31/07/2021 1 CHAPTER 3 HR SELECTION ThS Nguyễn Đức Nhân Bộ môn Quản trị nhân lực Khoa Kinh tế và Quản lý nguồn nhân lực 31 Jul 21 Learning Objectives • Understand how the logic of prediction guides th[.]
31/07/2021 CHAPTER 3: HR SELECTION ThS Nguyễn Đức Nhân - Bộ môn Quản trị nhân lực Khoa Kinh tế Quản lý nguồn nhân lực 31-Jul-21 Learning Objectives • Understand how the logic of prediction guides the selection process • Review the nature of predictors—how selection measures differ • Understand the process involved in developing a selection plan, along with the selection sequence • Review the advantages and disadvantages of personality and cognitive ability tests • Compare and contrast work sample and situational judgment tests • Understand the advantages of structured interviews and how interviews can be structured 31-Jul-21 31/07/2021 Contents • 3.1 The role of selection • 3.2 The selection processes • 3.3 Design and implementation of selection tests and interview • 3.4 Evaluating selection process 31-Jul-21 3.1 The Role of Selection • 3.1.1 Concepts • 3.1.2 The Importance of Selection 31-Jul-21 31/07/2021 3.1.1 Concepts • Selection – the process by which an organization chooses from a list of applicants the person or persons who best meet the selection criteria for the position available, considering current environmental conditions • Selection was defined as the process of assessing and evaluating people for purposes of determining the likely fit between the person and the job 31-Jul-21 Selection Criteria • Formal Education • Experience and Past Performance • Physical Characteristics • Personal Characteristics and Personality Type 31-Jul-21 31/07/2021 3.1.2 The Importance of Selection • The logic of prediction • Development of the selection plan 31-Jul-21 The logic of prediction • The aim of selection is to assess the suitability of candidates by predicting the extent to which they will be able to carry out a role successfully • This process is based on the logic of prediction, which holds that indicators of a person’s degree of success in past situations should be predictive of how successful he or she will likely be in new situations 31-Jul-21 31/07/2021 The logic of prediction 31-Jul-21 10 The Importance of the Logic of Prediction • The logic of prediction indicates that a point-to-point comparison needs to be made between requirements of the job to be filled and the qualifications applicants have acquired from a variety of past situations • Applicants who view the selection procedure as fair (job related, which should occur if the logic of prediction is used) are more likely to accept a job offer and/or encourage others to apply for a job in the organization • The logic of prediction means separating recruitment from selection: use employee referrals to identify prospective hires (recruitment device), to select among those who have applied (selection measure) 31-Jul-21 10 31/07/2021 11 Development of the Selection Plan • A selection plan describes which predictor(s) will be used to assess the KSAOs required to perform the job • Types of predictors: application forms, interviews, tests, reference checks, etc 31-Jul-21 11 12 31-Jul-21 12 31/07/2021 13 3.2 The selection processes Screening Applications Interviewing Testing Assessing Candidates Obtaining References Checking Applications Offering Employment Following up 31-Jul-21 13 14 3.2.1 Screening/Sifting Applications • Examining the information supplied by applicants • Sorting applications • Drawing up a shortlist of applicants to be interviewed 31-Jul-21 14 31/07/2021 15 Examining information from candidates • Candidates may respond to an online notice or an advertisement with a formal application (by e-mail or letter), usually supported by a CV • An application form, which sets out the information required, can be completed online (preferable if an online application has been made) or on paper • The initial step is to list the applications on the recruitment database setting out name, date application received and actions taken (reject, hold, interview, shortlist, offer) 31-Jul-21 15 16 Activity • Listing the applications on the recruitment database 31-Jul-21 16 31/07/2021 17 31-JUL-21 17 18 Sorting applications • Applications are sifted by comparing the information available about them with the key criteria in the person specification • The criteria should be analysed with care so that they are fully understood - can be classified under the following three headings: • Essential (must have) – applicants will not be considered unless this criterion is satisfied • Very desirable (nice to have) – preference will be given to applicants who meet this criterion • Desirable (optional) – applicants who meet this criterion will be given favourable consideration but it is not an essential requirement 31-Jul-21 18 31/07/2021 19 31-Jul-21 19 20 Activity Reviewing CVs Analyzing Criteria Sorting: possible, marginal and unsuitable 31-Jul-21 20 10 31/07/2021 102 Note-taking • Interviewers’ notes can be useful for legal reasons, serving as documentation of what transpired during the interview from the interviewers’ perspective, and as an interviewer memory aid • Note-taking has positive effects on interviewer recall and recognition of information from interviews but does not appear to improve the accuracy of interviewer judgments • Note-takers who recorded behavioral notes (what the candidate said they did) made more valid interview ratings than those taking procedural notes (candidate’s behavior during the interview not dealing with answer content) • Non-note-takers made ratings that were just as valid as raters instructed to take behavioral notes and more valid than raters instructed to take general notes 31-Jul-21 102 103 3.4 Evaluating selection process • 3.4.1 Staffing Process • 3.4.2 Staffing Metrics 31-Jul-21 103 46 31/07/2021 104 3.4.1 Staffing Process • The staffing process establishes and governs the flow of employees into, within, and out of the organization • Evaluation of the process itself requires mapping the intended process, identifying any deviations from the intended process, and planning corrective actions to reduce or eliminate the deviations • Mapping out the staffing process involves constructing a staffing flowchart • The intent of such an evaluation is to ensure standardization of the staffing process, remove bottlenecks in the operation, and improve the speed of the operation 31-Jul-21 104 105 Standardization of Staffing System • First, standardization ensures that the same KSAO information is gathered from all job applicants, which in turn is a key requirement for reliably and validly measuring these KSAOs • Second, standardization ensures that all applicants receive the same information about job requirements and rewards • Third, standardization will enhance applicants’ perceptions of the procedural fairness of the staffing system and of the decisions made about them by the organization • Finally, standardized staffing systems are less likely to generate legal challenges and more likely to maintain diversity 31-Jul-21 105 47 31/07/2021 106 Staffing Process Evaluation • If managers simply not know what the process is or how to implement it, training is the solution • If managers are actively resisting the process, a different response is required Manager feedback on why the process is not followed should be solicited through surveys or interviews • If they find the process cumbersome, inefficient, or ineffective, the process should be changed • If staffing does not contribute to organizational effectiveness, it must adapt • If it is not possible or if it is strategically unwise to change the process, then efforts should be made to explain the rationale behind the process; incentives might be considered to align manager motivation with organizational interests 31-Jul-21 106 107 Activity • Identify possible negative recruitment results? • Identify possible changes by the evaluation of past recruitment activities? 31-Jul-21 107 48 31/07/2021 108 Possible Results Results of evaluation Changes made Newly recruited employees who quit said they did not understand what the job involved An employee referral program is lacking in terms of the number and the quality of applicants generated Several applicants withdrew during the recruitment process Only a few colleges provided a sufficient number of applicants to justify the cost of the college visit Recruiters had substantially different yields in terms of the number and the quality of their hires 31-Jul-21 108 109 Possible Changes Prompted Results of evaluation Changes made Newly recruited employees who quit said they did not understand what the job involved Target individuals who previously worked for the organization or who worked in a similar job to provide a realistic job preview An employee referral program is lacking in terms of the number and the quality of applicants generated Offer a referral bonus that is contingent on retention