Selection and Placement

1. Selection and Placement • Selection • Process of choosing individuals with qualifications needed to fill jobs • Organizations need qualified employees to succeed • Placement • Fitting a person to the right job

2. Applicant Knowledge, Skills, and Abilities • Person-Job Fit • Matching knowledge, skills and abilities (KSAs) of individuals to characteristics of jobs (tasks, duties and responsibilities–TDRs). • Benefits of good person-job fit: • Higher employee performance • Lower turnover and absenteeism KSAs = TDRs = Job Success

3. Applicant Knowledge, Skills, and Abilities • Person-Organization Fit • Congruence between individuals and organizational culture.

4. Criteria, Predictors, and Job Performance • Selection Criterion • A characteristic that a person must have to do a job successfully • Predictors • Measurable or visible indicators of a selection criterion

5. Criteria, Predictors, and Job Performance • Validity • Criterion-related validity: Correlation between a predictor and job performance; accuracy • Content validity: Selection method reflects job content • Reliability • Extent to which a predictor repeatedly produces the same results, over time; consistency

6. Job Performance, Selection Criteria, and Predictions

7. Concurrent and Predictive Validity

8. Combining Predictors • Multiple Hurdles • Establishing minimum cutoff (level of performance) for each predictor, requiring each applicant to score at least the minimum on each predictor to be considered for hiring. • Compensatory Approach • Scores on all predictors are added together, allowing higher score on one predictor to compensate for lower score on another.

9. Typical Division of HR Responsibilities: Selection

10. Receiving applications • Interviewing applicants • Administering tests to applicants • Conducting background investigations • Arranging physical examinations • Placing and assigning new employees • Coordinating follow-up of new employees • Exit interviewing departing employees • Maintaining employee records and reports HR EmploymentFunctions

11. Selection Process Flowchart

12. Reality or Sugar-Coating? • Realistic Job Preview • Process through which job applicant receives an accurate picture of the organizational realities of the job. • Prevents the development of unrealistic job expectations that cause disenchantment, dissatisfaction, and turnover in new employees.

13. Large volume of applicants Quality of hires needsto be increased When To Use Electronic Screening To shorten hiring cycle To reduce cost of hiring To reach unvisited geographic areas Pre-Employment Screening • To verify minimum qualifications • Electronic Screening

14. Applications • Purposes of Applications forms • Record of applicant’s interest • Provides a profile of applicant • Basic record for applicants hired • To assess effectiveness of selection process • Resumes as Applications • EEO recognizes as application • Retain resumes at least three years.

15. Employment-At-Will Reference Contacts Application Form Employment Testing Application Time Limit Information Falsification Application Disclaimers

16. Acceptable Documents for Verifying Eligibility to Work in the United States

17. EEO Considerations and Application Forms • Applications should not contain illegal (nonjob-related) questions concerning: • Marital status • Height/weight • Number and ages of dependents • Information on spouse • Date of high school graduation • Contact in case of emergency

18. Sample Application Form

19. Cognitive Ability Tests Psychomotor Tests Physical Ability Tests Work Sample Tests Situational Judgment Tests Assessment Centers Ability TestsAptitude and Achievement Selection Testing: Ability Tests

20. Other Assessments • Personality Tests • Minnesota Multiphasic Personality Inventory (MMPI) • Myers-Briggs • “Fakability”; socially desirable responses • Honesty/Integrity tests • Violence potential tests • Employee Polygraph Protection Act

21. Big Five Personality Traits

22. Structured Interviews Biographical Interview Behavioral Interview Competency Interview Situational Interview Structured Interviews

23. Benefits of Structured Interviews Meet federal EEO guidelines for the selection process More reliable and valid than other interview formats Obtain consistent information needed for selection decision More on Structured Interviews

24. Types of Selection Interviews

25. Less Structured Interviews • Nondirective Interview • Questions are developed based on answers to previous questions. • May not obtain needed information. • Information obtained may not be not job-related or comparable to that obtained from other applicants.

26. Less Structured Interviews • Stress Interviews • Designed to create anxiety and put pressure on an applicant to see how the person responds.

27. Questions Commonly Used in Selection Interviews

28. Interviewers Individuals Sequentially Panel Interview Team Interview Individuals Who Conducts Interviews?

29. Plan the Interview Control the Interview Questioning Techniques Effective Interviewing • Conducting an Effective Interview

30. Effective Interviewing • Questions to Avoid • Yes/No questions • Obvious questions • Questions that rarely produce a true answer • Leading questions • Illegal questions • Questions that are not job related

31. Snap Judgments Negative Emphasis Poor Interviewing Techniques Halo Effect Biases and Stereotyping Cultural Noise Problems in the Interview

32. Sources of Background Information

33. Legal Issues in Background Investigations • Risks of negligent hiring and retention • Employers are liable for employees’ actions. • Federal Privacy Act of 1974 requires signed releases from applicants to avoid privacy issues. • Negligent hiring • Employer fails to check the background of an employee who injures someone.

34. Legal Issues in Background Investigations • Negligent retention • Employer is aware an employee may be unfit for employment, continues to employ the person, and the person injures someone.

35. Background Investigation • Fair Credit Reporting Act • Requires disclosure of a credit check. • Requires written consent of applicant. • Requires copy of report be given to the applicant.

36. Medical Examinations and Inquires • American With Disabilities Act (ADA) • Prohibits pre-employment medical exams. • Prohibits rejecting persons for disabilities or asking disability-related questions until after a conditional job offer is made. • Drug Testing • Use of drug testing in the selection process is increasing. • Test must be monitored to protect integrity of results.

37. Making the Job Offer • Offer Guidelines • Formalize the offer with a letter to applicant clearly stating the terms and conditions of employment. • Avoid vague, general statements and promises. • Require return of signed acceptance of offer.

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

39. Selection Factors for Global Employees

40. Who Is an Applicant? • EEOC and OFCCP definition of “applicant”: • Has expressed interest electronically and is being considered for a specific position by the employer. • Has identified that he/she has the basic position qualifications. • Maintains his/her interest in the position throughout selection process. • Has been ranked using “hit features” by employer software or other data techniques