Selecting Employees

1. Selecting Employees Ahmed El-Dessouki Ayman Sheirah Basel Abdel Aziz EnasFawzi George Moheb July 2010

2. Agenda 1 Introduction 2 The Selection Process 3 Elements for Successful Predictors

3. Introduction • Making selection determinations is often difficult • Required technicalities + personal attributes • Selection activities exist for making effective selection decisions • Predict which job applicants will be successful job performers • Mistakes in selection can have serious consequences for corporate effectiveness • Affect colleagues, subordinates and clients • loss and waste of valuable resources

4. The Selection Process initial screening The selection process typically consists of eight steps. Failed to meet minimum qualifications Passed completed application Failed to complete application or failed job specifications Passed employment test Failed test Passed conditional job offer comprehensive interview Passed Failed to impress interviewer and/or meet job expectations background examination if required Problems encountered Passed permanent job offer medical/physical examination (conditional job offer made) reject applicant Unfit to do essential elements of job Able to perform essential elements of the job

5. Initial Screening initial screening Failed to meet minimum qualifications Passed completed application Failed to complete application or failed job specifications Passed employment test Failed test Passed conditional job offer comprehensive interview Passed Failed to impress interviewer and/or meet job expectations background examination if required Problems encountered Passed permanent job offer medical/physical examination (conditional job offer made) reject applicant Unfit to do essential elements of job Able to perform essential elements of the job

6. Initial Screening Screening Inquiries Screening Interviews • Eliminate applicants based on • Not meeting general job requirements • - Job specification • Appropriate experience • Required education • Phone Interviews • Help candidates decide if position is suitable • Sharing job information along with a salary range • Encourage unqualified to withdraw Two-step procedure

7. Completed Application Form initial screening Failed to meet minimum qualifications Passed completed application Failed to complete application or failed job specifications Passed employment test Failed test Passed conditional job offer comprehensive interview Passed Failed to impress interviewer and/or meet job expectations background examination if required Problems encountered Passed permanent job offer medical/physical examination (conditional job offer made) reject applicant Unfit to do essential elements of job Able to perform essential elements of the job

8. Completed Application Form Application Form • Gives a job-performance-related synopsis of what applicants have been doing, their skills and accomplishments • Applications obtain information the company wants and needs in order to make a proper selection Form

9. Completed Application Form Legal Considerations • Omit items which are not job-related; e.g., sex, religion, age, and color • Includes statement giving employer the right to dismiss an employee for falsifying information • Asks for permission to check work references • Typically includes “employment-at-will” statement Form

10. Completed Application Form Successful Applications • Information collected on application forms can be highly predictive of successful job performance • Forms must be validated and continuously reviewed and updated • Data should be verified through background investigations Form

11. Pre-employment Testing initial screening Failed to meet minimum qualifications Passed completed application Failed to complete application or failed job specifications Passed employment test Failed test Passed conditional job offer comprehensive interview Passed Failed to impress interviewer and/or meet job expectations background examination if required Problems encountered Passed permanent job offer medical/physical examination (conditional job offer made) reject applicant Unfit to do essential elements of job Able to perform essential elements of the job

12. Pre-employment Testing Performance Simulation Tests Work Sampling Assessment Centers • Requires the applicant to engage in specific job behaviors necessary for doing the job successfully • Develop a small replica of the job on which an applicant demonstrates his/her skills • A series of tests and exercises, including individual and group tests, to assess managerial potential or other complex sets of skills 60% of organizations use some type of employment tests Predict who will be successful on the job Results in better quality hires

13. Comprehensive Interviews initial screening Failed to meet minimum qualifications Passed completed application Failed to complete application or failed job specifications Passed employment test Failed test Passed conditional job offer comprehensive interview Passed Failed to impress interviewer and/or meet job expectations background examination if required Problems encountered Passed permanent job offer medical/physical examination (conditional job offer made) reject applicant Unfit to do essential elements of job Able to perform essential elements of the job

14. Comprehensive Interviews • Assess candidate motivation, values, ability to work under pressure, attitude, and ability to “fit in” within the organization culture. • Interview can be • Traditional, Panel, or Situational Panel Interview “Hire for Attitude, Train for skill” Southwest Airlines and Four Seasons resorts Personal Interview

15. Interview Issues • Interview Effectiveness • Interviewer Bias • Impression Management • Short and inaccurate memory The interview is only as effective as those conducting it.

