Introduction

Fundamentals of Human Resource Management, 10/e, DeCenzo/Robbins

Chapter 7, slide 1

Chapter 7

Foundations of Selection4/27/20152The Selection ProcessThe selection process typically consists of eight steps:

initial screening interviewcompletion of the application formemployment testscomprehensive interviewbackground investigationconditional job offermedical/physical exampermanent job offer

Fundamentals of Human Resource Management, 10/e, DeCenzo/Robbins

Chapter 7, slide 3The Selection Processinitial screeningcompleted application employment testcomprehensive interviewconditionaljob offermedical/physical examination(conditional job offer made)permanent job offerreject applicantbackground examinationif requiredPassedPassedAble to perform essential elements of the jobPassedPassedPassedProblems encounteredFailed to impress interviewer and/or meet job expectationsFailed testFailed to complete application or failed job specificationsFailed to meet minimum qualificationsUnfit to do essential elements of jobThe selection process typically consists of eight steps.Fundamentals of Human Resource Management, 10/e, DeCenzo/Robbins

Chapter 7, slide 4initial screeninginterviewThe Selection Processweeding out of applicants who dont meet general job requirements

screening interviews help candidates decide if position is suitable Job description information is shared along with a salary range.Fundamentals of Human Resource Management, 10/e, DeCenzo/Robbins

Chapter 7, slide 5The Selection Processcompleting the applicationGives a job-performance-related synopsis of what applicants have been doing, their skills and accomplishments. Legal considerations 1. omit items that are not job-related; e.g., sex, religion 2. includes statement giving employer the right to dismiss an employee for falsifying information 3. asks for permission to check work references 4. typically includes employment-at-will statement

Fundamentals of Human Resource Management, 10/e, DeCenzo/Robbins

Chapter 7, slide 6The Selection ProcessWeighted application forms

individual pieces of information are validated against performance and turnover measures and given appropriate weights

data must be collected for each job to determine how well a particular item (e.g., years of schooling, tenure on last job) predicts success on target job completingthe application

4/27/20157Weighted application formsData captured by common, standardized job-application forms can be used to predict employee success within a company. The procedure, called weighted application blank (WAB), involves

First selecting an employee characteristic to be measured (i.e. job tenure),

identifying which questions predict the desired employee behavior,

Determining the questions' relative predictive power, assigning weighted values to each relevant question, and

Scoring each applicant's completed job-application form according to the scoring key developed. Fundamentals of Human Resource Management, 10/e, DeCenzo/Robbins

Chapter 7, slide 8The Selection Processinformation collected on application forms can be highly predictive of successful job performance

forms must be validated and continuously reviewed and updated

data should be verified through background investigations completingthe applicationFundamentals of Human Resource Management, 10/e, DeCenzo/Robbins

Chapter 7, slide 9The Selection Processperformance simulation tests require applicants to engage in job behaviors necessary for doing the job successfully

work sampling uses job analysis to develop a miniature replica of the job so the applicant can demonstrate his/her skills

assessment centers give tests and exercises, (individual and group), to assess managerial potential or other complex skills

pre-employment testing4/27/201510Simulations: These are essentially role-plays. You might be asked to do one or more of the following:meet with your boss, meet with your subordinates, meet with your peers, deal with customers, or give a presentation.

Usually all the simulations fit together and draw on the same information.

For this type of test, you will always be given some preparatory materials describing your imaginary company, your character and role, and the characters and roles of the other people with whom you will interact.

Usually you get the background material at least several days before the simulations take place. 4/27/201511The Selection Process: Employment TestsAssessment Centers

Assessment centers are often used to assess interpersonal skills, communication skills, planning and organizing, and analytical skills.

The assessment center typically consists of exercises that reflect job content and types of problems faced on the job. For example, individuals might be evaluated on their ability to make a sales presentation or on their behavior in a simulated meeting.

In addition to these simulation exercises, assessment centers often include other kinds of tests such as cognitive ability tests, personality inventories, and job knowledge tests.

The assessment center typically uses multiple raters who are trained to observe, classify, and evaluate behaviors.

At the end of the assessment center, the raters meet to make overall judgments about peoples performance in the center. 4/27/2015Anjum N. Qureshi12The Selection ProcessEmployment Tests

Assessment centers: A series of tests and exercises, including individual and group simulation tests, used to assess managerial potential or other complex sets of skills.

