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Selecting Human Resources

Selecting Human Resources. CHAPTER 7. 14e. Selection and Placement. Selection : Choosing individuals with qualifications needed to fill jobs in an organization Placement : Fitting a person to the right job

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Selecting Human Resources

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  1. Selecting Human Resources CHAPTER 7 14e

  2. Selection and Placement • Selection: Choosing individuals with qualifications needed to fill jobs in an organization • Placement: Fitting a person to the right job • Attraction-selection-attrition (ASA) theory: Job candidates are attracted to and selected by firms where similar types of individuals are employed

  3. Figure 7.1 - Job Performance, Selection Criteria, and Predictors

  4. Validity • Correlation between a predictor and job performance • Correlation coefficient: Index number that gives the relationship between a predictor variable and a criterion variable

  5. Validity • Methods of establishing validity • Concurrent validity: Measured when an employer tests current employees and correlates the scores with their performance ratings • Predictive validity: Measured when test results of applicants are compared with subsequent job performance • Reliability - Extent to which the predictor or test repeatedly produces the same results over time

  6. Figure 7.2 - Concurrent and Predictive Validity

  7. Approaches for Combining Predictors • Multiple hurdles • Minimum cutoff is set on each predictor • Each minimum level must be passed • Compensatory approach • Scores from individual predictors are added combined into an overall score • Allows a higher score on one predictor to offset, or compensate for, a lower score on another

  8. Selection Responsibilities • Receiving applications • Interviewing the applicants • Administering tests to applicants • Conducting background investigations • Arranging for physical examinations • Placing and assigning new employees

  9. Selection Responsibilities • Coordinating follow-up evaluations of new employees • Conducting exit interviews with departing employees • Maintaining appropriate records and reports

  10. Figure 7.3 - Selection Process Flowchart

  11. Selection Process • Applicant job interest • Realistic job preview: Process through which a job applicant receives an accurate picture of a job • Truth-in-hiring lawsuits - Occurs when a potential employee chooses to sue a company for misrepresenting the job • Pre-employment screening • Electronic assessment screening • Screening questions to understand individual KSAs • Background, drug, and financial screening

  12. Selection Process • Employers use the revised form I-9 determine within 72 hours if an applicant is a: • U.S. citizen • Registered alien • Illegal alien

  13. Ability Tests

  14. Ability Tests

  15. Figure 7.6 - Big Five Personality Characteristics

  16. Honesty/Integrity Tests • Reduces the frequency of lying and theft on the job • Communicates to applicants the intolerance toward dishonesty • Polygraphs - Mechanical device that measures a person’s galvanic skin response, heart rate, and breathing rate • Employee Polygraph Protection Act - Prohibits the use of polygraphs for preemployment screening

  17. Assessing the qualifications of applicants In-depth selection interview Initial screening interview Selection Interviewing • Conducted at two levels

  18. Figure 7.7 - Validity and Structure in Selection Interviews

  19. Structured Interviews

  20. Less-Structured Interviews

  21. Interviewers Who Conducts Interviews? Panel Interview Several interviewers meet with the candidate at the same time Individuals Individuals Sequentially Team interview Applicants are interviewed by the team members

  22. Problems in the Interview

  23. Background Investigations • Negligent hiring: Occurs when an employer fails to check an employee’s background and the employee injures someone on the job • Negligent retention: Occurs when an employer becomes aware that an employee may be unfit for work but continues to employ the person, and the person injures someone

  24. Background Investigations • Legal constraints on background investigations • Firms that check applicants’ credit records must comply with the federal Fair Credit Reporting Act • Companies conduct criminal background checks to avoid negligent hiring lawsuits • Medical examinations and inquiries • ADA and Medical Inquiries • Drug Testing

  25. Making the Job Offer • Given over the telephone • Formalized letter is then sent to the applicant • Offer document should be reviewed by legal counsel • Terms and conditions of employment should be clearly identified

  26. Making the Job Offer • Selected candidate should: • Sign an acceptance of the offer • Return the signed acceptance to the employer • Employer should place it in the candidate’s personnel files

  27. Types of Global Employees Host-Country Nationals Third-Country Nationals Expatriates Global Staffing Issues

  28. Figure 7.12 - Selection Factors for Global Employees

  29. Selection Activities Definition of Applicant Applicant Flow Documentation Soft Skills and Selection Legal Concerns in the Selection Process

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