16. Interview Issues • Interview Effectiveness • Interviewer Bias • Impression Management • Short and inaccurate memory Seeing the candidate resume, application form, test scores, or appraisals form from other interviews may introduce interviewer bias

17. Interview Issues • Interview Effectiveness • Interviewer Bias • Impression Management • Short and inaccurate memory Applicant attempt to project an image that will result in a favorable outcome

18. Interview Issues • Interview Effectiveness • Interviewer Bias • Impression Management • Short and inaccurate memory • Interviewers have short and inaccurate memories: note-taking and videotaping may help

19. Steps for Effective Interviewing Review the job description and job qualification Prepare for interview Review the applicant form and resume before meeting a candidate Open the interview by putting the candidate at ease Ask your questions and listen carefully Take a few notes Close the interview Write your evaluation

20. Behavioral Interview • How the candidate fit the identified dimensions or competencies of the positions? • Situational Interview • Role playing • Eight times more effective in predicting successful job performance

21. Realistic Job Offers • Unmet expectation of new employees can cause them to be dissatisfied in the job and quit • Realistic job previews (brochures, videos, plant tours, work sampling) help reduce turnover rates • Favorable and unfavorable information about the job are shared

22. Conditional Job Offer initial screening Failed to meet minimum qualifications Passed completed application Failed to complete application or failed job specifications Passed employment test Failed test Passed conditional job offer comprehensive interview Passed Failed to impress interviewer and/or meet job expectations background examination if required Problems encountered Passed permanent job offer medical/physical examination (conditional job offer made) reject applicant Unfit to do essential elements of job Able to perform essential elements of the job

23. Background Investigation initial screening Failed to meet minimum qualifications Passed completed application Failed to complete application or failed job specifications Passed employment test Failed test Passed conditional job offer comprehensive interview Passed Failed to impress interviewer and/or meet job expectations background examination if required Problems encountered Passed permanent job offer medical/physical examination (conditional job offer made) reject applicant Unfit to do essential elements of job Able to perform essential elements of the job

24. Background Investigation • Intended to verify that information on the application form is correct and accurate • Common sources include • References • Former employers • Educational accomplishments • Legal status to work • Credit references if job related • Criminal records • Background checks • Online Searches

25. Background Investigation • Why do this? • Many – in some studies nearly half – of applicants exaggerate their backgrounds • Negligent hiring liability • Failure to investigate applicants can be costly • Qualified privilege • “ The ability for organizations to speak to one another about employees or potential hires”

26. Medical/Physical Examination initial screening Failed to meet minimum qualifications Passed completed application Failed to complete application or failed job specifications Passed employment test Failed test Passed conditional job offer comprehensive interview Passed Failed to impress interviewer and/or meet job expectations background examination if required Problems encountered Passed permanent job offer medical/physical examination (conditional job offer made) reject applicant Unfit to do essential elements of job Able to perform essential elements of the job

27. Medical/Physical Examination A selection device to screen out individuals who are unable to physically comply with the requirements of a job Individual does not meet the minimum standards of health required to enroll in company health and life insurance programs Base data in case of an employee’s future claim of injury on the job Company must show that any required medical clearance is job-related

28. Job Offers initial screening Failed to meet minimum qualifications Passed completed application Failed to complete application or failed job specifications Passed employment test Failed test Passed conditional job offer comprehensive interview Passed Failed to impress interviewer and/or meet job expectations background examination if required Problems encountered Passed permanent job offer medical/physical examination (conditional job offer made) reject applicant Unfit to do essential elements of job Able to perform essential elements of the job

29. Job Offers Official employment offer Typically made by an HRM representative Actual hiring decision should be made by the department manager where the vacancy exists

