selection - human resource management
TRANSCRIPT
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Selection
Process of choosing from group of applicants theindividual best suited for a particular position and theorganization
Goal is to properly match people with jobs andorganization
Top performers contribute from 5-22 times more valueto companies than midlevel or low performers
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Environmental Factors Affectingthe Selection Process
Legal considerations
Decision making speed Organizational hierarchy
Type of organization
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Selection Ratio
Number of people hired for a particular jobcompared to number of individuals in theapplicant pool
Selection ratio of 0.10 indicates that therewere 10 qualified applicants for an openposition
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The Selection ProcessExternal EnvironmentInternal Environment
Selection Tests
Preliminary Interview
Employment Interviews
Pre-Employment Screening:Background and Reference Checks
Selection Decision
Physical Examination
New Employee
Recruited Candidate
RejectedApplicants
Review of Applications and Rsums
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Preliminary Interview: Telephone Interview
Removes unqualified candidates
Narrow pool of applicants before having formal face-to-face interview
Not possible to observe nonverbal cues
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Types of Employment Tests
Cognitive aptitude Psychomotor abilities
Job Knowledge
Work-sample (simulation)
Vocational Interest
Personality TestIt can be expensive to develop a test to measuredifferent characteristics. Many employers purchaseexisting tests from a variety of sources. There areliterally hundreds of published tests from which to
choose and some of the more useful tests cost as littleas $ 1 per applicant.
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Cognitive Aptitude Tests
Measures individuals ability to learn,
as well as to perform a job. Two bestknown cognitive abilities are Mathsand verbal.These form the basis fortests such as SAT & GRE
Scholastic Aptitude Test & Graduate
Record Examination
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Minnesota Clerical Test
Clerical aptitude is another cognitive ability that hasproved useful in selecting people for a wide variety of
jobs.
This test requires applicants to rapidly check numbersand names for accuracy.The ability to rapidly compareentries is a good predictor of many types of jobperformance especially in secretarial and clerical jobs.
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Minnesota Clerical Test(formerly Minnesota vocational test for clerical workers)
Name ------------------ Name ------------------
Test 1- Number Comparison Test 2- Name Comparison
Number Right ------------------- Name Right -----------------
Number Wrong -------------------- Name Wrong ----------------
Score = RW Score = RW Percentile Rating ----------------- Percentile Rating -----------------
INSTRUCTIONS
On the inside pages there are two tests. One of the tests consists of pairs
of names and the other of pairs of numbers. If the two names or the two
numbers of a pair are exactly the same make a check mark ( ) on the line
between them: if they are different, make no mark on that line. When the
examiner says Stop draw a line under the last pair at which you havelooked.
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Samples done correctly of pairs of Numbers
79542 _________ 79452
1234567 ________ 1234567
Samples done correctly of pairs of Names
John C.Linder ________ John C. Lender
Investors Syndicate ________ Investors Syndicate
This is a test for speed and accuracy. Work as fast as you can withoutmaking mistakes. Do not turn this page until you are told to begin.
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Psychomotor Abilities Tests
Limb movement Strength
Coordination
Finger Dexterity
These tests used for positions
with high manual requirements
such as assembling radio orT.V components and watches
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Work-Sample Test
Tests requiring applicant to perform task or set of tasksrepresentative of job.
Applicants are asked to run the machines they would run if
they got the job. Then the quantity and quality of their workare systematically graded and compared with the work ofother applicants.
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1.Programming test for computer programmers.
2.Standard driving course for delivery persons
3.Standardised typing ,word processing orspreadsheet applicants problems for secretarialand clerical help.
4.Auditions used by a symphony orchestra orballet company.
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2008 by Prentice Hall 6-16
Vocational Interests
Indicates occupation in which personis most interested and most likely to
receive satisfaction from Primary used in counseling and
vocational guidance
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Personality Tests
Traits
Temperaments
Dispositions
A)Objective Test
B)Projective Test
C)Situation Test
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Polygraph Test Called Lie detector test.The polygraph is an instrument that records changes
in breathing, blood pressure, pulse and skin response associated withsweating of palms and then plots these reactions on paper.The person beingtested with a polygraph is asked a series of questions.Some are neutral toachieve a normal response; others are stressful to indicate a response made
under pressure.
Applicant may be asked:
Is your name Smith?
Have you ever stolen from an employer?
Objections have been raised to the use of polygraph in personnelselection.Therefore, govt made it illegal for most private organisations to usepolygraph as a selection device.
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Graphoanalysis
(Handwriting Analysis)
Many people view handwriting analysis in same context as
astrology
In Europe, many employers use graphoanalysis to helpscreen and place job applicants.
Exchange Bank in California, Fike Corporation in BlueSprings & Missouri use profiles based on handwritingsamples to design follow up interviews.
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ReliabilityAbility of a test to give consistent results
ValidityDegree to which a test measures what it issupposed to measure (Basic Requirement)
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RELIABILITY
Reliability refers to how stable or repeatable ameasurement is over a variety of testing conditions.
Test- retest reliability:
To assess reliability, give the same test to applicantson 2 different occasions and correlate the scores.
Inter-rater reliability:The extent to which 2 or more interviewers
assessments are consistent with each other.
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VALIDITY
For a selection test to be useful, it is not sufficient for it to be repeatable orstable.. The measures it gives must also be valid.
Validity addresses the question of what a test measures and how well it has
measured it.
In selection, the primary concern is whether the assessment techniqueresults in accurate predictions about the future success or failure of anapplicant.
