2 Review of Applications

• Application form must reflect not only firm’s

informational needs, but also EEO (equal

employment opportunity) requirements.

• Essential information is included and presented

in standardized format

• May vary from firm to firm, and even by job type within organization

• Applications for some posts, management/

professional, may require a resume (CV) instead

or possibly as well.

• Certifies that information provided on form is accurate and true

• Should state position is

employment at will

• Gives permission to have background and references checked

Preprinted Statements on Application Form

2 Review of Applications (cont.)

3 Review of Résumés (CVs)

• Résumé - Goal-directed summary of experience, education, and training developed for use in

selection process

• Professional/managerial applicants often begin

selection process by submitting résumé

• Includes career objective for specific position

• All important concept of relevancy – it must be

tailored for each and every application A ‘general’

Sending Résumés via the Internet

• Most large companies now use automated tracking systems

• Résumés deviating from assumed style

are ignored

• Résumé should be as computer/scanner friendly as possible

Keyword Résumé

• Keywords - Words or phrases used to search databases

• Keyword résumé - Adequate description

of job-seeker’s characteristics and

industry-specific experience presented

in keyword terms to accommodate the computer search process

Additional Recommendations

• Avoid special characters.

• Do not use tabs; use space bar.

• Do not use word-wrap feature; use hard returns

to insert line breaks

• Use default font and size.

• Do not use boldface and italics.

• Do not use blocks.

• Do not use columns.

• Do not place names or lines on sides of résumés

3 Administration of Selection Tests

Advantages of Selection Tests

• Reliable and accurate means of selecting qualified candidates

• Cost small in comparison

• Identify attitudes and related skills that interviews cannot recognize

job-Potential Problems Using

Selection Tests

• Can do v Will do

• Legal liabilities

• Test anxiety

• Norms - Frame of reference for

comparing applicant's performance with that of others

Characteristics of Properly Designed Selection Tests (Cont.)

• Reliability - Provides consistent results

• Validity - Measures what it is supposed to measure (Basic Requirement)

• Requirement for Job Relatedness – Test must work without having adverse impact

on minorities, females, and individuals with

Types of Validation Studies

• Criterion-related validity - Comparing

scores on selection tests to some aspect of job performance

• Content validity - Performs certain tasks

actually required by the job

• Construct validity - Measures certain traits

or qualities important in performing the job

Types of Employment Tests

a) Cognitive Aptitude Tests

Measures individual’s ability

to learn, as well as

to perform a job

b) Psychomotor Abilities Tests

• Strength

• Coordination

• Dexterity

c) Job Knowledge Tests

• Measure candidate's knowledge

of duties of position for which

he or she is applying

• Are commercially available

d) Work-Sample

• Tests requiring applicant to perform task,

or set of tasks, representative of the job

• Such tests by their nature are job related

• Produces high validity, reduces adverse impact, and is more acceptable to

applicants

e) Vocational Interests

• Indicates occupation in which person

is most interested and most likely to receive satisfaction from

• Primary used in counseling and

vocational guidance

Substance Abuse Testing

• 80% of larger corporations in U.S

require workplace drug testing

• Most experts regard blood tests as the forensic benchmark against which to compare others

• Hair sample analysis claim it can detect drug use from three days to 90 days after drug consumption

• Oral fluid testing is especially suited to cases of reasonable

well-suspicion and post accident testing

Substance Abuse Testing

• Drug users are:

– more than twice as likely to leave work early or miss days,

– are two-and-a-half times more likely to be absent for eight days or more,

– are three times more likely to be late for work

– More than three-and-a-half times more likely to be involved in a workplace accident, and

– five times more likely to file a workers’

compensation claim

Unique Forms of Testing

a) Genetic Testing

Determines whether person carries gene mutation for

certain diseases, including heart disease, colon cancer, breast cancer, and Huntington’s disease Reasons:

1 Rejection of certain applicants so as to maintain a more

productive work force

2 To foresee likely health-care costs and thus avoid

hiring at risk candidates

NOTE: An executive order, applicable to every aspect of federal

employment, issued in 2000, prevents discrimination against employees based on genetic information.

Unique Forms of Testing (cont.)

• Many people view writing analysis in same context as psychic readings

c) Polygraph Tests – Lie Detector

• Confirm or refute application information

• Employee Polygraph Protection Act of 1988 severely limited use in private sector

Unique Forms of Testing (cont.)

Assessment Centres

Applicants are required to perform activities similar to

those in their future job such as:

1 In-basket exercises – e-mail messages, faxes,

voice mail, etc (Found to be a good predictor of management performance)

2 Management games

3 Leaderless discussion groups

4 Mock interviews

Assessment Centres measure candidate’s skills in

prioritising, delegating, and decision making.

