SECTION 2StaffingtheOrganization Human ResourceManagementELEVENTH EDITON Robert L. Mathis John H. Jackson Selecting Human resources Chapter 8 PowerPoint Presentation by Dr. Zahi Yaseen
Selecting Human resources After you have read this chapter, you should be able to • Diagram the sequence of a typical selection process. • Identify three types of selection tests and legal concerns about their uses. • Discuss several types of selection interviews and some key considerations when conducting these interviews. • 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.
Selecting Human resources • Selection: the process of choosing individuals who have relevant qualifications to fill jobs in an organization. - “Good training will not make up for bad selection.” - “Hire hard, manage easy.” • Selection responsibilities: Figure 1
Selecting Human resources • Placement “Fitting a person to the right job”. • Person-job fit • Matching the knowledge, skills and abilities (KSAs) of people to the characteristics of jobs (tasks, duties and responsibilities). • Benefits of person-job fit • Higher employee performance • Lower turnover and absenteeism
Selecting Human resources • Criteria, predictors, and job performance:criteria of selection consists of characteristics needed to do the job well. Predictors is a measurable indicators of selection criteria. Figure 2 • Validity • The correlation between a predictor and job performance • Reliability • The extent to which a predictor repeatedly produces the same results, over time. Legal concerns with selection: discrimination, equal employment, applicants reviewed according to specific criteria, due date, clear job vacancies.
Receiving applications Interviewing applicants Administering tests to applicants Conducting background investigations Arranging physical examinations Placing and assigning new employees Coordinating follow-up of new employees Exit interviewing departing employees Maintaining employee records and reports. HR Employment Functions
Selection Process Flow Chart Figure 3
Selecting Human resources • 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.
Selecting Human resources Pre-Employment Screening • Pre-screening interview • Verify minimum qualifications • Electronic pre-screening • Scanning resumes and applications • Electronic submission of applications
Selecting Human resources Application Disclaimers and Notices • Employment-at-will • Indicates the right of the employer or employee to terminate the employment relationship at any time with or without notice or cause. • References contacts • Obtains applicant’s permission to contact references. • Employment testing • Notifies applicants of required drug tests, physical exams, or other tests. • Application time limits • Indicates how long the application will remain active. • Information Falsification • Indicates that false information is grounds for termination.
Selecting Human resources Selection Testing • Ability Tests: - Cognitive Ability Tests Measure an individual’s thinking, memory, reasoning, and verbal and mathematical abilities. - Physical Ability Tests Measure strength, endurance, and muscular movement - Psychomotor Tests Measure dexterity, hand-eye coordination, arm-hand steadiness, and other factors. - Situational Judgment tests person’s responds in certain situations.
Selecting Human resources Selection Testing • Personality Tests: Minnesota Multiphasic Personality Inventory (MMPI) • Honest and Integrity Testing • Overt integrity tests • Personality-oriented integrity tests • Polygraphs (“lie detector”) • Controversial and Questionable Tests - Graphology (Handwriting Analysis) - Psychics : Persons who are supposedly able to determine a person’s intellectual and emotional suitability for employment
Big Five Personality Characteristics Figure 4
Selecting Human resources Selection Interviewing Selection Interviewing: designed to identify information on a candidate and clarify information from other sources. • Types of Interviews: 1- Structured Interview 2- Less structured interview: 3- Stress Interview
Selecting Human resources Structured Interview • Uses a set of standardized questions asked of all job applicants. • Useful for initial screening and comparisons • Benefits • Obtains consistent information needed for selection decision • Is more reliable and valid than other interview formats • Meets EEO guidelines for the selection process Types of structured Interviews: - Biographical Interview - behavioral Interview - Competency Interview - Situational Interview
Selecting Human resources Biographical Interview -Focuses on chronological exploration of the candidate’s past experience. Behavioral Interview - giving specific examples of how they have performed a certain task or handled a problem in the past. - Helps discover applicant’s suitability for current jobs based on past behaviors Competency Interview - similar to behavior interview, except it provides specific measurement “ Describe your most significant accomplishments” , the answer might discover competencies.
Selecting Human resources Situational Interview -Applicants are asked how they would respond to a specific job situation related to the content of the job they are seeking. Less- Structured Interview Non- Directive interview Applicants are queried using questions that are developed from the answers to previous questions. Stress Interview An interview designed to create anxiety and put pressure on an applicant to see how the person responds.
Selecting Human resources Who Does The Interview? • Individual : HR personnel for less skilled jobs. • Multiple interviews: starts with HR, then a manager • Panel interview: several interviewers meet with the candidate at the same time. • Team interview: applicants are interviewed by the team members with whom they work. • Video interviewing: used by large corporations, to lower the number of candidates. Figure 5
Who Does Interviews Figure 5 Individuals PanelInterviews Interviews VideoInterviewing TeamInterviews
Selecting Human resources Effective interviews: Questions should be asked the applicants, figure 6 • Basics of the Interview: - planning the interview: selecting the time, place, private location, accurate info, make notes.. - controlling the interview: talk not more than 25% of the time. • Questions techniques - good questions; talks about the past to predict the future, like when…. - poor questions; questions lead to unclear answer, obvious questions, not job related or illegal.
General questions: *What are your strengths And weakness? *Why did you leave last job? *Why should we hire you ? Questions about Motivation: * How do you measure success? * What rewards mean most to you? * What projects make you excited? . • Working with others: • What kind of people do you • like to work with? • Describe your management style • How do others see you ? Problem solving : *Describe a difficult problem you faced and solved *Describe a sales you could not make and explain why? Selection Interview • Integrity Indicators • Tell me about a time when you were not honest • How do you react when you asked to do something unethical ? • When did you last break a rule? Figure 6
Selecting Human resources Effective interviews: Questions should be asked the applicants, figure 6 • Basics of the Interview: - planning the interview: selecting the time, place, private location, accurate info, make notes.. - controlling the interview: talk not more than 25% of the time. • Questions techniques - good questions; talks about the past to predict the future, like when…. - poor questions; questions lead to unclear answer, obvious questions, not job related or illegal. - listening responses: listen to the candidate to end.
Selecting Human resources Effective interviews: • Problem in the Interview: - Snap judgment: very fast judgment before collect information. - Negative emphasize: Unfavorable info weighted double. - Hallo affect: one characteristic might hire a candidate, devil horn. - Biases: similarity bias to the interviewer. - Cultural Noise: applicant’s responses are socially acceptable rather than factual responses.
SnapJudgments NegativeEmphasis HaloEffect Biases andStereotyping CulturalNoise Problems in the Interview Problems in the Interview
Selecting Human resources Background investigation: It might take place before or after the in-depth interview. The employer must validate the resume. Types of references: 1- Academic references: University, college… 2- Prior work references: former employer, title, salary 3- financial references: bills, creditors, banks.. 4- law enforcement records: police files 5- personal references: relatives, friends, • References checking methods: - By phone - writing • Medical Examination - Drug testing - Genetic testing