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SELECTION. Chapter Objectives . Explain the significance of employee selection. Identify environmental factors that affect the selection process. Describe the general selection process. Explain the importance of the preliminary interview. Describe reviewing applications and resumes.

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SELECTION


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chapter objectives
Chapter Objectives
  • Explain the significance of employee selection.
  • Identify environmental factors that affect the selection process.
  • Describe the general selection process.
  • Explain the importance of the preliminary interview.
  • Describe reviewing applications and resumes.
chapter objectives continued
Chapter Objectives (Continued)
  • Explain legal implications of interviewing.
  • Explain the administration of selection tests including the advantages, potential problems, and characteristics of properly designed selection tests.
  • Explain the types of validation studies.
  • Describe types of employment tests.
chapter objectives continued4
Chapter Objectives (Continued)
  • Explain the importance of the employment interview including interview planning and the content of the interview.
  • Describe the general types of interviewing.
  • Explain the growing influence of the behavioral interview.
  • Describe the various methods of interviewing.
  • Explain the use of personal references checks
selection5
Selection
  • Process of choosing from a group of applicants the individual best suited for a particular position and an organization

My definition

  • Using a systemic process to identify the best candidate (s)
environmental factors affecting the selection process
Environmental Factors Affecting the Selection Process
  • Other HR functions
  • Legal considerations
  • Decision making speed
  • Organizational hierarchy
  • Applicant pool
  • Type of organization
  • Probationary period
the selection process external environment internal environment

Recruited Candidate

Preliminary Interview

The Selection ProcessExternal EnvironmentInternal Environment

Review of Applications and Resumes

Rejected Applicants

Selection Tests

Employment Interviews

Reference and Background Checks

Selection Decision

Physical Examination

New Employee

ideal selection process external environment internal environment

Recruited Candidate

Review Resumes

Ideal Selection ProcessExternal EnvironmentInternal Environment

Select top 5 -8 to pre screen

Rejected Applicants

Conduct phone interview

Face-to-face Interviews

Testing and References Checks

Selection Decision

Close loop on candidates rejected

New Hire Starts

preliminary interview
Preliminary Interview
  • Removes obviously unqualified individuals

The types:

  • Telephone interviews
  • Videotaped interviews
  • Computer interviews
review of applications
Review of Applications
  • Usually all candidates complete them, regardless of the position.
  • Must be signed to be validate

Review of Resumes

  • Systems allow you to sort through resumes that close match the requirements
administration of selection tests
Administration of Selection Tests
  • Advantages
  • Potential Problems using Selection Tests
  • Characteristics of Properly Designed Selection Tests
characteristics of properly designed selection tests
Characteristics of Properly Designed Selection Tests
  • Standardization
  • Objectivity
  • Norms
  • Reliability
  • Validity
  • Requirements for Job Relatedness
types of validation studies
Types of Validation Studies
  • Criterion-related validity
      • Concurrent validity
      • Predictive validity
  • Content Validity
  • Construct Validity
types of employment tests
Types of Employment Tests
  • Cognitive aptitude
  • Psychomotor abilities
  • Job Knowledge
  • Work-sample (simulation)
  • Vocational interests
  • Personality
  • Substance Abuse
the employment interview
The Employment Interview
  • Conversation in which interviewer and applicant exchange information
  • Interview planning – essential to effective interviews
interview planning internal environment

Select interview team

Develop interview question

Interview PlanningInternal Environment

Schedule interview

Pre-interview meeting

Conduct interviews

Interview debrief

Check references

Select candidate

Offer – New Hire

content of the interview
Content of the Interview
  • Occupational experience
  • Academic achievement
  • Interpersonal skills
  • Personal qualities
  • Organizational fit
types of interviews
Types of Interviews
  • Unstructured (nondirective)
  • Structured (directive or patterned)
behavioral interview
Behavioral Interview
  • Structured interview where applicants

reflect on past experience

  • Premise of past behavior is a predictor of future behavior
  • Interviewers seeks examples from the interviewee
  • Legally safe - because job related
  • Example: Tell me about a time a project you worked on that best demonstrates your ability to be a team player?
methods of interviewing
Methods of Interviewing
  • One-on-one interview- Applicant meets one-on-one with an interviewer
  • Group interview/ Panel- Several applicants interact in the presence of one or more company representatives
  • Board interview- Several of the firm’s representatives interview one candidate
methods of interviewing21
Methods of Interviewing
  • Stress interview- Anxiety is intentionally created
  • Realistic job previews - Job information is conveyed to the applicant in an unbiased manner
      • Usually takes place in the pre-screening
legal implications of interviewing
Legal Implications of Interviewing
  • Interview bias
  • Inconsistent questions
  • Halo Error
  • All question should be job related

Question:

What happens if some one brings up

there age?

personal reference checks
(Personal) Reference Checks
  • Provides additional insight into applicant information
  • Verification of accuracy
negligent hiring referral
Negligent Hiring & Referral
  • 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

  • Negligent Referral

Employee fails to offer warning about a

problem with a past employer