Employment Interview

• Goal-oriented conversation where

interviewer and applicant exchange

Interview Planning

• Compare applicant’s application and

résumé with job requirements

• Develop questions related to qualities

sought

• Prepare step-by-step plan to present

position, company, division, and

department

• Determine how to ask for examples of past job-related applicant behaviors

Content of the Interview

Organizational Fit

• Management’s perception of degree to

which prospective employee will fit in with firm’s culture or value system

• Employees also should consider

organizational fit when debating whether

or not to accept a job offer

Candidate’s Role and Expectations

While interviewer provides information about company, it is important for applicants

to do their homework

Types of Interviews

• Unstructured (non-directive)

• Structured (directive or patterned)

Unstructured (Nondirective) Interview

• Asks probing, ended questions

Unstructured Interview Examples

• Tell me about yourself?

• What is your greatest strength?

• What is your greatest weakness?

• How will our company benefit by

having you as an employee?

Structured (Directive or Patterned)

Interview

• Series of job-related questions

asked of each applicant for

particular job

• Increases reliability and accuracy

by reducing subjectivity and

inconsistency of unstructured

Structured (Directive or Patterned)

Interview (Cont.)

• Situational questions

• Job knowledge questions

• Job-sample simulation questions

• Worker requirements questions

Behavioral Interview

• Applicants asked to relate actual incidents from past relevant to target job

• Behavioral questions - Job relevant

• Example: Relate a scenario where you

were responsible for motivating others

• Example: Describe situation where your

expertise made a significant difference

Methods of Interviewing

• One-on-one interview - Applicant

meets one-on-one with interviewer

• Group interview - Several applicants interact in presence of one or more

company representatives

• Board interview - Several firm

representatives interview candidate at same time

Methods of Interviewing (Cont.)

• Multiple Interviews - Applicants

are interviewed by peers,

subordinates, and supervisors

• Stress interview - Anxiety is

intentionally created

Realistic Job Previews

• Conveys both positive and negative job information to applicant in unbiased

Potential Interviewing Problems:

Inappropriate Questions

• Most basic interviewing rule is this: Ask

only job-related questions

• Interview is a test subject to the same

validity requirements as any other step in the selection process

• Historically, the interview has been more vulnerable to charges of discrimination

Potential Interviewing Problems:

Premature Judgments

• Interviewers often make judgments about candidates in the first few minutes of the interview

• Some interviewers believe their ability to

“read” a candidate is superior

• When this occurs, a great deal of

potentially valuable information is not

considered

Potential Interviewing Problems:

Interviewer Domination

• Relevant information must flow both ways

• Interviewers must learn to be good

listeners as well as suppliers of

information

Potential Interviewing Problems:

Permitting Non-Job Related Information

• If a candidate begins volunteering

personal information that is not job related, the interviewer should steer the

conversation back on course

• Whereas engaging in friendly chitchat with candidates might be pleasant, in our

litigious society, it may be the most

dangerous thing an interviewer can do

Potential Interviewing Problems:

• Last applicant may appear to be better

qualified than he or she actually is

• Opposite can also occur

Potential Interviewing Problems:

Lack of Training

• Interview is much more than carrying on a conversation with another person

• Expense of training employees in

interviewing skills can be easily justified

• What does “Tell me about yourself” mean

to a trained interviewer

Potential Interviewing Problems:

Nonverbal Communication

• Body language is the nonverbal

communication method in which physical actions such as motions, gestures, and

facial expressions convey thoughts and

emotions

• Interviewers should make a conscious

effort to view themselves as applicants do

to avoid sending inappropriate or

Concluding the Interview

• When the interviewer has obtained the necessary information and answered the applicant’s

questions, he or she should conclude the

interview

• Management must then determine whether the

candidate is suitable for the open position and

organization

• Tell the applicant that he or she will be notified of the selection decision shortly

• For management posts accompany candidate out

of interview room and out of the building

Pre-Employment Screening:

Background Investigations

• Determine accuracy of information submitted or to determine if vital information was not submitted

• Principal reason for conducting background investigations is to hire better workers

Fair Credit Reporting Act

• Act amended in 1997

• Places new obligations on

employers who use certain

information brought to light through background investigations

Trends and Innovations: Liars Index

• Quite a few executive job seekers claim advanced degrees from educational institutions they never

attended

• Liars Index was 10.73%

• Expecting employers will not check facts

Pre-Employment Screening:

Reference Checks

• Information from individuals who know the applicant that provide additional insight

into the information furnished by the

applicant and verification of its accuracy

• Possible flaw - Virtually everyone can

name three or four individuals willing to

Pre-Employment Screening:

Reference Checks (Cont.)

• Laws in 37 states and jurisdictions

shield employers from liability for

harm to an ex-employee based on

contents of job reference

• There is a wait-and-see attitude

among some employers

Pre-Employment Screening:

Reference Checks (Cont.)

• Two schools of thought

with regard to supplying

information about

former employees

1 Don’t tell them anything

2 Honesty is the best

policy

Negligent Hiring

• Negligent Hiring - Liability a company

incurs when it fails to conduct a

reasonable investigation of an applicant’s background, and then assigns a potentially dangerous person to a position where he

or she can inflict harm

• At Risk Employers - Risk of harm to third parties Example: Taxi driver