1 / 42

Selection

Selection. Employer’s Perspective. Selection Learning Objectives. Explain the Selection Process Identify Sources of Information Explain Value of Selection Instruments Discuss Approaches to Interviewing Describe Selection Decision Strategies. Selection.

dawn
Download Presentation

Selection

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. Selection Employer’s Perspective

  2. Selection Learning Objectives • Explain the Selection Process • Identify Sources of Information • Explain Value of Selection Instruments • Discuss Approaches to Interviewing • Describe Selection Decision Strategies

  3. Selection The process of choosing individuals who have relevant qualifications to fill existing or projected job openings.

  4. Selection Process • Matching job specifications Against Applicants qualifications • Specs Based to Job Description

  5. Selection and Job Analysis • Job Analysis leads to Job Specification • Job Specs Selection Criteria • Establish K-S-A • Match Candidates and Job Criteria

  6. Steps in the selection process Hiring Decision Medical Examination/ Drug Testing Supervisory Interview or Team Interview Preliminary Selection in HR Department Background Investigation Employment Tests Initial Interview in HR Department Completion of Application Form NOTE: Steps may vary. An applicant may be rejected after any step in the process.

  7. Selection Tools (Evaluation) • Application Forms and/or Resumes • Academic Credentials(Transcripts) • Interview Assessment • Tests • References

  8. Reliability Definition The degree to which interviews, tests, and other selection procedure yield comparable data over time and alternative measures.

  9. Validity How well a test or interviewselection procedure measures a person’s attributes.

  10. Sources of Information About Job Candidates • Application Forms-résumés • Biographical information Blanks • Interview Assessments • Psychological Tests • Background Review (Recommendations) • Polygraph Tests(in Europe) • Honesty And EthicalTests • Medical Examination/Drug Screens • References (academic/employer) • Police andCredit Checks

  11. Interview Validity • Reliability (Repeated Results Comparisons) • Selection Criteria • Structure Level of the Interview

  12. Interviewing Methods • Non-directive Interviews (Candidate Leads-Tell Me about…) • In-Depth (Professionals/Psychologist) • Patterned(Same Questions to All Candidates) • Structured (Planned Questions) • Situational (Past Examples) • Behavioral • Case

  13. The Non-Directive Interview • Candidates Leads (Tell me about…) • Information, Attitude, Feelings, Flow • Tell you more than can ask • Professional/Manager/Executive Level Jobs

  14. Nondirective Interview An interview in which the applicant is allowed the maximum amount of freedom in determining the course of the discussion, while the interviewer carefully refrains from influencing the applicant’s remarks.

  15. The In-Depth Interview • Non-directive Elements • Follow-up with structured in-depth Questions • Focus on Feelings, Attitudes, Judgments • Probing Selected Factors: Why?(Judgments/Decisions) • Focus on Problems – Create Stress And Apply Pressure • Investigate Career Progress Potential; Not just immediate job opening.

  16. The Pattern Interview • Detailed Questions in Targeted Dimensions-Personal Traits Needed • Follow a Form: For Comparisons • High Validity and Reliability • Separate Facts from Inferences • Requires SomeInterviewer Training • Creates a Consistent Flow of Info

  17. Structured Interview • An interview structure with planned standardized questions. • Anticipate an established set of answers • Same interview questions for all candidates.

  18. The Highly Structured Interview • Questions Based on Job Requirements • Pre-identified Questions • Sample Good Responses • Multiple Raters Per Candidate • Consistency Applied • Written Documentation Required • “Fostered by EEO Requirements”

  19. Types of Questions • Situational Questions (Reality Focus) • Job Knowledge Questions (Capability and technical competencies) • Simulation Questions (Results Focus-Realistic Job Situations) • Requirements of Job (Qualifications) • Behavioral Questions (Motivations)

  20. Advantages of Patterned and Structured Interviews • Obtains Decision Making Facts • Eliminates Discrimination • Less Legal Liability • Reliable and Valid • Drives thorough Info Collection

