Chapter 6 Selecting Employees 1 Define basic testing

Chapter 6 Selecting Employees 1. Define basic testing concepts, including validity and reliability. 2. Discuss at least four basic types of personnel tests. 3. Explain the factors and problems that can undermine an interview’s usefulness, and the techniques for eliminating them. 4. Explain how to do background checks on job candidates. 5. Explain the basics of how to develop and extend a job offer. 1

The Basics of Testing and Selecting Employees Selection Selecting the best fit candidate / candidates for the job. Why Careful Selection is Important? Organizational Performance Employees Performance Dysfunctional behaviors Cost Legal Implications (Negligent hiring) 2

The Basics of Testing and Selecting Employees Basic Testing Concepts Reliability The characteristic that refers to the consistency of scores obtained by the same person when retested with the identical or equivalent tests. Validity The accuracy with which a test, interview, and so on measures what it purports to measure or fulfills the function it was designed to fill. Criterion validity A type of validity based on showing that scores on the test (predictors) are related to job performance (criterion). Content validity A test that is content valid is one that contains a fair sample of the tasks and skills actually needed for the job in question. Construct validity A test that is construct valid is one that demonstrates that a selection procedure measures a construct and that construct is important for successful job performance. 3

The Basics of Testing and Selecting Employees Basic Testing Concepts Validity How to validate a test? 1 Analyze the job 2 Choose the tests 3 Administer the test (Concurrent validity – Predictive Validity) 4 Relate your test scores and criteria (Expectancy chart) 5 Cross – validate and revalidate 4

The Basics of Testing and Selecting Employees Basic Testing Concepts Utility Analysis Expense - Does it pay to use the test? – Validity – Measure - Test scores and costs - Number of applicants Generalization The degree to which evidence of a measures validity obtained in one situation can be generalized to another situation without further study. Legality Testing and equal employment opportunity laws - Avoid different type of bias … etc 5

Selection Procedure 1 Filing the application form 2 Using tests and interviews 3 Background investigation and reference check 4 Medical examination 5 Probation period 6 Appointment 6

Using Tests at Work Using computerized tests Using online tests Using data mining 7

Using Tests at Work (Types of Tests) Tests of Cognitive Abilities Intelligence Tests Specific Cognitive Abilities / Aptitude tests Tests of Motor and Physical Abilities Measuring Personality Tests Personality Test Effectiveness 8

Using Tests at Work (Types of Tests) Interest Inventories Achievement Tests 9

Using Tests at Work (Types of Tests) Computerized and Online Testing Situational Judgment Tests Management Assessment Centers Computerized Multimedia Candidate Assessment Tools 10

Interviewing Candidates Interview A procedure designed to obtain information from a person through oral responses to oral inquiries Types of Selection Interviews Structured Interview Unstructured Interview An interview following a set sequence of questions. An unstructured conversational-style interview in which the interviewer pursues points of interest as they come up in response to questions. 11

Interviewing Candidates Types of Questions Situational Interview A series of job-related questions that focus on how the candidate would behave in a given situation. Behavioral Interview A series of job-related questions that focus on how they reacted to actual situations in the past. Knowledge and Background Questions job-related knowledge and experience. 12

Interviewing Candidates How to Administer an Interview? Panel / Board Interview One on One Interview Serial Interview Phone Interview Video / Web-Assisted Interview Mass Interview Computerized Interview 13

Interviewing Candidates How Useful are Interview? Situational = higher validity Structured = more valid and reliable One-on-one = more valid than panel 14

Interviewing Candidates How to Avoid Common Interviewing Mistakes? 1 First impressions (snap judgments). 2 Negative emphasis 3 Not knowing the job 4 Pressure to hire 15 15

Interviewing Candidates How to Avoid Common Interviewing Mistakes? 5 Candidate order (contrast error) 6 Influence of nonverbal behavior 7 Attractiveness 8 Ingratiation 9 Nonverbal implications 16

Interviewing Candidates Steps in Conducting an Effective Interview Step 1 Structure the interview 1 Make sure you understand the job. 2 Use mostly job knowledge, situational, or behavioral questions. 3 Train interviewers. 4 Use the same list of questions with all candidates. 5 Use rating scales. 6 Have several people interview the candidate. 7 If possible, use interview form. a structured 17

Interviewing Candidates Steps in Conducting an Effective Interview Step 2 Review candidate’s background Before the interview Step 3 Establish rapport Step 4 Ask questions, and try to follow your structured interview form Step 5 Close the interview and leave time to answer any questions the candidate may have Step 6 Review the interview after the candidate leaves, review your interview notes and fill in the structured interview guide 18

Using Other Selection Techniques Background Investigations and Reference Checks Why? What to verify? Collecting background information Checking social networking sites Reference check effectiveness Making reference checks more useful Using pre-employment information services 19

Using Other Selection Techniques Honesty Testing Polygraph tests Paper-and-pencil honesty tests Graphology 20

Using Other Selection Techniques Medical Exams Drug Screening Realistic Job Previews 21

Using Other Selection Techniques Tapping Friends and Acquaintances Making the Selection Decision Evaluating the Selection Process 22

Using Other Selection Techniques Complying with Immigration Law Improving Productivity through HRIS Developing and Extending the Job Offer 23