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TRANSCRIPT
Human Resource Management 11e.
Selecting Human Resources
Module 3
Like and archer who wounds at random is he who hires a fool or any passer-by.
-Solomon
Jack Welch (Winning) on Selection
Nothing matters more in winning than getting the right people on the field. All the clever strategies and advanced technologies in the world are nowhere near as effective without great people to put them to work.
Looking for Integrity
You also have to rely on your gut. Does the person seem real? Does she openly admit mistakes? Does he talk about his life with equal measures of candor and discretion?
When hiring for the top:
The first characteristic is authenticity. Why? Its simple. A person cannot make hard decisions, hold unpopular positions or stand tall for what he believes unless he knows who he is an feels comfortable with that.
Every leader makes mistakes. Every leader stumbles and falls. The question for a senior level leader is: does she learn from her mistakes, regroup, and them get going again with renewed speed, conviction and confidence.
Leaders are Readers
Peter Drucker (1974)- Management: Tasks, Responsibilities, Practices
An employer has no business with a mans personality. It is immoral as well as an illegal intrusion of privacy. It is an abuse of power. Employment is a specific contract calling for a specific performancean employee owes no loyalty, he owes no love and no attitudeshe owes performance and nothing else.
General Eric Shinseki
Shinseki
Top U.S. Army General. (retired)
Initiated Future Combat Systems and Stryker Interim-Force Brigade Combat Teams (Urban warfare)
Accurately predicted Iraq requirements
When asked the number one attribute needed by soldiers and commanders said judgment.
How do you hire this?
Perspectives
https://www.youtube.com/watch?v=Y7Zpm8OK3jY
Longer Video if interested:
https://www.youtube.com/watch?v=R9ki2SQdGT8
Selection and Placement
Selection
The 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.
The state (developable) or trait (stable) distinction
Placement
Fitting a person to the right job.
Target- Person-job Fit
Matching the knowledge, skills and abilities (KSAs) of people to the characteristics of jobs (tasks, duties and responsibilitiesTDRs).
Benefits of person-job fit
Higher employee performance
Lower turnover and absenteeism
Other types of fit:
Person-Organization fit- alignment with values and expectations
Person-Supervisor fit- alignment with preferred supervision style
Applicant Job Interest
Realistic Job Preview
The 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.
Refining the psychological contract with an RJP
Electronic Screening
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
Applications
Purposes of Applications
Record of applicants interest in the job
Part of defining who is an applicant
Provides a profile of the applicant
Basic record for applicants who are hired
Research effectiveness of the selection process
Resumes as Applications
Resumes 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.
Application Disclaimers and Notices
Employment-at-will
Indicates the right of the employer or employee to terminate the employment relationship at any time with or without notice or cause.
References
Obtain applicants permission to contact references on the application itself.
Employment testing
Notifies applicants of required drug tests, physical exams, or other tests.
Application time limits
Indicates how long the application will remain active.
Information falsification
Indicates that false information is grounds for termination.
EEO Considerations and Application Forms
Applications should not contain illegal (nonjob-related) questions concerning:
Marital status
Height/weight
Number and ages of dependents
Information on spouse
Date of high school graduation
Contact in case of emergency
Acceptable Documents for Verifying Eligibility to Work in the U.S.
Job Tests:Legal Concerns and Selection Testing
Legal Concerns and Selection Testing
Job-relatedness (validity) of selection tests (PERFORMANCE)
Reliability- tests the same thing over and over
Compliance with EEO and ADA laws and regulations
Proper Use of Tests in Selection
Use for additional information, not disqualification
Negative reactions by test takers to certain tests
Costs of testing versus bad hires
Example- strong relationship between conscientiousness and absenteeism
2011 Cengage Learning. All rights reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part.
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Selection Testing: Ability Tests
Ability TestsAptitude and Achievement
Cognitive Ability Tests
Psychomotor Tests
Physical Ability Tests
Work Sample Tests
Situational Judgment Tests
Assessment Centers
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Other Tests
Personality Tests
Minnesota Multiphasic Personality Inventory (MMPI)
Myers-Briggs
Fakability and personality tests
Honest/Integrity Tests
Socially desirable responses
False positives
Polygraph tests (lie detector)
The Employee Polygraph Protection Act prohibits pre-employment testing (in most instances).
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FIGURE 76
Big Five Personality Characteristics
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Controversies in Selection Testing
General Mental Ability Testing
Minority groups tend to score lower on tests
Requires business necessity defense and validation.
Personality Testing
Explains very little about actual job outcomes.
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