  21. Situational Interview An interview in which an application given a hypothetical incident and asked how he or she “would” respond to it. Actions And Behaviors

  22. Behavioral BasedInterview (BBI) An interview in which an applicant is asked questions about what he or she actually “did” in a given situation. “Past Predicts Future”

  23. EMPLOYERS SHOULD CONSIDER “CAN-DO” AND “WILL-DO” FACTORS IN SELECTING PEOPLE “CAN-DO” FACTORS Knowledge Skills Aptitudes “WILL-DO” FACTORS Motivation Interests Personality characteristics JOB PERFORMANCE X =

  24. Panel Interview An interview in which a board of interviewers questions and observes a single candidate. Planned questions.

  25. Panel Evaluations Summation of several interviewers evaluations in different interviews with different people in different situations.

  26. Types of Questions to Use • Open Ended Questions • Hypothetical Case Questions • Past Behavioral Inquiries-(give example of…) • Why-Where-Who-How-What • Steady Probing into Background Traits/Skills • Stress and Pressure Inducing

  27. Types of Questions interviewers Avoid • YES/NO Responses • CONTENT/SKILLS if already apparent • Illegal Questions • Non-job-relevant Questions

  28. Guidelines for Employment Interviews • Establish the objectives and scope of each interview. • Establish and maintain rapport. • Be an active listener-keep applicant talking. • Pay attention to body language-nonverbal communication. • Provide information as freely and honestly as possible. • Use questions effectively-be consistent between candidates. • Separate facts from inferences. • Recognize biases and stereotypes. • Avoid the influence of “beautyism.” • Avoid the halo error-one good/bad quality overly influencesthe hiring decision. • Control the course of the interview-avoid candidate leadingthe process. • Standardize the types of questions asked. • Keep careful notes-avoid “gut” reactions. • End interview effectively with accurate follow-up instructions.

  29. Factors Influencing Interview Results APPLICANT • Age, race, sex, etc. • Physical appearance • Educational and work background • Job interests and career plans • Psychological characteristics: attitude, intelligence, motivation, etc. • Experience and training as interviewee • Perceptions regarding interviewer, job, company, etc. • Verbal and nonverbal behavior INTERVIEWER • Age, race, sex, etc. • Physical appearance • Psychological characteristics: attitude, intelligence, motivation, etc. • Experience and training as interviewer • Perceptions of job requirements • Prior knowledge of applicant • Goals for interview • Verbal and nonverbal behavior SITUATION • Political/legal environment • Marketplace • organization • Role of interview in selection system • Selection ratio • Physical setting: comfort, privacy, number of interviewers • Interview structure Employment Interview Interview Outcome and Decision Result

  30. Employment Tests • Objective-aid interview process • Norm Group Comparison • Job Related • Designed to Evaluate Applicant’s: • Values • Interests • Personal Characteristics (Personality/Attitudes) • Skills (KSAs)

  31. Assessment Testson the Web

  32. “Values” Tests Measure a persons beliefs and motivations • Examples: Ethics, honesty, work ethics, money, power, leadership, control needs,etc.

  33. “Interests” Tests Measure a person’s interests in various activities • Examples: Hobbies, enjoyments, dislikes, job dimensions,etc.

  34. “Aptitude” Tests Measure of a person’s capacity to learn or acquire skills-intellectual capacity and emotional desire.

  35. Achievement Tests Measures what a person knows or can do right now.

  36. “Personality” Tests Measures the type of personality characteristics. • Examples: Assertiveness, extroversion, organization, decisiveness, etc.

  37. Evaluation Forms • There are several different evaluation forms on the web. • Several • Copy/scan forms • Review forms before interview

  38. Evaluation Forms Essential to comparing job candidates and recording impressions. “Paper and Online”

  39. Employment Applications Locate on organizations websites Review before interviewing Determine qualifications sought Focus interview questions on job needs

  40. Evaluation Forms Career Center Website Forms in Career University Review forms before interviewing

  41. If you would like to learn more, Career Planning Strategies textbook will supply additional information on this topic.

More Related