Testing in a global arena: Selection practices must be adapted to cultures and regulations of host country.

13 Interviews Interviews vary greatly in their content, but are often used to assess such things as interpersonal skills, communication skills, and teamwork skills, and can be used to assess job knowledge.

Well-designed interviews typically use a standard set of questions to evaluate knowledge, skills, abilities, and other qualities required for the job.

The interview is the most commonly used type of test. Employers generally conduct interviews either face-to-face or by phone.

4/27/201514Advantages Are expected and accepted by many job applicants.

Provide an opportunity for a two-way exchange of information.

Provide a measure of skills such as oral communication skills not measured via paper and pencil or computerized tools.

Have been demonstrated to produce valid inferences for a number of organizational outcomes, if properly developed and administered

Can reduce business costs by identifying individuals for hiring, promotion or training who possess the needed skills and abilities. 4/27/201515Disadvantages May be affected by different kinds of rating errors and biases by interviewers.

Are often more time-consuming to administer than paper and pencil or computerized tools.

May be practically less useful when a large number of individuals must be evaluated because of administration time.

Can be costly to train interviewers.

May be difficult to keep interviewers calibrated and the interview process standardized.

May lead to individuals responding in a way to create a positive decision outcome rather than how they really are (i.e., they may try to positively manage their impression or even fake their response). Fundamentals of Human Resource Management, 10/e, DeCenzo/Robbins

Chapter 7, slide 16The Selection Processassesses motivation, values, ability to work under pressure, attitude, ability to fit in

can be traditional, panel, or situationalcomprehensiveinterviewsVideo: Justin Menkes, Interviewing for Executive IntelligenceThe interview is only as effective as those conducting it.Fundamentals of Human Resource Management, 10/e, DeCenzo/Robbins

Chapter 7, slide 17The Selection Processimpression management, (applicants desire to project the right image), may skew interview results

interviewers have short and inaccurate memories: note-taking and videotaping may help

comprehensiveinterviews4/27/201518The Selection ProcessComprehensive Interviews:

Interview Effectiveness

Structured interviews use fixed questions designed to assess specific job-related attributes

More reliable and valid than unstructured ones.

Best for determining organizational fit, motivation and interpersonal skills.

Especially useful for high-turnover jobs and less routine ones. 4/27/2015The Selection ProcessComprehensive Interviews: Behavioral Interviews In a behavioral interview one has to demonstrate his knowledge, skills, and abilities, collectively known as competencies, by giving specific examples from his past experiences.

The interviewer wants to know, not that you can do something, but that you have done it.

Prior to the interview, he determines what competencies are required for the position.

Then the interviewer develops a series of questions that will allow him or her to find out if you possess the necessary competencies to perform the job.

The basic premise of the behavioral interview is that past performance is a good predictor of future performance.

4/27/201520The Selection ProcessRather then merely telling the interviewer what you would do in a situation, as in a regular interview, in a behavioral interview you must describe, in detail, how you handled a situation in the past.

On a behavioral interview, you can expect questions like "Tell me about a time when..." or "Give me an example of when..." 4/27/201521The Selection ProcessComprehensive Interviews:

Realistic Job Preview

RJPs present unfavorable as well as favorable information about the job to applicants.

May include brochures, films, tours, work sampling, or verbal statements that realistically portray the job.

RJPs reduce turnover without lowering acceptance rates. Fundamentals of Human Resource Management, 10/e, DeCenzo/Robbins

Chapter 7, slide 22The Selection ProcessHR manager makes an offer of employment, contingent on successful completion of background check, physical/medical exam, drug test, etc.

may use only job-related information to make a hiring decisionconditionaljob offer4/27/201523The Selection Process Verify information from the application form

Typical information verified includes:

former employersprevious job performanceeducationlegal status to workcredit references criminal records

backgroundinvestigation4/27/201524The Selection ProcessBackground Investigation Methods:

Internal investigation: checks former employers, personal references and possibly credit sources.

External investigation: Uses a reference-checking firm which may obtain more information, while complying with privacy rights.

4/27/2015The Selection ProcessBackground Investigation

Documentation, including whom called, questions asked, information obtained/not obtained, is important in case an employers hiring decision is later challenged.

