Download - Selection Overview Human Resource Management
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SELECTIONOVERVIEW
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1.THE SIGNIFICANCE OF EMPLOYEE SELECTION
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… a process of choosing
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P… from a group of ap licants
PPPPP
P
PP PPPPPP
P PPPP
PPP
P PP P
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PP P
P
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GOAL… MATCH PEOPLE WITH JOBS
AND THE ORGANIZATION
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2.ENVIRONMENT FACTORS AFFECTING THE SELECTION PROCESS
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CONSIDERATION
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SPEED OF DECISION
MAKING
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ORGANIZATIONAL HIERARCHY
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APPLICANT POOL
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TYPE OF ORGANIZATION
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PROBATIONARY PERIOD
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3.THE PRELIMINARY INTERVIEW
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TO ELIMINATE THOSE WHO DO NOT MEET POSITION’S REQUIREMENTS
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HOW
INTERVIEWERS ASK STRAIGHT FORWARD QUESTIONS
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WHY
TO PREVENT BOTH FIRMS AND APPLICANTS FROM WASTING TIMES
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ADVANTAGESBuild good will for firms
Maximize recruitmentSelection effectiveness
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PHONE INTERVIEW
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VIDEOTAPED
INTERVIEW
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COMPUTER INTERVIEW
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4.ADMINISTRATION OF SELECTION TESTS
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IN THE PUBLIC SECTORMEDIUM-SIZED
LARGE COMPANIES
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HONESTYSAFETY
WORK VALUESDRUG AVOIDANCE
CUSTOMER SERVICE SKILLSATTITUDE TOWARD SUPERVISION
ADVANTAGES
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…SO NUMEROUS & COMPLEX
POTENTIAL PROBLEMS
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CHARACTERISTICS
STANDARDIZATIONOBJECTIVITY
NORMRELIABILITYVALIDITY
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5.TYPES OF VALIDATION STUDIES
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CRITERION-RELATED VALIDITY
CONCURRENT VALIDITY
PREDICTIVE VALIDITY
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CONTENT VALIDITY
CONSTRUCT VALIDITY
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6.TYPES OF EMPLOYMENT TESTS
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COGNITIVE APTITUDE TESTS
ABILITY MEMORYVOCABULARY
VERBAL FLUENCYNUMERICAL ABILITY
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PSYCHOMOTOR ABILITIES TESTS
STRENGTH COORDINATION DEXTERITY
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JOB-KNOWLEGDE TESTS
CANDIDATE’S KNOWLEDGE OF THE DUTIES OF THE JOB
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WORK-SAMPLE TESTS
A HIGH PREDICTIVE VALIDITY, REDUCES ADVERSE IMPACT, BE MORE ACCEPTABLE TO APPLICANTS.
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VOCALTIONAL INTEREST TESTS
COMPARES ONE’S INTERESTS WITH THOSE OF SUCCESSFUL
EMPLOYEES
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PERSONALITY TESTS
FIRMS CAN CREATE DIVERSE TEAMS FOR
CREATIVITY OR HOMOGENEOUS TEAMS
FOR COMPATIBILITY.
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DRUG AND ALCOHOL TESTING
DRUG TESTING IS MORE COMMONPLACE IN THE U.S
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GENETIC TESTING
DETERMINE WHETHER A PERSON CARRIES THE GENE MUTATION FOR HEART DISEASE, COLON CANCER, BREAST CANCER, AND HUTINGTON’S DISEASE
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7.THE EMPLOYMENT INTERVIEW
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A GOAL – ORIENTED CONVERSATION IN WHICH THE INTERVIEWER AND APPLICANT EXCHANGE INFORMATION
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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
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CONTENT OF THE INTERVIEW
OCCUPATIONAL EXPERIENCE ACADEMIC ACHIEVEMENT INTERPERSONAL SKILLS PERSONAL QUALITIES ORGANIZATIONAL FIT CANDIDATE OBJECTIVES
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8.TYPE OF INTERVIEW
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U STRUCTUREDCOMPREHENSIVE
MORE TIME CONSUMING THE APPLICANTS MAY VOLUNTEER
INFORMATION THAT THE INTERVIEWER DOES NO NEED TO KNOW.
N
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STRUCTURED SITUATIONAL QUESTIONSJOB-KNOWLEDGE QUESTIONSJOB-SAMPLE SIMULATION QUESTIONSWORKER REQUIREMENTS QUESTIONS
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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
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9.METHODS OF INTERVIEWING
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ONE ON ONE INTERVIEW
Less threatening
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GROUPINTERVIEW
INTERPERSONAL COMPETENCE AS ENGAGING IN GROUP DISCUSSION
SAVES TIME FOR BUSY PROFESSIONALS AND EXECUTIVES
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BOARDINTERVIEW
THE CANDIDATE HAS LEARNED A LOT ABOUT THE COMPANY, THE STRONG TEAM CULUTRE,
ITS PEOPLE.
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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.
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REALISTIC JOB
PREVIEWS
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LEGAL IMPLICATIONS OF INTERVIEWING
ONE SIMPLE RULE, ALL QUESTIONS MUST BE JOB-
RELATED
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LEGAL IMPLICATIONS OF INTERVIEWING
AVOIDING OF DISCRIMINATION
APPEARANCE
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IN CASE THERE ARE DISABLED CANDIDATES, INTERVIEWERS SHOULD
INQUIRE ABOUT THE NEED FOR REASONABLE ACCOMODATIONS.
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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
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10.ASSESSMENT CENTER
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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.
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11.PERSONAL REFERENCE
CHECKS
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GAIN ADDITIONAL INSIGHT INTO THE INFORMATION
PROVIDED BY AN APPLICANT AND TO VERIFY
THE ACCURACY OF THE INFORMATION PROVIDED.
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12.PROFESSIONAL REFERENCES
AND BACKGROUND INVESTIGATIONS
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PREVIOUS EMPLOYMENTEDUCATION
PERSONAL REFERENCESCRIMINAL HISTORYDRIVING RECORDCIVIL LITIGATION
WORKERS’ COMPENSATION HISTORYCREDIT HISTORY
SOCIAL SECURITY NUMBER
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13.NEGLIGENT HIRING AND
RETENTION
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NEGLIGENT HIRING
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NEGLIGENT RETENTION
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14.POLYGRAPH TESTS
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…TO VERIFY BACKGROUND INFORMATION
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15.THE SELECTION
DECISION
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THE PERSON WHOSE QUALIFICATIONS MOST CLOSELY CONFORM TO THE REQUIREMENTS
SHOULD BE SELECTED.
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16.PHYSICAL EXAMINATION
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TO DETERMINE WHETHER AN APPLICANT IS
PHYSICALLY CAPABLE OF PERFORMING THE WORK
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17.NOTIFICATION OF
CANDIDATES
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THE SELECTION PROCESS RESULTS SHOULD BE MADE
KNOWN TO BOTH SUCCESSFUL AND UNSUCCESSFUL
CANDIDATES AS SOON AS POSSIBLE.
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THANK YOU