THE HIRING PROCESS Step 3: Selection

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THE HIRING PROCESSStep 3 Selection

• Choosing selection methods How will job
  candidates qualifications be assessed?
• Consider
• Validity
• Reliability
• Utility (cost/benefit)
• Legality

2
Validity

• Two issues
• How well does the technique measure what it is
  meant to measure?
• How well does the information predict future
  performance
• Three types
• Criterion-related
• Content
• Construct

3
Selection Techniques

• Application forms and resumes
• Reference and background checks
• Interviews
• Nondirective v. structured
• Situational
• Behavior description

4
Selection Techniques (contd)

• Ability tests
• Physical
• Cognitive
• Achievement tests (job knowledge)
• Work sample/job tryout
• Personality tests

5
Selection Techniques (contd)

• Honesty tests
• Graphology tests
• Assessment centers
• Drug tests
• Medical examinations

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PERFORMANCE APPRAISAL

• Definition The process that measures the degree
  to which employees accomplish work requirements.
• Uses
• Provide feedback and counseling.
• Allocate rewards and opportunities.
• Evaluate and maintain HR systems.
• Create a paper trail for documentation.
• Value
• Impact on employee performance
• Impact on organizational decision-making
• Limited?

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DESIGNING A PERFORMANCE APPRAISAL SYSTEM General
Guidelines

• Objectives
• Accuracy/validity
• Practicality
• Fairness
• To optimize validity and perceptions of fairness
• Provide clear guidelines for assessing
  performance
• Use relevant performance dimensions
• Use multiple criteria
• Use qualified raters
• Provide mechanisms for employee input

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STEP 1 Deciding What To Measure

• Three general types of performance criteria
• Skills/abilities/traits
• Behaviors
• Results
• Attributes of good performance criteria
• Observable and objective
• Understandable
• Under the employees control

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STEP 2 Deciding How To Measure Performance

• Rating Individuals (against set standards)
• Rating attributes
• Graphic rating scale
• Mixed-standard scale
• Rating behaviors
• Critical incidents
• Behaviorally anchored rating scale
• Behavioral observation scale
• Organizational behavior modification

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Deciding How To Measure Performance (contd)

• Measuring Results
• Management by objectives
• Making Comparisons
• Ranking
• Forced distribution

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Who Should Judge Performance?

• Options
• Managers/supervisors
• Peers/co-workers
• Subordinates
• Top managers
• External customers
• All (360-degree appraisal)

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Who Should Judge Performance? (contd)

• Attributes
• Ability
• Motivation
• Opportunity to observe performance