selection overview human resource management

SELECTIONOVERVIEW

1.THE SIGNIFICANCE OF EMPLOYEE SELECTION

… a process of choosing

P… from a group of ap licants

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GOAL… MATCH PEOPLE WITH JOBS

AND THE ORGANIZATION

2.ENVIRONMENT FACTORS AFFECTING THE SELECTION PROCESS

CONSIDERATION

SPEED OF DECISION

MAKING

ORGANIZATIONAL HIERARCHY

APPLICANT POOL

TYPE OF ORGANIZATION

PROBATIONARY PERIOD

3.THE PRELIMINARY INTERVIEW

TO ELIMINATE THOSE WHO DO NOT MEET POSITION’S REQUIREMENTS

HOW

INTERVIEWERS ASK STRAIGHT FORWARD QUESTIONS

WHY

TO PREVENT BOTH FIRMS AND APPLICANTS FROM WASTING TIMES

ADVANTAGESBuild good will for firms

Maximize recruitmentSelection effectiveness

PHONE INTERVIEW

VIDEOTAPED

INTERVIEW

COMPUTER INTERVIEW

4.ADMINISTRATION OF SELECTION TESTS

IN THE PUBLIC SECTORMEDIUM-SIZED

LARGE COMPANIES

HONESTYSAFETY

WORK VALUESDRUG AVOIDANCE

CUSTOMER SERVICE SKILLSATTITUDE TOWARD SUPERVISION

ADVANTAGES

…SO NUMEROUS & COMPLEX

POTENTIAL PROBLEMS

CHARACTERISTICS

STANDARDIZATIONOBJECTIVITY

NORMRELIABILITYVALIDITY

5.TYPES OF VALIDATION STUDIES

CRITERION-RELATED VALIDITY

CONCURRENT VALIDITY

PREDICTIVE VALIDITY

CONTENT VALIDITY

CONSTRUCT VALIDITY

6.TYPES OF EMPLOYMENT TESTS

COGNITIVE APTITUDE TESTS

ABILITY MEMORYVOCABULARY

VERBAL FLUENCYNUMERICAL ABILITY

PSYCHOMOTOR ABILITIES TESTS

STRENGTH COORDINATION DEXTERITY

JOB-KNOWLEGDE TESTS

CANDIDATE’S KNOWLEDGE OF THE DUTIES OF THE JOB

WORK-SAMPLE TESTS

A HIGH PREDICTIVE VALIDITY, REDUCES ADVERSE IMPACT, BE MORE ACCEPTABLE TO APPLICANTS.

VOCALTIONAL INTEREST TESTS

COMPARES ONE’S INTERESTS WITH THOSE OF SUCCESSFUL

EMPLOYEES

PERSONALITY TESTS

FIRMS CAN CREATE DIVERSE TEAMS FOR

CREATIVITY OR HOMOGENEOUS TEAMS

FOR COMPATIBILITY.

DRUG AND ALCOHOL TESTING

DRUG TESTING IS MORE COMMONPLACE IN THE U.S

GENETIC TESTING

DETERMINE WHETHER A PERSON CARRIES THE GENE MUTATION FOR HEART DISEASE, COLON CANCER, BREAST CANCER, AND HUTINGTON’S DISEASE

7.THE EMPLOYMENT INTERVIEW

A GOAL – ORIENTED CONVERSATION IN WHICH THE INTERVIEWER AND APPLICANT EXCHANGE INFORMATION

COMPARE AN APPLICANT’S APPLICATION AND RESUME WITH JOB REQUIREMENTS DEVELOP QUESTIONS RELATED TO THE QUALITIES SOUGHT PREPARE THE INFORMATION OF COMPANY DETERMINE HOW TO ASK FOR EXAMPLES OF PAST BEHAVIOR OF APPLICANTS

INTERVIEW PLANNING

CONTENT OF THE INTERVIEW

OCCUPATIONAL EXPERIENCE ACADEMIC ACHIEVEMENT INTERPERSONAL SKILLS PERSONAL QUALITIES ORGANIZATIONAL FIT CANDIDATE OBJECTIVES

8.TYPE OF INTERVIEW

U STRUCTUREDCOMPREHENSIVE

MORE TIME CONSUMING THE APPLICANTS MAY VOLUNTEER

INFORMATION THAT THE INTERVIEWER DOES NO NEED TO KNOW.

