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Chapter 7

Chapter 7. Selection I: Applicant Screening. Chapter Learning Outcomes. After reading this chapter you should: Differentiate between employee screening and employee selection

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Chapter 7

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  1. Chapter 7 Selection I: Applicant Screening © 2013 by Nelson Education

  2. Chapter Learning Outcomes After reading this chapter you should: Differentiate between employee screening and employee selection Know the advantages and disadvantages associated with several widely used screening tools, including biographical data, application forms, résumés, work experience, and reference checks © 2013 by Nelson Education

  3. Understand the legal and psychometric status of each approach to screening Propose an effective multiphase screening program appropriate to the position requirements for any particular job Chapter Learning Outcomes (continued) © 2013 by Nelson Education

  4. Screening: the first step of the selection process; involves identifying individuals from the applicant pool who have the minimum qualifications for the target position(s) Candidates “passing” this first hurdle then undergo more extensive assessments Applicant Screening © 2013 by Nelson Education

  5. Minimum qualifications (MQ): knowledge, skills, abilities, experiences, and other attributes and competencies deemed necessary for minimally acceptable performance in one or more positions; designed for making the “first cut” in screening job applicants, and sometimes referred to as selection criteria Applicant Screening (continued) © 2013 by Nelson Education

  6. Designated targeted groups: the four groups, (women, visible minorities, Aboriginal peoples, and people with disabilities) designated in the federal government’s Employment Equity Act that receive legal “protection” in employment policies and practices because of their underrepresentation in the workplace Applicant Screening (continued) © 2013 by Nelson Education

  7. Selection ratio: the proportion of applicants for one or more positions who are hired Recruitment, Screening, and Selection © 2013 by Nelson Education

  8. © 2013 by Nelson Education

  9. Recruitment, Screening, and Selection False positives: individuals who are predicted to perform successfully in a given position (based on pre-selection assessment scores), but who do not perform at satisfactory levels when placed on the job © 2013 by Nelson Education

  10. Recruitment, Screening, and Selection (continued) • False negatives: individuals who are predicted to perform unsuccessfully in a given position (based on pre-selection assessment scores), but who would perform at satisfactory levels if hired. © 2013 by Nelson Education

  11. Application Forms (Blank) Weighted Application Blanks Biographical Data Biodata Résumés Reference Checks Background Checks Screening Methods © 2013 by Nelson Education

  12. What do recruiters look for in a résumé and a covering letter? Class Activity © 2013 by Nelson Education

  13. Application Blanks Application blank:a form completed by job candidates to provide an employer with basic information about their knowledge, skills, education, or other job-related information © 2013 by Nelson Education

  14. Recruitment and Selection Today 7.1 © 2013 by Nelson Education

  15. Recruitment and Selection Today 7.1(continued) © 2013 by Nelson Education

  16. Recruitment and Selection Today 7.1(continued) © 2013 by Nelson Education

  17. Recruitment and Selection Today 7.1(continued) © 2013 by Nelson Education

  18. Recruitment and Selection Today 7.1(continued) © 2013 by Nelson Education

  19. Recruitment and Selection Today 7.1(continued) © 2013 by Nelson Education

  20. Weighted application blanks: a method for quantitatively combining information from application blank items by assigning weights that reflect each item’s value in predicting job success Weighted Application Blanks © 2013 by Nelson Education

  21. Benefits Good predictors for many types of work behaviour Concerns May not adequately represent a job’s complex performance domain When to Use Often used for rapid screening and may be combined with other predictors Weighted Application Blanks (continued) © 2013 by Nelson Education

  22. Biographical information blank (BIB): a pre-selection questionnaire that asks applicants to provide job-related information on their personal background and life experiences Biographical Data © 2013 by Nelson Education

  23. Recruitment and Selection Today 7.2 © 2013 by Nelson Education

  24. Recruitment and Selection Today 7.2 (continued) © 2013 by Nelson Education

  25. Recruitment and Selection Today 7.2 (continued) © 2013 by Nelson Education

  26. Recruitment and Selection Today 7.2 (continued) © 2013 by Nelson Education

  27. Biodata: biographical data for job applicants that have been gathered from BIBs, application blanks, or other sources Biodata © 2013 by Nelson Education

