chapter 8: selecting human resources

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Chapter 8: Selecting Human ResourcesChapter 8: Selecting Human Resources

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Selection and PlacementSelection and Placement

• SelectionThe 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.”

• PlacementFitting a person to the right job.

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Typical Division of HR Responsibilities: SelectionTypical Division of HR Responsibilities: Selection

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HR Employment FunctionsHR 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.

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PlacementPlacement

• Person-job FitMatching 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 FitThe congruence between individuals and

organizational factors.

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Criteria, Predictors, and Job PerformanceCriteria, Predictors, and Job Performance

• Selection Criterion A characteristic that a person must have to do a job successfully

• Predictors The measurable or visible indicators of a selection criterion

• Validity The correlation (strength of association) between a predictor and

job performance

• Reliability The extent to which a predictor repeatedly produces the same

results, over time

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Combining PredictorsCombining Predictors

• Multiple HurdlesEstablishing 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 ApproachScores on all predictors are added together, allowing

a higher score on one predictor to offset a lower score on another predictor.

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The Selection ProcessThe Selection Process

• Legal Concerns in the Selection ProcessEqual employment opportunity (EEO) laws and

regulations Non-discriminatory job-related selection practices

Who is an applicant? The employer must have taken steps to fill a particular job. The individual must follow the application procedure. The individual must have expressed interest in a particular

position.Applicant Flow Documentation

Employers must collect data on the race, sex, and other demographics of applicants to fulfill EEO reporting requirements.

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Applicant Job InterestApplicant Job Interest

• Realistic Job PreviewThe 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.

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Pre-Employment ScreeningPre-Employment Screening

• Pre-Screening InterviewPurpose: verify minimum

qualifications• Electronic Screening

Use applicant tracking systems when:

The volume of applicants is large The quality of hires needs to be increased Hiring cycles need to be shortened The cost of hiring needs to be reduced The firm needs to reach geographic areas not visited by

recruiters

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ApplicationsApplications

• Purposes of ApplicationsRecord of applicant’s interest in the jobProvides a profile of the applicantBasic record for applicants who are hiredResearch effectiveness of the selection process

• Resumes as ApplicationsResumes are applications for EEO purposes.Resumes should be retained for at least three years.

• Immigration Forms (Eligibility to Work) INS I-9 form must be completed within 72 hours.

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Selection Testing: Ability TestsSelection Testing: Ability Tests

• Cognitive Ability Tests Measure an individual’s thinking, memory, reasoning, and verbal

and mathematical abilities.

• Physical Ability Tests Measure an individual’s strength, endurance, and muscular

movement

• Psychomotor Tests Measure an individual’s dexterity, hand-eye coordination, arm-

hand steadiness, and other factors.

• Work Sample Tests Require an applicant to perform a simulated task.

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Selection Testing: Ability Tests (cont’d)Selection Testing: Ability Tests (cont’d)

• Situational Judgment Tests Measure a person’s judgment in work settings.

• Assessment Centers A series of evaluation exercises and tests used for the selection

and development of managerial personnel. Multiple raters assess participants in multiple exercises and

problems that are job content-related to the jobs for which the individuals are being screened.

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Big Five Personality Big Five Personality CharacteristicsCharacteristics

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Selection InterviewingSelection Interviewing

• Reliability and Validity of Interviews Intra-rater reliability: interviewers who are consistent

in their ability to select individuals who will perform well.

Inter-rater reliability: the extent to which different interviewers agree in the selection of individuals who will perform well.

Face validity: a test that appears to be valid because external observers assume, without proof, that it is.

Unstructured interviews are less reliable and less valid than structured interviews.

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Structured InterviewsStructured Interviews

• Structured InterviewUses a set of standardized questions asked of all job

applicants.Useful for initial screening and comparisons

• BenefitsObtains consistent information needed for selection

decision Is more reliable and valid than other interview formatsMeets EEO guidelines for the selection process

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Structured Interviews (cont’d)Structured Interviews (cont’d)

• Biographical InterviewFocuses on a chronological exploration of the

candidate’s past experiences.• Behavioral Interview

Applicants are asked to give specific examples of how they have performed a certain task or handled a problem in the past.