30. The Selection Process (Discrete) initial screening Failed to meet minimum qualifications Passed completed application Failed to complete application or failed job specifications Passed employment test Failed test Passed conditional job offer comprehensive interview Passed Failed to impress interviewer and/or meet job expectations background examination if required Problems encountered Passed permanent job offer medical/physical examination (conditional job offer made) reject applicant Unfit to do essential elements of job Able to perform essential elements of the job

31. The Comprehensive Approach PROS CONS • Overcomes the major disadvantage of the discrete selection method • More realistic • More costly • Consumes more of management time All applicants complete every step of the selection process Final decision is based on a comprehensive evaluation of the results from all stages

32. Now It’s Up to the Candidate Job choice from the perspective of the potential employee rather than the organization People gravitate toward jobs compatible with their personal orientation Individual’s perception of the company’s attractiveness is important What about those applicants to whom we did not make an offer?

33. Key Elements for Successful PredictorsReliability & Validity

34. Reliability • When a Measurement Procedure yields consistent scores when the phenomenon being measured is not changing. • Degree to which scores are free of “measurement error” Example IQ test. • Consistency of measurement • Time • Participants

35. VALIDITY • Measures the gap between what a test actually measures and what it is intended to measure. • If math and vocabulary truly represent intelligence then a math and vocabulary test might be said to have high validity when used as a measure of intelligence.

36. Types of Validity • 1. Content Validity • 2. Criterion-Related Validity • Concurrent Validity • Predictive Validity • 3. Construct Validity

37. Content validity • Also called “sampling validity” • establishes that the measure covers the full range of the concept’s meaning, i.e., covers all dimensions of a concept • Such as a typing test for a clerk typist.

38. Criterion-related Validity • The degree to which a particular selection device accurately predicts the important elements of work behavior, as in the relationship between a test score and job performance. “ Speed & Quality”. • Includes • Concurrent • Predictive

39. Concurrent Validity • Measured by comparing two tests done at the same time, for example a “written test and a Practical test” that seek to assess the same criterion. • Does the new instrument correlate highly with an old measure of the same concept that we assume (judge) to be valid? • (use of “good” judgment)

40. Predictive Validity • In contrast, compares success in the test with actual success in the future job. The test is then adjusted over time to improve its validity.

41. Predictive Hire based on criteria other than test results Evaluate performance one year after beginning work Analyze test scores and performance evaluations for significant relationship: does it exist? Give test to all applicants, record score and file Yes No Develop a battery of tests Set and implement valid cut scores Analyze test scores and performance evaluations for significant relationship: does it exist? Give test to all current employees Yes No Concurrent

42. Construct validity • This is the most comprehensive type of validity we discuss, because you are dealing with abstract measures. • Validating tests by using current employees as the study group.

43. Hiring Standards and Cut Scores • Issue -- What is a passing score? • Score may be a • Single score from a single predictor or • Total score from multiple predictors • Description of process • Cut score - Separates applicants who advance from those who are rejected

44. Validity Generalization Refers to test valid for screening applicants for a variety of Jobs & Performance factors across many occupations. GATB: General Aptitude Test Battery.

45. Selection from a Global Perspective The individual must have an interest in working overseas and a talent for relating will to all types of people & different cultures.

46. Excelling at the Interviewing • The interview is the most frequently used selection method. • Interviewing occurs when applicants respond to questions posed by a manager or some other organizational representative (interviewer). • Typical areas in which questions are posed include education, experience, knowledge of job procedures, mental ability, personality, communication ability, social skills .

47. Types of Interviews • Structured Interviews - uses a list of predetermined questions. All applicants are asked the same set questions. There are two types of structured interviews. • Situational interview, in which the interviewer asks questions about what the applicant would do in a hypothetical situation • Behavioral interview, in which the questions focus on the applicant’s behavior in past situations.

48. Types of Interviews-continued • Unstructured Interviews-open ended questions are used such as “Tell me about yourself”. • This allows the interviewer to probe and pose different sets of questions to different applicants.

49. Selecting Employees, HR Management Thank You