  28. BIB dimensions: based on the view that past behaviour is the best predictor of future behaviour Dimensions appear relatively stable Explain why certain applicants are more successful than others Biodata (continued) © 2013 by Nelson Education

  29. Questions of legality, invasiveness, fakability, and generalizability Many BIB items may request personally sensitive information on family background and experiences that borders on violating human rights legislation Concerns Over the Use of Biodata © 2013 by Nelson Education

  30. Appropriate for organizations hiring large number of employees For similar kinds of jobs Where large numbers of applicants are competing for few positions (e.g.,when there is a low selection ratio) When to Use BIBs © 2013 by Nelson Education

  31. Résumés Intent of the résumé is to introduce the applicant to the organization through a brief, written self-description Applicants voluntarily provide autobiographical information in their résumés Résumés are not standardized Résumés are unique Electronic résumés are more popular today © 2013 by Nelson Education

  32. Résumés create the first impression of the applicant and they should be accompanied by a well-written covering letter First Impressions with Résumés/Covering Letters © 2013 by Nelson Education

  33. Writing a Résumé A résumé should include: The applicant’s name, address and phone number Education and training Employment history Names of references and their contact information A brief statement of employment goals and objectives Information on hobbies and interests © 2013 by Nelson Education

  34. It should be well organized It should highlight key information It should use a typeface size (usually a 12-point font) that is easy to read Writing a Résumé © 2013 by Nelson Education

  35. Five Steps to Write an Effective Business Résumé Complete a self-assessment and create a skills inventory Define your accomplishments Use résumé sections or headings emphasize your value Recruitment and Selection Notebook 7.1 © 2013 by Nelson Education

  36. Recruitment and Selection Notebook 7.1(continued) • Ensure your résumé is easy to read and error-free • Ensure that your résumé reflects exactly what you want to represent to the employer © 2013 by Nelson Education

  37. Difficult today because of the volume of résumés Organizations have had to develop procedures for efficiently and systematically processing résumés Screening Résumés © 2013 by Nelson Education

  38. What to Look for When Examining a Résumé Unexplained gaps in work or education chronology Conflicting details or overlapping dates Career regression, or a “downward” trend Use of qualifiers such as “knowledge of,” and “assisted in” to describe work experience Recruitment and Selection Today 7.4 © 2013 by Nelson Education

  39. Recruitment and Selection Today 7.4 (continued) • Listing of schools attended without indicating receipt of a degree or diploma • Failure to provide names of previous supervisors or references • Substantial periods in a candidate’s work history listed as “self-employed” or “consultant” © 2013 by Nelson Education

  40. Referencecheck: information gathered about a job candidate from supervisors, coworkers, clients, or other people named as references by the candidate The information is usually collected from the references through telephone interviews Reference Checks © 2013 by Nelson Education

  41. Reference Checklist Obtain waivers Check three references Ask for different types of references Ask about past job performance Ask questions on recent job performance Recruitment and Selection Notebook 7.4 © 2013 by Nelson Education

  42. Recruitment and Selection Notebook 7.4 (continued) • Avoid personal references • Verify all licences and degrees • Check references by telephone • Avoid “closed” questions • Use qualified professionals or trained staff to check references • Avoid invasive/discriminatory questions © 2013 by Nelson Education

  43. Organizations must be staffed with people capable of doing the job well Screening categorizes job applicants as either acceptable or unacceptable Selection gives greater emphasis to identifying the degree to which applicants will be successful Summary © 2013 by Nelson Education

  44. Screening devices yield predictions about future job performance based on past behaviour, interests, and experiences Screening devices are relatively inexpensive, administered quickly, and easy to interpret Summary (continued) © 2013 by Nelson Education

  45. Discussion Questions What are the differences between employee screening and selection? What are the advantages and disadvantages of using the following screening devices: biographical data, application forms, résumés, and background reference checks? © 2013 by Nelson Education

  46. How best can an employer avoid legal challenges arising against its use of screening procedures? What are applicant behaviours that give rise to positive (or negative) employer impressions of job applicants? Discussion Questions (continued) © 2013 by Nelson Education

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