Foundations%20of%20Selection - PowerPoint PPT Presentation

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Foundations%20of%20Selection

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medical/physical exam. permanent job offer ... successful completion of background check, physical/medical exam, drug test, etc. ... Medical/Physical Examination ... – PowerPoint PPT presentation

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Title: Foundations%20of%20Selection


1
Fundamentals of Human Resource Management Eighth
Edition DeCenzo and Robbins
Chapter 7 Foundations of Selection
2
The Selection Process
  • The selection process typically consists of eight
    steps
  • initial screening interview
  • completion of the application form
  • employment tests
  • comprehensive interview
  • background investigation
  • conditional job offer
  • medical/physical exam
  • permanent job offer

3
The Selection Process
4
The Selection Process
  • Initial Screening
  • Involves screening of inquiries and screening
    interviews.
  • Job description information is shared along with
    a salary range.

5
The Selection Process
  • Completing the Application Form Key Issues
  • Gives a job-performance-related synopsis of what
    applicants have been doing, their skills and
    accomplishments.

6
The Selection Process
  • Completing the Application Form Key Issues
  • Legal considerations
  • Omit items which are not job-related e.g., sex,
    religion, age, national origin, race, color, and
    disability.
  • Includes statement giving employer the right to
    dismiss an employee for falsifying information.
  • Asks for permission to check work references.
  • Typically includes employment-at-will statement.

7
The Selection Process
  • Weighted application forms
  • Individual items 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.

8
The Selection Process
  • Completing the Application Form Key Issues
  • Successful applications
  • Information 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.

9
The Selection Process
  • Employment Tests
  • Estimates say 60 of all organizations use some
    type of employment tests.
  • Performance simulation tests requires the
    applicant to engage in specific job behaviors
    necessary for doing the job successfully.
  • Work sampling Job analysis is used to develop a
    miniature replica of the job on which an
    applicant demonstrates his/her skills.

10
The Selection Process
  • Employment Tests
  • Assessment centers A series of tests and
    exercises, including individual and group
    simulation tests, is 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.

11
The Selection Process
  • Comprehensive Interviews
  • Interviews involve a face-to-face meeting with
    the candidate to probe areas not addressed by the
    application form or tests.
  • They are a universal selection tool.

12
The Selection Process
  • Comprehensive Interviews
  • Interview Effectiveness
  • Interviews are the most widely used selection
    tool.
  • Often are expensive, inefficient, and not
    job-related.
  • Possible biases with decisions based on
    interviews include prior knowledge about the
    applicant, stereotypes, interviewee order.

13
The Selection Process
  • Comprehensive Interviews
  • Interview Effectiveness
  • Impression management, or the applicants desire
    to project the right image, may skew the
    interview results.
  • Interviewers have short and inaccurate memories
    note-taking and videotaping may help.

14
The Selection Process
  • Comprehensive 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.

15
The Selection Process
  • Comprehensive Interviews
  • Behavioral Interviews
  • Candidates are observed not only for what they
    say, but how they behave.
  • Role playing is often used.

16
The Selection Process
  • Comprehensive 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.

17
The Selection Process
  • Background Investigation
  • Verify information from the application form
  • Typical information verified includes
  • former employers
  • previous job performance
  • education
  • legal status to work
  • credit references
  • criminal records

18
The Selection Process
  • Background Investigation
  • Qualified 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 behavior.

19
The Selection Process
  • Background 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.

20
The Selection Process
  • Background Investigation
  • Documentation, including whom called, questions
    asked, information obtained/not obtained, is
    important in case an employers hiring decision
    is later challenged.

21
The Selection Process
  • Conditional Job Offers
  • Offers of employment made contingent upon
    successful completion of background check,
    physical/medical exam, drug test, etc.
  • May only use job-related information to make a
    hiring decision.

22
The Selection Process
  • Medical/Physical Examination
  • Should be used only to determine if the
    individual can comply with the essential
    functions of the job.
  • Americans with Disabilities Act requires that
    exams be given only after conditional job offer
    is made.

23
The Selection Process
  • Job Offers
  • Actual hiring decision generally made by the
    department manager.
  • Candidates not hired deserve the courtesy of
    prompt notification.

24
The Selection Process
  • The Comprehensive Approach
  • Comprehensive selection approach puts applicants
    through all the steps in the selection process
    before making a decision.
  • Assesses both strengths and weaknesses and is
    considered more realistic.

25
The Selection Process
  • Now Its Up to the Candidate
  • The candidate now has to decide whether this is
    the job for him or her.
  • 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.

26
Selection for Self-Managed Teams
  • If teams are given management responsibilities,
    it makes sense for them to select their own
    members.
  • Team members bring to the selection process
    varied experiences and backgrounds.
  • Team members need training in selection and
    interviewing techniques.

27
Key Elements for Successful Predictors
  • Reliability, validity, and cut scores can all
    help predict which applicants will be successful
    on the job.
  • Reliability The ability of the selection tool
    to measure an attribute consistently.

28
Key Elements for Successful Predictors
  • Validity The relationship between scores on a
    selection tool and a relevant criterion, such as
    job performance.
  • Indicates how well a selection tool predicts job
    performance.
  • Content
  • Construct
  • Criterion-related

29
Key Elements for Successful Predictors
  • Content validity The degree to which the
    content of the test, as a sample, represents
    situations on the job.
  • Construct validity The degree to which a
    particular trait is related to successful
    performance on the job.

30
Key Elements for Successful Predictors
  • Criterion-related validity The degree to which
    a particular selection device accurately predicts
    the important elements of work behavior.
  • Predictive validity uses selection test scores of
    applicants to compare with their future job
    performance.
  • Concurrent validity correlates the test scores
    of current employees with measures of their job
    performance.

31
Key Elements for Successful Predictors
32
Key Elements for Successful Predictors
  • Validity Analysis Correlation coefficients
    (validity coefficients) ranging from 1 to 1
    summarize the statistical relationship between an
    individuals test score and his/her job
    performance.

33
Key Elements for Successful Predictors
  • Cut Scores and Their Impact on Hiring
  • 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.

34
Key Elements for Successful Predictors
  • Validity Generalization This is a situation
    where a test may be valid for screening
    applicants for a variety of jobs and performance
    factors across many occupations.

35
Selection From a Global Perspective
  • Selection criteria for international assignments
    includes
  • interest in working overseas
  • ability to relate to different cultures and
    environments
  • supportiveness of the candidates family
  • Women executives have done well abroad in Asia
    and Latin America, despite past reluctance to
    assign them to these countries.

36
Final Thoughts Excelling at the Interview
  • Suggestions for making your interviews as an
    applicant successful are
  • Do some homework on the company.
  • Get a good nights rest the night before.
  • Dress appropriately.
  • Arrive for the interview a few minutes early.
  • Use a firm handshake.
  • Maintain good eye contact.
  • Take the opportunity to have practice interviews.
  • Thank the interviewer at the end of the interview
    and follow up with a thank you note.
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