CHAPTER Selecting Human Resources Section Staffing the Organization © 2008 Thomson/South-Western All rights reserved PowerPoint Presentation by Charlie Cook The University of West Alabama Chapter Chapter Objectives Objectives After you have read this chapter, you should be able to: ■ Discuss how validity and reliability are related to selection ■ Diagram the sequence of a typical selection process ■ Explain the importance of realistic job previews and application screening efforts to the selection process ■ Identify three types of selection tests and legal concerns about their uses ■ Discuss several types of selection interviews and some key considerations in conducting these interviews © 2008 Thomson/SouthWestern All rights reserved 8–2 Chapter Chapter Objectives Objectives (cont’d) (cont’d) After you have read this chapter, you should be able to: ■ 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 © 2008 Thomson/SouthWestern All rights reserved 8–3 Selection and Placement • Selection The process of choosing individuals with qualifications needed to fill jobs in an organization Organizations need qualified employees to succeed “Hire hard, manage easy.” “Good training will not make up for bad selection.” • Placement Fitting a person to the right job © 2008 Thomson/SouthWestern All rights reserved 8–4 Applicant Knowledge, Skills, and Abilities • Person-Job Fit Matching the knowledge, skills and abilities (KSAs) of people to the characteristics of jobs (tasks, duties and responsibilities–TDRs) Benefits of person-job fit: Higher employee performance Lower turnover and absenteeism • Person-Organization Fit The congruence between individuals and organizational factors KSAs = TDRs = Job Success? © 2008 Thomson/SouthWestern All rights reserved 8–5 Criteria, Predictors, and Job Performance • Selection Criterion A characteristic that a person must have to a job successfully • Predictors The measurable or visible indicators of a selection criterion • Validity The correlation between a predictor and job performance • Reliability The extent to which a predictor repeatedly produces the same results, over time © 2008 Thomson/SouthWestern All rights reserved 8–6 FIGURE 8-1 Job Performance, Selection Criteria, and Predictions © 2008 Thomson/SouthWestern All rights reserved 8–7 FIGURE 8-2 Concurrent and Predictive Validity © 2008 Thomson/SouthWestern All rights reserved 8–8 Combining Predictors • Multiple Hurdles Establishing a minimum cutoff (level of performance) for each predictor, and requiring that each applicant must score at least the minimum on each predictor to be considered for hiring • Compensatory Approach Scores on all predictors are added together, allowing a higher score on one predictor to offset a lower score on another predictor © 2008 Thomson/SouthWestern All rights reserved 8–9 FIGURE 8-3 Typical Division of HR Responsibilities: Selection © 2008 Thomson/SouthWestern All rights reserved 8–10 Structured Interviews (cont’d) Benefits of Structured Interviews Obtain consistent information needed for selection decision Are more reliable and valid than other interview formats © 2008 Thomson/SouthWestern All rights reserved Meet federal EEO guidelines for the selection process 8–25 FIGURE 8-8 Types of Selection Interviews © 2008 Thomson/SouthWestern All rights reserved 8–26 Less Structured Interviews • Nondirective Interview Applicants are queried using questions that are developed from the answers to previous questions Possibility of not obtaining needed information Information obtained may not be not job-related or comparable to that obtained from other applicants • Stress Interviews An interview designed to create anxiety and put pressure on an applicant to see how the person responds © 2008 Thomson/SouthWestern All rights reserved 8–27 FIGURE 8-9 Questions Commonly Used in Selection Interviews © 2008 Thomson/SouthWestern All rights reserved 8–28 Who Conducts Interviews? Interviewers Individuals Individuals Sequentially © 2008 Thomson/SouthWestern All rights reserved Panel Interview Team Interview 8–29 Effective Interviewing • Conducting an Effective Interview Plan the Interview Control the Interview Utilize Effect Questioning Techniques • Questions to Avoid Yes/No questions Obvious questions Questions that rarely produce a true answer Leading questions Illegal questions © 2008 Thomson/South Questions that are not job related Western All rights reserved 8–30 Problems in the Interview Snap Judgments Negative Emphasis Halo Effect Poor Interviewing Techniques Biases and Stereotyping Cultural Noise © 2008 Thomson/SouthWestern All rights reserved 8–31 FIGURE 8-10 Sources of Background Information © 2008 Thomson/SouthWestern All rights reserved 8–32 Legal Issues in Background Investigations • Risks of negligent hiring and retention Employers are liable for employees’ actions Federal Privacy Act of 1974 requires signed releases from applicants to avoid privacy issues • Negligent hiring Occurs when an employer fails to check the background of an employee who injures someone • Negligent retention Occurs when an employer is aware an employee may be unfit for employment, continues to employ the person, and the person injures someone © 2008 Thomson/SouthWestern All rights reserved 8–33 Background Investigation (cont’d) • Fair Credit Reporting Act Requires disclosure of a credit check Requires written consent of applicant Requires copy of report be given to the applicant © 2008 Thomson/SouthWestern All rights reserved 8–34 Medical Examinations and Inquires • American