Dessler, Cole, and Sutherland Human Resources Management in Canada Canadian Eighth Edition

1. Dessler, Cole, and Sutherland Human Resources Management in Canada Canadian Eighth Edition Chapter Seven Selection 7 © 2002 Pearson Education Canada Inc., Toronto, Ontario 7-1

2. Selection -process of choosing individuals: -with relevant qualifications -for existing or projected job openings -important because: -quality of human resources determines organizational performance -high cost of inappropriate selection decisions -significant legal implications

3. The Selection Process 10. Evaluation of selection process 9. Candidate notification 8. Hiring decision 7. Realistic job preview 6. Supervisory interview 5. Background investigation and reference checking 4. Selection interview 3. Selection testing 2. Initial applicant screening 1. Preliminary reception of applicants

4. Constraints on the Selection Process -organizational policies and plans -job requirements -supply challenges -ethics -legislative requirements

5. Constraints on the Selection Process Guidelines for Avoiding Legal Problems -selection criteria based on the job -adequate assessment of applicant ability -careful scrutiny of applicant-provided information -written authority for reference checking -save all records and information -reject applicants who make false statements

6. The Importance of Reliability and Validity Reliability: -degree to which selection procedures yield comparable data over time Validity: -accuracy with which predictor measures what it is intended to measure

7. The Importance of Reliability and Validity Types of Validity • Criterion-Related Validity: • -extent results predict/significantly correlate • with work behaviour • Content Validity: • -extent adequately samples job skills/knowledge • Construct Validity: • -extent results measure job-required trait

8. Steps in the Selection Process Step 1: Preliminary Reception of Applicants -initial reception affects opinion of employer -completion of application form often required -courtesy interview may be granted applicants who appear in person -letter of acknowledgement often sent to candidates applying in writing

9. Steps in the Selection Process Step 2: Initial Applicant Screening -generally performed by HR department -candidates not meeting “must have” criteria eliminated first -candidates closely matching remaining job specifications considered further

10. Steps in the Selection Process Step 3: Selection Testing Guidelines: -use tests as supplements -validate tests -analyze current hiring/promotion standards -keep accurate records -begin a validation program -use a certified psychologist -provide appropriate testing conditions

11. Steps in the Selection Process Types of Tests Used in Selection • cognitive abilities • motor/physical abilities • personality and interests • achievement • work sampling • assessment centres • situational tests • micro-assessment • miniature job training • and evaluation • polygraph/honesty • graphology • physical exams • drug testing

12. Steps in the Selection Process Reasons for Using Medical Examinations -to determine qualification for physical requirements of position -to document any accommodation requirements -to establish record/baseline of applicant’s health -to reduce absenteeism and accidents

13. Steps in the Selection Process Legal/Ethical Issues With Drug Testing (1 of 2) Human Rights: -drug testing only permitted after written job offer extended -drug testing only permissible when bona fide occupational requirement exists -drug/alcohol addiction considered disability that must be accommodated

14. Steps in the Selection Process Legal/Ethical Issues With Drug Testing (2 of 2) Health and Safety: -employees can be disciplined for being impaired (up to discharge) -drug testing legal in safety–sensitive positions Ethical Concerns: -invasion of privacy -questionable test accuracy

15. Steps in the Selection Process Step 4: Selection Interview Interviewer Objectives: -assess applicant’s qualifications -observe applicant’s behaviour -gather information to predict future performance -communicate information about job -promote organization -determine how well applicant would fit in

16. Steps in the Selection Process Step 4: Selection Interview Applicant Objectives: -present a positive image -sell his/her skills and market positive attributes -gather information about job and organization

17. Steps in the Selection Process Types of Interviews Degree of Structure -unstructured; structured; semi-structured Purpose -stress Content -situational; behavioural; psychological Administration -one-on-one; sequential; panel

18. Steps in the Selection Process Common Interviewing Mistakes -poor planning -snap judgments -negative emphasis -halo effect -poor job knowledge -pressure to hire -contrast error -influence of nonverbal behaviour -telegraphing -too little/too much talking -playing attorney or psychologist

19. Steps in the Selection Process Interviewing and the Law -questions related to prohibited grounds of discrimination are prohibited -all interviewees must be treated identically -interview cannot be cut off due to preconceived notions about ‘ideal’ candidate -focus on job description and job specification

20. Steps in the Selection Process Designing an Effective Interview • Decide: who will be involved; selection criteria • Specify ‘musts’ and ‘wants’; weight ‘wants’ • Determine assessment strategies; develop • evaluation form • Develop interview questions for all candidates • Develop candidate-specific questions

21. Steps in the Selection Process Steps Involved in an Effective Interview 5. Review notes; evaluate candidate 4. Close the interview 3. Ask questions written in advance, in order; take notes 2. Establish rapport 1. Plan the interview

22. Steps in the Selection Process Step 5: Background Investigation and Reference Checking -use a structured form -use initial references as source of other references -be persistent

23. Steps in the Selection Process Legal Issues Regarding References -failure to check references can lead to: -negligent/wrongful hiring suits that may involve significant damages -doctrine of qualified privilege generally protects reference-provider if: -honest, fair, candid references given even if negative information is imparted

24. Steps in the Selection Process Step 6: Supervisory Interview Supervisor Usually Makes Final Decision: -best qualified to assess job knowledge/skills -can answer job-specific questions -must feel comfortable with new hire -can set up new hire for failure if not committed to individual selected -can assess fit with current team members

25. Steps in the Selection Process Step 7: Realistic Job Previews (RJPs) Benefits of RJPs Improved employee job satisfaction Reduced voluntary turnover Enhanced communication

26. Steps in the Selection Process Step 8: Making the Hiring Decision Clinical Strategy -subjective evaluation of information about each candidate Statistical Strategy -identify valid predictors and weight them statistically eg. multiple regression

27. Steps in the Selection Process Step 9: Candidate Notification -HR department makes initial offer of employment by phone; follows up in writing -candidates given reasonable time to consider offer -all finalists not selected are notified

28. Steps in the Selection Process Step 10: Evaluation of Selection Process -are selection procedures effective in identifying qualified, capable, productive employees? -are the techniques efficient and worth the costs? -are there ways to streamline or improve the process?