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SELECTION

SELECTION. Selection Process. Hiring decisions are about finding the people who will be a good fit with the job and the organization. Personnel selection: the process through which organizations make decisions about who will or will not be allowed to join the organization.

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SELECTION

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  1. SELECTION

  2. Selection Process • Hiring decisions are about finding the people who will be a good fit with the job and the organization. • Personnel selection: the process through which organizations make decisions about who will or will not be allowed to join the organization. • Selection begins with the candidates identified through recruitment and attempts to reduce their number to the individuals best qualified to perform the available job. • The best selection methods: • Will provide information that is reliable and valid and can be generalized to apply to the organization’s group of candidates. • Should measure characteristics that have practical benefits for the organization. • Must meet legal requirements in effect where the organization operates.

  3. THE SELECTION PROCESS • Initial Interview • Application Blank • Employment Interview • Reference Check • Medical Examination • Job Offer

  4. THE SELECTION PROCESS

  5. THE SELECTION PROCESS INITIAL INTERVIEW Involves screening of employees with reference to job description and job specification

  6. APPLICATION BLANK Gives a job-performance-related synopsis of what applicants have been doing, their skills and accomplishments

  7. APPLICATION BLANK • Weighted application forms - Individual items of information are validated against performance and turnover measures and given appropriate weights

  8. Employment Tests • Two broad categories of employment tests are: • Aptitude tests: assess how well a person can learn or acquire skills and abilities • Achievement tests: measure a person’s existing knowledge and skills • Other types of employment tests include: • Physical ability tests: • Evaluates muscular tension, power, endurance, flexibility, balance, and coordination • Personality tests: • Finds applicants who have desired personality traits

  9. Employment Tests • Other types of employment tests include: • Integrity tests: • Weeds out dishonest employees • Drug testing and medical examinations: • Ensures that candidates meet physical job requirements and will not be impaired on the job • Cognitive ability tests: • Designed to measure such mental abilities as: • Verbal skills • Quantitative skills • Reasoning ability

  10. Five Major Personality Dimensions Measured by Personality Inventories

  11. Interviews

  12. Interviews • Behavioral Questions: • Can you describe a time when you had to manage a heavy workload or a number of conflicting priorities? Competencies: work under pressure and ability to prioritize. • Can you tell me about a time when you improved a process or made a system work better? Competency: innovation. • Situational Questions: • A work colleague told you in confidence that she suspects another colleague of stealing. What would your actions be? Competencies: ethics and problem solving. • How do you respond to a peer who is preventing your team from completing its project? Competencies: leadership and dedication to goals.

  13. Interviews Examples of leading questions: • It’s important that people work collaboratively with others on projects. Are you a team player? Do you work well with others? • We like to have employees who are on time to work and meetings. Do you arrive to work on time? Do you find it difficult to make it to meetings on time? • You will have responsibility for a department of five people. Does this appeal to you?

  14. Interviewing Techniques • Nondirective interview: the interviewer has great discretion in choosing questions to ask. • Structured interview: uses a set of established questions. • Situational interview: the interviewer describes a situation likely to arise and asks the candidate to describe how he or she would handle it • Behavior description interview: the interviewer asks the candidate to describe how he or she handled a type of situation in the past • Face-to-face interview: one candidate, one interviewer. • Panel interview: several organizational members interview each candidate • Computerized interview: candidate responds to questions presented by the computer

  15. Interviewing Effectively • Be prepared • Put the applicant at ease • Ask about past behaviors • Listen – let the candidate do most of the talking • Take notes – write down notes during and immediately after the interview • At the end of the interview, make sure the candidate knows what to expect next

  16. REFERENCE CHECK • Verify information from the application form • Typical information verified includes: • former employers • previous job performance • education • legal status to work • credit references • criminal records

  17. MEDICAL EXAMINATION • Whether the applicant is medically suited for the specific job. • It is used to determine if the applicant can comply with the essential functions of the job.

  18. JOB OFFER Job Offers • Actual hiring decision generally made by the department manager. • Candidates not hired deserve the courtesy of prompt notification.

  19. Communicating the Decision • When a candidate has been selected, the organization should communicate the offer to the candidate. The offer should include: • Job responsibilities • Work schedule • Rate of pay • Starting date • Other relevant details

  20. Criteria for Measuring the Effectiveness of Selection Tools and Methods

  21. LUCY’S RESTAURANT: Recruiting Exercise: • In Lucy’s Restaurant your business plan requires that you employ the right number of the right types of people at the right time of the day to grow your business: • LUCY’S RESTAURANT • 20 Tables -- serving 120 meals per day • Open for Breakfast, Lunch, and Dinner (6:30 AM to 9:00PM) – 2 Shifts • There are nine employees (including Lucy) Group Deliverables: For each different position you need to staff the restaurant determine how you will hire the person(s) • Write a brief advertisement for each position type including tasks, duties, responsibilities, pay, work schedule, etc. You must describe the position and list the specifications. • Pick a group spokesperson to share the position descriptions with the class.

  22. Advertisement: (for only ONE position type) • “Lucy’s has openings for a “………..” • Tasks; duties; responsibilities; pay; work schedule; etc…) • The Requirements for this job are: (education, experience, character, etc…) • Please apply by ………………………..

  23. case CD Cases Unlimited: Choosing the Right Candidate

  24. THANK YOU

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