N

STRUCTURED SITUATIONAL QUESTIONSJOB-KNOWLEDGE QUESTIONSJOB-SAMPLE SIMULATION QUESTIONSWORKER REQUIREMENTS QUESTIONS

ANALYZING THE JOB DETERMINE WHICH BEHAVIORAL QUESTIONS TO ASK ABOUT THE PARTICULAR JOBDEVELOP A STRUCTURED FORMAT TAILORED FOR EACH JOB.SET BENCHMARK RESPONSESTRAIN THE INTERVIEWERS.

BEHAVIORAL INTERVIEW

9.METHODS OF INTERVIEWING

ONE ON ONE INTERVIEW

Less threatening

GROUPINTERVIEW

INTERPERSONAL COMPETENCE AS ENGAGING IN GROUP DISCUSSION

SAVES TIME FOR BUSY PROFESSIONALS AND EXECUTIVES

BOARDINTERVIEW

THE CANDIDATE HAS LEARNED A LOT ABOUT THE COMPANY, THE STRONG TEAM CULUTRE,

ITS PEOPLE.

STRESS INTERVIEW

While some degree of stress may be felt in any job, it seems clear that the stress interview is not appropriate for the majority of situations.

REALISTIC JOB

PREVIEWS

LEGAL IMPLICATIONS OF INTERVIEWING

ONE SIMPLE RULE, ALL QUESTIONS MUST BE JOB-

RELATED

LEGAL IMPLICATIONS OF INTERVIEWING

AVOIDING OF DISCRIMINATION

APPEARANCE

IN CASE THERE ARE DISABLED CANDIDATES, INTERVIEWERS SHOULD

INQUIRE ABOUT THE NEED FOR REASONABLE ACCOMODATIONS.

WHEN THE INTERVIEW HAS OBTAINED THE NECESSARY

INFORMATION AND ANSWERED THE APPLICANT’S QUESTIONS, THE

INTERVIEW SHOULD BE CONCLUDED. AT THIS POINT, THE INTERVIEWER SHOULD TELL THE APPLICANT THAT HE OR SHE WILL BE NOTIFIED OF THE SELECTION

DECISION SHORTLY

10.ASSESSMENT CENTER

TECHNIQUE USED TO IDENTIFY AND SELECT EMPLOYEES FOR POSITIONS IN THE ORGANIZATIONS

Requires individuals to perform activities similar to those they might

encounter in an actual job.

11.PERSONAL REFERENCE

CHECKS

GAIN ADDITIONAL INSIGHT INTO THE INFORMATION

PROVIDED BY AN APPLICANT AND TO VERIFY

THE ACCURACY OF THE INFORMATION PROVIDED.

12.PROFESSIONAL REFERENCES

AND BACKGROUND INVESTIGATIONS

PREVIOUS EMPLOYMENTEDUCATION

PERSONAL REFERENCESCRIMINAL HISTORYDRIVING RECORDCIVIL LITIGATION

WORKERS’ COMPENSATION HISTORYCREDIT HISTORY

SOCIAL SECURITY NUMBER

13.NEGLIGENT HIRING AND

RETENTION

NEGLIGENT HIRING

NEGLIGENT RETENTION

14.POLYGRAPH TESTS

…TO VERIFY BACKGROUND INFORMATION

15.THE SELECTION

DECISION

THE PERSON WHOSE QUALIFICATIONS MOST CLOSELY CONFORM TO THE REQUIREMENTS

SHOULD BE SELECTED.

16.PHYSICAL EXAMINATION

TO DETERMINE WHETHER AN APPLICANT IS

PHYSICALLY CAPABLE OF PERFORMING THE WORK

17.NOTIFICATION OF

CANDIDATES

THE SELECTION PROCESS RESULTS SHOULD BE MADE

KNOWN TO BOTH SUCCESSFUL AND UNSUCCESSFUL

CANDIDATES AS SOON AS POSSIBLE.

THANK YOU