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A test therefore, has construct validity when it actually measures theunobservable trait that it claims to measure. Because traits cannotbe directly observed, however, construct validity cannot beestablished in a single study but can be assumed to exist only onthe basis of large body of empirical work yielding consistent results.
CRITERION RELATED VALIDITY:
The extent to which selection technique can accurately predict one or moreimportant elements of job behavior is called ----.
Scores on a test or performance in some simulated exercise are correlatedwith measures of actual on the job performance. The test is called apredictor, the performance score is referred to as a criterion.
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Criteria relevant to personnel selection include measuressuch as quality or quantity of output, supervisory ratings,absenteeism ,accidents, sales.
Org must exercise care in choosing a measure that bestreflects the actual contributions of employees to itseffectiveness.Not all criterion can be predicted equallywell from any particular type of selection tool.
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TWO TYPE OF CRITERION RELATED VALIDITY
PREDICTIVE VALIDITY:
Degree to which test scores determine future jobbehavior of a candidate.
It is determined by using the scores obtained from asample of applicants for a job. The steps in a predictivevalidity study for a given test are:
1.Administer the test to a large no. of applicants
2.Select individuals for the job.It is actually preferable ifthe test whose validity is being measured is not used inhiring decisions.
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3. Wait an appropriate amt of time and then collectmeasures of job performance
4. assess the strength of predictor criterion relationship
Drawback:
Employer first must wait until it has hired a large no. ofppl for whom it has predictor scores and then until it canobtain meaningful measures of job performance for theppl who were hired.
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CONCURRENT VALIDITY:
Extent to which there is positive corelation between jobperformance and test scores of present employees.
It is used to determine whether a selection test can predict jobperformance. In this, first step is to administer the tests topresent employees performing the job. At the same time perf.Measures for these emps are also collected.
The test scores are then correlated with the perf measures. Ifthe test is significantly related to perf. , it would be a candidatefor future use with applicants in the selection process.
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Employment Interview
Goal-oriented conversation where interviewer andapplicant exchange information.It continues to be primarymethod used to evaluate applicants
Content of Interview:
Occupational experience
Academic achievement Interpersonal skills
Personal qualities
Organizational fit
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Structured (Directive or Patterned) Interview
Series of job-related questions asked of eachapplicant for particular job
Increases reliability and accuracy by reducing
subjectivity and inconsistency of unstructuredinterviews
Situational questions Job knowledge questions
Job-sample simulation questions
Worker requirements questions
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Methods of Interviewing
One-on-one interview- Applicant meets one-on-one withinterviewer
Group interview- Several applicants interact in presence
of one or more company representatives
Board interview- Several firm representatives interviewcandidate at same time
Multiple Interviews- Applicants are interviewed by peers,subordinates, and supervisors
Stress interview- Anxiety is intentionally created
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Potential Interviewing Problems:Inappropriate Questions
Most basic interviewing rule is this: Ask onlyjob-related questions
Interview is a test subject to the samevalidity requirements as any other step inthe selection process
Historically, the interview has been morevulnerable to charges of discrimination thanany other tool used in the selection process
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Potential Interviewing Problems:Premature Judgments
Interviewers often make judgments aboutcandidates in the first few minutes of theinterview
Some interviewers believe their ability toread a candidate is superior
When this occurs, a great deal of potentiallyvaluable information is not considered
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Potential Interviewing Problems:Interviewer Domination
Relevant information must flow both ways
Interviewers must learn to be goodlisteners as well as suppliers ofinformation
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Potential Interviewing Problems:Contrast Effects
An error in judgment may occur when aninterviewer meets with several poorlyqualified applicants and then confronts amediocre candidate
Last applicant may appear to be better
qualified than he or she actually is
Opposite can also occur
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Potential Interviewing Problems:Lack of Training
Interview is much more than carrying on aconversation with another person
Expense of training employees ininterviewing skills can be easily justified
What does Tell me about yourself mean
to a trained interviewer
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2008 by Prentice Hall 6-41
Potential Interviewing Problems:Nonverbal Communication
Body language is the nonverbalcommunication method in which physical
actions such as motions, gestures, andfacial expressions convey thoughts andemotions
Interviewers should make a consciouseffort to view themselves as applicants doto avoid sending inappropriate orunintended nonverbal signals
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2008 by Prentice Hall 6-42
Concluding the Interview
When the interviewer has obtained thenecessary information and answered theapplicants questions, he or she should
conclude the interview
Management must then determine
whether the candidate is suitable for theopen position and organization
Tell the applicant that he or she will benotified of the selection decision shortly
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Pre-Employment Screening:Background Investigations
Determine accuracy of information submitted or to determineif vital information was not submitted
Objective is to hire better workers
Information from individuals who know the applicant provide
additional insight into the information furnished by theapplicant and verification of its accuracy
Possible flaw - Virtually everyone can name three or four
individuals willing to make favorable statements
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Elements to Verify
Previous employment
Education verification Criminal history
Civil litigation
Workers compensation history
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Selection Decision: Person whose qualifications most closely conform to
requirements of position and organization should beselected
Medical Examination:
Determines whether applicant physically capable of
performing the work
Useful for physical requirements and for insurance
purposes related to pre-existing conditions.
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Notification to Candidates
Results should be made known to candidates assoon as possible
Delay may result in firm losing prime candidate
Unsuccessful candidates should also be
promptly notified
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Metrics for EvaluatingRecruitment/Selection Effectiveness
Recruiting Costs
Cost per hire may be determined by dividingrecruiting expenses by number of recruits hired
Selection Rate
Number of applicants hired from group of
candidates expressed as percentage
Acceptance Rate
Percent of those who accepted job from number