With Disabilities Act (ADA) Prohibits pre-employment medical exams Prohibits rejecting persons for disabilities or asking disability-related questions until after a conditional job offer is made • Drug Testing Use of drug testing in the selection process is increasing Test must be monitored to protect integrity of results © 2008 Thomson/SouthWestern All rights reserved 8–35 Making the Job Offer • Offer Guidelines Formalize the offer with a letter to the applicant clearly stating the terms and conditions of employment Avoid vague, general statements and promises Require return of a signed acceptance of the offer © 2008 Thomson/SouthWestern All rights reserved 8–36 Global Staffing Issues Types of Global Employees Expatriates Host-Country Nationals © 2008 Thomson/SouthWestern All rights reserved Third-Country Nationals 8–37 FIGURE 8-11 Selection Factors for Global Employees © 2008 Thomson/SouthWestern All rights reserved 8–38 Who Is an Applicant? • EEOC and OFCCP definition of “applicant”: Has expressed interest through the Internet or electronically and is being considered for a specific position by the employer Has identified that he or she has the basic position qualifications Does not remove his or her interest in the position at anytime during the selection process Has been ranked using “hit features” by employer software or other data techniques that are not linked to assessment qualifications © 2008 Thomson/SouthWestern All rights reserved 8–39 [...]... at least three years © 2008 Thomson/SouthWestern All rights reserved 8–15 Application Disclaimers and Notices Employment-At-Will References Contacts Employment Testing Application Form Application Time Limit Information Falsification © 2008 Thomson/SouthWestern All rights reserved 8–16 FIGURE 8-5 Acceptable Documents for Verifying Eligibility to Work in the United States © 2008 Thomson/SouthWestern... Contact in case of emergency © 2008 Thomson/SouthWestern All rights reserved 8–18 FIGURE 8-6 Sample Application Form © 2008 Thomson/SouthWestern All rights reserved 8–19 Selection Testing: Ability Tests Cognitive Ability Tests Physical Ability Tests Psychomotor Tests Ability Tests Work Sample Tests Aptitude and Achievement Situational Judgment Tests Assessment Centers © 2008 Thomson/SouthWestern All rights... prohibited (in most instances) by the Employee Polygraph Protection © 2008 Act Thomson/SouthWestern All rights reserved 8–21 FIGURE 8-7 Big Five Personality Characteristics © 2008 Thomson/SouthWestern All rights reserved 8–22 Selection Interviewing Issues Face Validity Interview Reliability and Validity Intra-rater Reliability © 2008 Thomson/SouthWestern All rights reserved Inter-rater Reliability 8–23... create anxiety and put pressure on an applicant to see how the person responds © 2008 Thomson/SouthWestern All rights reserved 8–27 FIGURE 8-9 Questions Commonly Used in Selection Interviews © 2008 Thomson/SouthWestern All rights reserved 8–28 Who Conducts Interviews? Interviewers Individuals Individuals Sequentially © 2008 Thomson/SouthWestern All rights reserved Panel Interview Team Interview 8–29... Leading questions Illegal questions © 2008 Thomson/South Questions that are not job related Western All rights reserved 8–30 Problems in the Interview Snap Judgments Negative Emphasis Halo Effect Poor Interviewing Techniques Biases and Stereotyping Cultural Noise © 2008 Thomson/SouthWestern All rights reserved 8–31 FIGURE 8-10 Sources of Background Information © 2008 Thomson/SouthWestern All rights reserved... Structured Interviews Biographical Interview Behavioral Interview © 2008 Thomson/SouthWestern All rights reserved Competency Interview Situational Interview 8–24 Structured Interviews (cont’d) Benefits of Structured Interviews Obtain consistent information needed for selection decision Are more reliable and valid than other interview formats © 2008 Thomson/SouthWestern All rights reserved Meet federal EEO... turnover in new employees © 2008 Thomson/SouthWestern All rights reserved 8–13 Pre-Employment Screening • Pre-Screening Interview Purpose: verify minimum qualifications • Electronic Screening There is a large volume of applicants Quality of hires needs to be increased When To Use Electronic Screening Hiring cycles need to be shortened The cost of hiring needs to be reduced © 2008 Thomson/SouthWestern... and assigning new employees 7 Coordinating follow-up of new employees 8 Exit interviewing departing employees 9 Maintaining employee records and reports © 2008 Thomson/SouthWestern All rights reserved 8–11 FIGURE 8-4 Selection Process Flowchart © 2008 Thomson/SouthWestern All rights reserved 8–12 Applicant Job Interest • Realistic Job Preview The process through which a job applicant receives an accurate... employment, continues to employ the person, and the person injures someone © 2008 Thomson/SouthWestern All rights reserved 8–33 Background Investigation (cont’d) • Fair Credit Reporting Act Requires disclosure of a credit check Requires written consent of applicant Requires copy of report be given to the applicant © 2008 Thomson/SouthWestern All rights reserved 8–34 Medical Examinations and Inquires... must be monitored to protect integrity of results © 2008 Thomson/SouthWestern All rights reserved 8–35 Making the Job Offer • Offer Guidelines Formalize the offer with a letter to the applicant clearly stating the terms and conditions of employment Avoid vague, general statements and promises Require return of a signed acceptance of the offer © 2008 Thomson/SouthWestern All rights reserved 8–36