Fundamentals of Human Resource Management, 10/e, DeCenzo/Robbins

Chapter 7, slide 26The Selection Processqualified privilege: employers may discuss employees with prospective employers without fear of reprisal as long as the discussion is about job-related, documented facts

one-third of all applicants exaggerate their backgrounds or experiences

a good predictor of future behavior is an individuals past behaviorbackgroundinvestigationFundamentals of Human Resource Management, 10/e, DeCenzo/Robbins

Chapter 7, slide 27The Selection Processused only to determine if the individual can comply with essential functions of the job

Americans with Disabilities Act requires that exams be given only after conditional job offer is made

drug tests can be given at this timemedical investigation

Fundamentals of Human Resource Management, 10/e, DeCenzo/Robbins

Chapter 7, slide 28The Selection Processactual hiring decision generally made by the department manager, not HR manager candidates not hired deserve the courtesy of prompt notification job offer

Fundamentals of Human Resource Management, 10/e, DeCenzo/Robbins

Chapter 7, slide 29The Selection ProcessComprehensive selection puts applicants through all the steps in the selection process before making a decision.

assesses both strengths and weaknesses, and is considered more realistic

must measure factors related to the job onlyThe Comprehensive Approach Fundamentals of Human Resource Management, 10/e, DeCenzo/Robbins

Chapter 7, slide 30The Selection ProcessNow Its Up to the Candidate

most people want jobs compatible with their personality

applicants who are not hired this time will still form an impression about the company

management should assure the selection process leaves them with a favorable impression of the company

Fundamentals of Human Resource Management, 10/e, DeCenzo/Robbins

Chapter 7, slide 31Key Elements for Successful PredictorsWhat test elements help predict which applicants will be successful on the job?

reliabilityvaliditycut scoresFundamentals of Human Resource Management, 10/e, DeCenzo/Robbins

Chapter 7, slide 32Key Elements for Successful PredictorsThe ability of the selection tool to measure an attribute consistently.

HR managers need reliable tests to make sure the applicant will perform satisfactorilyreliabilityThere are companies that specialize in employment testing. Fundamentals of Human Resource Management, 10/e, DeCenzo/Robbins

Chapter 7, slide 33Key Elements for Successful PredictorsThe relationship between scores on a selection tool and a relevant criterion, such as job performance. There are three types:contentconstructcriterion-relatedvalidityFundamentals of Human Resource Management, 10/e, DeCenzo/Robbins

Chapter 7, slide 34Key Elements for Successful PredictorsContent validity: degree to which the content of the test, as a sample, represents situations on the job Construct validity: degree to which a particular (abstract) trait is related to successful job performance Criterion-related validity: degree to which a selection device accurately predicts important elements of work behavior Predictive validity uses test scores of applicants to compare with their future job performance Concurrent validity correlates test scores of current employees with measures of their job performancevalidityFundamentals of Human Resource Management, 10/e, DeCenzo/Robbins

Chapter 7, slide 35Key Elements for Successful PredictorsGive test to all applicants, record score and file

Hire based on criteria other than test results

Evaluate performance one year after beginning workSet and implement valid cut scores

Give test to all current employees

PredictiveConcurrentDevelop a battery of tests

Analyze test scores and performance evaluations for significant relationship; does it exist?Analyze test scores and performance evaluations for significant relationship: does it exist?

YesNoYesNoFundamentals of Human Resource Management, 10/e, DeCenzo/Robbins

Chapter 7, slide 36Key Elements for Successful PredictorsThe cut score separates successful from unsuccessful performers.

cut scores on a selection device can be determined by validity studies

applicants scoring below the cut score are predicted to be unsuccessful on the job and are rejected cut scoresFundamentals of Human Resource Management, 10/e, DeCenzo/Robbins

Chapter 7, slide 37Selection From a Global Perspectiveselection criteria for international assignments:

1. interest in working overseas

2. ability to relate to different cultures and environments

3. supportiveness of the candidates family

female executives have done well abroad in Asia and Latin America, despite past reluctance to assign them to these countriesFundamentals of Human Resource Management, 10/e, DeCenzo/Robbins

Chapter 7, slide 38Excelling at the InterviewFor the dont dos see http://hotjobs.yahoo.com/career-articles-10_ways_to_be_liked_in_your_job_interview-947Suggestions for making your interviews as an applicant successful: 1. do some homework on the company 2. get a good nights rest the night before 3. dress appropriately 4. arrive for the interview a few minutes early 5. use a firm handshake 6. maintain good eye contact7. take the opportunity to have practice interviews 8. thank the interviewer in person, and send a thank-you note