for one year and on satisfactory new-hire performance Several applicants withdrew during the recruitment process Start the recruitment process earlier, and make timely job offers Only a few colleges provided a sufficient number of applicants to justify the cost of the college visit Place greater emphasis on these colleges and select new colleges that have similar attributes Recruiters had substantially different yields in terms of the number and the quality of their hires Use only those recruiters with the best yields, and/or train those who are not performing as well 31-Jul-21 109 49 31/07/2021 110 Using Metrics for Staffing Process Evaluation Collect and synthesize the objectives of the staffing process Develop metrics that are associated with those objectives Gather, analyze, and evaluate metrics on an going basis Communicate findings and implications to top management team 31-Jul-21 110 111 Decision Makers in Selection Organizational Leaders: guiding principles and strategic goals HR Professionals: policy and technical expertise; data analysis Line Managers: policy implementation; operational expertise Coworkers: understand fit with the work group 31-Jul-21 111 50 31/07/2021 112 3.4.2 Staffing Metrics • Both internal and external benchmarks can be useful for metrics • An internal benchmark can evaluate whether some business units are in greater need of attention than others, and it can evaluate trends in HR outcomes over time • External benchmarks can evaluate whether your organization is achieving exceptional, average, or poor results relative to other organizations in your industry or area 31-Jul-21 112 113 Metrics and Analytics • Cost: • Did you stay within your recruitment budget? • Time: • How long did it take you to fill the position? • Quality: • Were your applicants well qualified for the job? • Longevity: • What about turnover? Do your new hires stay for the long term? 31-Jul-21 113 51 31/07/2021 114 Important Recruitment Metrics Time-to-hire Cost of filling the position Yield ratio for each recruitment method New-employee retention rate New-employee performance level Hiring manager’s satisfaction with the recruitment process Applicants’ perceptions of the recruitment process Source: Minton-Eversole, T (2009) Quality measurement: Key to best-in-class talent acquisition HR Magazine, 64-65 31-Jul-21 114 QUESTIONS? 31-Jul-21 115 115 52 Báo cáo giải pháp công tác quản lý Mầm non tài liệu mầm non mẫu giáo Kỹ sống cho trẻ mầm non sáng kiến kinh nghiệm thư viện kiến thức tổng hợp mầm non mẫu giáo để chăm sóc ni dạy ngày tốt Báo cáo giải pháp công tác quản lý Mầm non tài liệu mầm non mẫu giáo Kỹ sống cho trẻ mầm non sáng kiến kinh nghiệm thư viện kiến thức tổng hợp mầm non mẫu giáo để chăm sóc ni dạy ngày tốt Báo cáo giải pháp công tác quản lý Mầm non tài liệu mầm non mẫu giáo Kỹ sống cho trẻ mầm non sáng kiến kinh nghiệm thư viện kiến thức tổng hợp mầm non mẫu giáo để chăm sóc ni dạy ngày tốt Báo cáo giải pháp công tác quản lý Mầm non tài liệu mầm non mẫu giáo Kỹ sống cho trẻ mầm non sáng kiến kinh nghiệm thư viện kiến thức tổng hợp mầm non mẫu giáo để chăm sóc ni dạy ngày tốt Báo cáo giải pháp công tác quản lý Mầm non tài liệu mầm non mẫu giáo Kỹ sống cho trẻ mầm non sáng kiến kinh nghiệm thư viện kiến thức tổng hợp mầm non mẫu giáo để chăm sóc ni dạy ngày tốt Báo cáo giải pháp công tác quản lý Mầm non tài liệu mầm non mẫu giáo Kỹ sống cho trẻ mầm non sáng kiến kinh nghiệm thư viện kiến thức tổng hợp mầm non mẫu giáo để chăm sóc ni dạy ngày tốt Báo cáo giải pháp công tác quản lý Mầm non tài liệu mầm non mẫu giáo Kỹ sống cho trẻ mầm non sáng kiến kinh nghiệm thư viện kiến thức tổng hợp mầm non mẫu giáo để chăm sóc ni dạy ngày tốt Báo cáo giải pháp công tác quản lý Mầm non tài liệu mầm non mẫu giáo Kỹ sống cho trẻ mầm non sáng kiến kinh nghiệm thư viện kiến thức tổng hợp mầm non mẫu giáo để chăm sóc ni dạy ngày tốt ... staff 31 -Jul-21 36 18 31 /07/2021 37 Activity • Send email to finalists for • Offer Receiver • Rejection 31 -Jul-21 37 38 3. 3 Design and Implementation of Selection Tests and Interview • 3. 3.1 Selection... instructed to take general notes 31 -Jul-21 102 1 03 3.4 Evaluating selection process • 3. 4.1 Staffing Process • 3. 4.2 Staffing Metrics 31 -Jul-21 1 03 46 31 /07/2021 104 3. 4.1 Staffing Process • The.. .31 /07/2021 Contents • 3. 1 The role of selection • 3. 2 The selection processes • 3. 3 Design and implementation of selection tests and interview • 3. 4 Evaluating selection process 31 -Jul-21 3. 1