Chapter Five Selection

1. Dessler, Cole, Goodman, and Sutherland In-Class Edition Management of Human Resources Second Canadian Edition Chapter Five Selection 5 © 2007 Pearson Education Canada 5-1

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 and ethical implications

3. Constraints on the Selection Process • organizational policies and strategic plans • legislative requirements • supply challenges i.e. shortage of labor supply

4. Steps in the Selection Process 6. Making the hiring decision and offering the job 5. Supervisory interview 4. Background investigation and reference checking 3. Selection testing 2. Initial selection interview 1. Prescreening applicants

5. Steps in the Selection Process Step 1: Prescreening Applicants • generally performed by HR department • review resumes and applications • eliminate candidates without “must have” • criteria • identify remaining applicants who most • closely match job specifications • conduct telephone screening

6. Steps in the Selection Process Step 2: The Initial Selection Interview • Selection Interview: • two-way communication between interviewer • and interviewee • designed to predict future job performance • helps to determine which candidates will • proceed to the next steps

7. Steps in the Selection Process Types of Interviews • Degree of Structure • unstructured; structured; semi-structured • Type of Questions • situational; behavioural; psychological • Administration • one-on-one; sequential; panel; computerized

8. 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

9. Steps in the Selection Process Common Interviewing Mistakes • poor planning • snap judgments • negative bias • halo effect • poor job knowledge • of job • pressure to hire • influence of • nonverbal behaviour • telegraphing • too little/too much • talking

10. 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

11. Steps in the Selection Process Steps in Conducting an Effective Interview 6. Reviewing notes and evaluating the candidate 5. Closing the interview 4. Giving information 3. Asking questions and taking notes 2. Establishing rapport 1. Planning the interview

12. Steps in the Selection Process Step 3: Selection Testing Types of Tests Used in Selection • cognitive abilities • motor/physical abilities • personality and interests • achievement • work sampling • –assessment centres • –situational tests • honesty • physical exams • drug testing

13. 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

14. Steps in the Selection Process Substance Abuse Testing – Legal Restrictions • reason for testing must be rationally connected to the performance of the job • believed necessary in honesty and good faith • test must be necessary to accomplish • company’s purpose

15. Steps in the Selection Process Step 4: Background Investigation and Reference Checking • obtain written permission • used to verify accuracy of information i.e. • educational qualifications, experience provided • in resumes • Validate information obtained during other steps • In the interview process

16. 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

17. Steps in the Selection Process Step 5: 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

18. Steps in the Selection Process Realistic Job Previews (RJPs) -provides applicants with realistic job information -- both positive and negative --about job demands, organization’s expectations, work environment

19. Steps in the Selection Process Step 6: Hiring Decision and Job Offer • Clinical Strategy • subjective evaluation of information about • each candidate • Statistical Strategy • identify valid predictors and weigh them • statistically; eg. multiple regression

20. Steps in the Selection Process 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?

21. 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