Helps discover applicant’s suitability for current jobs based on past behaviors.

Assumes that applicants have had experience related to the problem.

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Structured Interviews (cont’d)Structured Interviews (cont’d)

• Competency InterviewSimilar to the behavioral interview except that the

questions are designed specifically to provide the interviewer with something to measure the applicant’s response against—that is, the “competency profile” for the position, which includes a list of competencies necessary to do that particular job.

• Situational InterviewApplicants are asked how they would respond to a

specific job situation related to the content of the job they are seeking.

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Less Structured InterviewsLess Structured Interviews

• Nondirective InterviewApplicants 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.

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Who Does InterviewsWho Does Interviews

VideoVideoInterviewingInterviewing

IndividualsIndividuals PanelPanelInterviewsInterviews

TeamTeamInterviewsInterviews

InterviewsInterviews

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Effective InterviewingEffective Interviewing

• Conducting an Effective InterviewPlanning the interviewControlling the interviewUsing effective questioning techniques

• Questions to AvoidYes/No questionsObvious questionsQuestions that rarely produce a true answerLeading questions Illegal questionsQuestions that are not job related

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Questions Commonly Used Questions Commonly Used in Selection Interviewsin Selection Interviews

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Problems in the InterviewProblems in the Interview

Problems in Problems in the Interviewthe Interview

HaloHaloEffectEffect

SnapSnapJudgmentsJudgments

NegativeNegativeEmphasisEmphasis

Biases andBiases andStereotypingStereotyping

CulturalCulturalNoiseNoise

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Background InvestigationBackground Investigation

• Falsification of Background Information Many applications

and resumes contain factual misstatements or significant omissions.

• Sources of Background Information Previous-employment records Criminal records Drug tests Education/degree documentation Professional certifications/licenses Motor vehicle records Credit history Honesty tests Social Security number Sex offenders lists Worker’s compensation records Military records

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Background Investigation (cont’d)Background Investigation (cont’d)

• Reference Checking MethodsTelephoning the referenceUse of preprinted reference forms

• Giving References on Former EmployeesEmployers can incur a civil liability for statements

made about former employees.Employers have adopted policies restricting the

release of reference information to name, employment dates, and job title.

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Background Investigation (cont’d)Background Investigation (cont’d)

• Legal Constraints on Background InvestigationRisks of negligent hiring and retention

Due diligence: investigating an applicant’s background to avoid suits for actions of the employee.

Obtaining signed releases from applicants is necessary to avoid problems with privacy issues.

Negligent hiring Occurs when an employer fails to check an employee’s

background and the employee injures someone.Negligent retention

Occurs when an employer becomes aware that an employee may be unfit for employment, continues to employ the person, and the person injures someone.

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Background Investigation (cont’d)Background Investigation (cont’d)

• Fair Credit Reporting ActRequires disclosure of a credit check

Requires written consent of applicant

Requires copy of report be given to the applicant

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Medical Examinations and InquiresMedical Examinations and Inquires

• American With Disabilities Act (ADA)Prohibits pre-employment medical examsProhibits rejecting persons for disabilities or asking

disability-related questions until after a conditional job offer is made.

• Drug TestingTests must be monitored to protect integrity of results.

• Genetic TestingTests for genetic links to workplace hazardsTests for genetic problems related to the workplaceTests to exclude workers for increased risks

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Making the Job OfferMaking the Job Offer

• Offer GuidelinesFormalize 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.

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Staffing Global AssignmentsStaffing Global Assignments

Types of Global EmployeesTypes of Global Employees

ExpatriateExpatriate Third-Country Third-Country NationalNational

Host-Country Host-Country NationalNational

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Selection Factors for Global EmployeesSelection Factors for Global Employees