SELECTION

1. SELECTION

2. Selection • Process of choosing from a group of applicants the individual best suited for a particular position and an organization • Goal of selection process is to properly match people with jobs and organization. • Individuals overqualified, underqualified, or do not fit either job or organization’s culture, will probably leave the firm.

3. Environmental Factors Affecting the Selection Process • Other HR functions • Legal considerations • Decision making speed • Organizational hierarchy • Applicant pool • Type of organization • Probationary period

4. Administration of Selection Tests • Advantages • Potential Problems using Selection Tests • Characteristics of Properly Designed Selection Tests

5. Advantages of Selection Tests • Reliable and accurate means of selecting qualified candidates • Identify attitudes and job-related skills • Deficiencies in other techniques

6. Potential Problems Using Selection Tests • Legal liabilities • Test anxiety

7. Characteristics of Properly Designed Selection Tests • Standardization- Uniformity of the procedures and conditions of administering test • Objectivity- Everyone scoring a test obtains the same results • Norms - Frame of reference for comparing an applicant's performance with that of others

8. Characteristics of Properly Designed Selection Tests (Continued) • Reliability - Provides consistent results • Correlation coefficient = average squared error • >.8 is good • Types • Test-retest • Split-half • interrater

9. Characteristics of Properly Designed Selection Tests (Continued) • Validity - Measures what it is supposed to measure • Requirement for Job Relatedness– test must work without having adverse impact on minorities, females, and individuals with backgrounds or characteristics protected under law

10. Types of Validation Studies Criterion-related validity - comparing the scores on selection tests to some aspect of job performance • Concurrent validity- Test scores and the criterion data are obtained at essentially the same time • Predictive validity- Administering a test and later obtaining the criterion information

11. Types of Validation Studies (Continued) • Content validity - Test validation method whereby person performs certain tasks that are actually required by job or completes a paper and pencil test that measures relevant job knowledge • Construct validity - Test validation method that determines whether a test measures certain traits or qualities that are important in performing the job

12. Types of Employment Tests • Cognitive aptitude • Psychomotor abilities • Job Knowledge • Work-sample (simulation) • Vocational interests • Personality

13. Types of Employment Tests (Continued) • Substance Abuse • Genetic • Graphoanalysis • Internet • Assessment Centers

14. Cognitive Aptitude Tests • Measures individual’s ability to learn, as well as to perform a job

15. Psychomotor Abilities Tests • Strength • Coordination • Dexterity

16. Job Knowledge Tests • Measure a candidate's knowledge of the duties of the position for which he or she is applying • Are commercially available

17. Work-Sample (Simulation) • Tests that require an applicant to perform a task or set of tasks representative of the job • Such tests by their nature are job related • Produces a high predictive validity, reduces adverse impact, and is more acceptable to applicants

18. Vocational Interests • Indicate the occupation in which a person is most interested and is most likely to receive satisfaction from • Primary use has been in counseling and vocational guidance

19. Personality Tests • Traits • Temperaments • Dispositions

20. Substance Abuse Testing • Proponents contend testing necessary to ensure workplace safety, security, and productivity • Drug testing in the U.S. is becoming commonplace.

21. Internet Testing Increasingly being used to test skills required by applicants.

22. Assessment Centers Selection technique used to identify and select employees for positions and requires them to perform activities similar to those in job • In-basket exercises • Management games • Leaderless discussion groups • Mock interviews

23. The Employment Interview • Goal-oriented conversation in which interviewer and applicant exchange information • Interview planning – essential to effective interviews • Content of the interview

24. Content of the Interview • Occupational experience • Academic achievement • Interpersonal skills • Personal qualities • Organizational fit

25. Candidate’s Role and Expectations • While interviewer provides information about company, it is important for applicants to do their homework.

26. Types of Interviews • Unstructured (nondirective) • Structured (directive or patterned) • Behavioral

27. Methods of Interviewing • One-on-one interview- Applicant meets one-on-one with an interviewer • Group interview- Several applicants interact in the presence of one or more company representatives • Board interview- Several of the firm’s representatives interview one candidate

28. Methods of Interviewing • Stress interview- Anxiety is intentionally created • Realistic job previews - Job information is conveyed to the applicant in an unbiased manner

29. Legal Implications of Interviewing • Interview is considered to be a test • Subject to same validity requirements as any other step in selection process, should adverse impact be shown

30. Personal Reference Checks • Provides additional insight into applicant information • Verification of accuracy

31. Background Investigations and Professional Reference Checks Seek data from references supplied including previous employers

32. Negligent Hiring • Negligent Hiring - Liability employer incurs when no reasonable investigation of applicant’s background is made and potentially dangerous person is assigned to position where he or she can inflict harm • At Risk Employers– Risk of harm to third parties. Example: Taxi driver

33. Negligent Hiring (Continued) • OSHA’s Role– Law requires employer to provide safe place to work; this extends to providing safe employees. • Double Jeopardy – Negligent retention occurs when company keeps employees whose records indicate strong potential for wrongdoing • Due Diligence Required– Employer responsible for employee’s unlawful acts even if not job related

34. Elements to Verify • Previous employment • Education verification • Personal reference check • Criminal history • Driving record • Civil Litigation • Workers’ compensation history • Credit history • Social security number verification

35. Fair Credit Reporting Act • Act amended in 1997 • Places new obligations on employers who use certain information brought to light through background investigations

36. Other Legal Aspects Over half of the states in U.S. have passed laws offering varying degrees of protection to employers who provide good-faith references and who release truthful information about current or former employees

37. Problems in Obtaining Information from Professional References Two schools of thought: • Don’t tell them anything. • Honesty is the best policy.

38. Negligent Referral May occur when former employer fails to offer a warning about a particularly severe problem with a past employee

39. Outsourcing Investigations Firms can outsource background checks to third-party investigators that the Fair Credit Reporting Act regulates.

40. Polygraph Tests • Confirm or refute application information • Employee Polygraph Protection Act of 1988 severely limited use in the private sector

41. The Selection Decision • Most critical step of all • Person whose qualifications most closely conform to the requirements of the open position should be selected

42. Medical Examination Determine whether applicant physically capable of performing the work

43. Notification to Candidates • Results should be made known to candidates as soon as possible. • Delay may result in firm losing prime candidate. • Unsuccessful candidates should also be promptly notified.