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Human Resource Management ELEVENTH EDITON

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Human Resource Management ELEVENTH EDITON SECTION 2 Staffing the Organization Robert L. Mathis John H. Jackson Chapter 8 Selecting Human resources – PowerPoint PPT presentation

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Title: Human Resource Management ELEVENTH EDITON


1
Human Resource Management ELEVENTH EDITON
SECTION 2 Staffing the Organization
Robert L. Mathis ? John H. Jackson
Chapter 8
  • Selecting Human resources

PowerPoint Presentation by Dr. Zahi Yaseen
2
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.

3
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

4
Typical Division of HR Responsibilities
Selection
Figure 1
5
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

6
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.

7
Job performance, selection criteria, and
predictors
Figure 2
8
HR Employment Functions
  • 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.

9
Selection Process Flow Chart
Figure 3
10
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.

11
Selecting Human resources
Pre-Employment Screening
  • Pre-screening interview
  • Verify minimum qualifications
  • Electronic pre-screening
  • Scanning resumes and applications
  • Electronic submission
  • of applications

12
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 applicants 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.

13
Selecting Human resources
Selection Testing
  • Ability Tests
  • - Cognitive Ability Tests
  • Measure an individuals 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
  • persons responds in certain situations.

14
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 persons intellectual and emotional
    suitability for
  • employment

15
Big Five Personality Characteristics
Figure 4
16
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

17
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

18
Selecting Human resources
  • Biographical Interview
  • -Focuses on chronological exploration of
    the candidates
  • past experience.
  • Behavioral Interview
  • - giving specific examples of how they
    have performed a
  • certain task or handled a problem in
    the past.
  • - Helps discover applicants 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.

19
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.

20
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

21
Who Does Interviews
Figure 5
Individuals
Panel Interviews
Interviews
Video Interviewing
Team Interviews
22
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.

23
  • .

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
24
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.

25
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 applicants responses are
    socially acceptable rather than factual
    responses.

26
Problems in the Interview
Problems in the Interview
27
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
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