Chapter Employee Selection Managing Human Resources Power Point

Learning Outcomes After studying this chapter, you should be able to: 1. 2. 3.

Matching People and Jobs q. Selection Ø The process of choosing individuals who have

Figure 6– 1 The Goal of Selection: Maximize “Hits” Copyright © 2011 by Nelson

Figure 6– 2 Steps in the Selection Process Hiring decision Supervisor/team interview Preliminary selection

The Selection Process q. Obtaining Reliable and Valid Information Ø Reliability Copyright © 2011

Reliability as Stability over Time HIGH RELIABILITY APPLICANT Smith Perez Riley Chan VERY LOW

Reliability as Consistency (Interrater Reliability) HIGH RELIABILITY APPLICANT Smith Perez Riley Chan Rater #1

Valid and Invalid Tests Copyright © 2011 by Nelson Education Ltd. 6– 9

Approaches to Validation q. Criterion-related Validity q. Concurrent Validity Copyright © 2011 by Nelson

Approaches to Validation (cont’d) q. Predictive Validity q. Validity (or Correlation) Coefficient Copyright ©

Figure 6– 3 Correlation Scatterplots Copyright © 2011 by Nelson Education Ltd. 6– 12

Approaches to Validation q. Cross-validation q. Validity generalization Copyright © 2011 by Nelson Education

Approaches to Validation (cont’d) q. Content validity q. Construct validity Copyright © 2011 by

Sources of Information about Job Candidates q. Application Forms q. Online Applications q. Biographical

Application Forms q. Standardization q. Human rights q. Interview format q. Reference checks q.

Online Applications q An Internet-based automated posting, application, and tracking process helps firms to

Biographical Information Blanks q. Sample Questions: Copyright © 2011 by Nelson Education Ltd. 6–

Background Checks q. Checking References Ø Mail and telephone checks Ø Letters of reference

Polygraph Tests q. Check provincial legislation before considering use of the polygraph. Copyright ©

Figure 6– 4 Integrity Test Question Examples TO TEST TENDENCY TO DESCRIPTION Protect Contains

Background Investigations (cont’d) q. Graphology Ø The use of a sample of an applicant’s

Employment Tests q. Employment Test Ø An objective and standardized measure of a sample

Classification of Employment Tests q. Cognitive Ability Tests Ø Aptitude tests Ø Achievement tests

Figure 6. 6 CPI Personality Facets and Sample Items q Agreeableness Ø Trust —

Interest tests q. Preferences for certain activities q. Used mainly for career counselling Copyright

Classification of Employment Tests (cont’d) q. Physical Ability Tests q. Job Knowledge Tests q.

The Employment Interview q. Why the interview is so popular: Copyright © 2011 by

Interviewing Methods q. Nondirective Interview q. Structured Interview Copyright © 2011 by Nelson Education

Interviewing Methods (cont’d) q. Situational Interview q. Behavioural Description Interview (BDI) q. Panel Interview

Highlights in HRM 6. 3 Copyright © 2011 by Nelson Education Ltd. 6– 31

Interviewing Methods (cont’d) q. Computer and Virtual Interview q. Video and Digitally Recorded Interviews

Ground Rules for Employment Interviews q. Establish an interview plan q. Establish and maintain

Are these questions legal? 1. What is your maiden name? 2. Would you include

Medical examination q. To ensure health and fitness of applicants. q. Provides a baseline

Drug Testing q. The following types of testing are not allowed: Copyright © 2011

Reaching a Selection Decision q. Selection Considerations include: Copyright © 2011 by Nelson Education

Figure 6– 8 “Can-Do” and “Will-Do” Factors in Selection Decisions Copyright © 2011 by

Selection Decision Strategies Clinical Approach Subjectivity Statistical Approach Objectivity Compensatory Model - Average Multiple

Selection Decision Models q. Compensatory Model q. Multiple Cutoff Model q. Multiple Hurdle Model

Selection Process (cont’d) q. Final Decision Ø Selection of applicant by departmental or immediate

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Chapter Employee Selection Managing Human Resources Power. Point Presentation by Monica Belcourt, York University and Charlie Cook, The University of West Alabama

Learning Outcomes After studying this chapter, you should be able to: 1. 2. 3. 4. 5. Explain the objectives of the personnel selection process. Identify the various sources of information used for personnel selection. Compare the value of different types of employment tests. Illustrate the different approaches to conducting an employment interview. Describe the various decision strategies for selection. Copyright © 2011 by Nelson Education Ltd. 6– 2

Matching People and Jobs q. Selection Ø The process of choosing individuals who have relevant qualifications to fill existing or projected job openings. q. Selection Considerations: Copyright © 2011 by Nelson Education Ltd. 6– 3

Figure 6– 2 Steps in the Selection Process Hiring decision Supervisor/team interview Preliminary selection in HR department Background investigation Employment testing (aptitude, achievement) Initial interview in HR department Completion of application Copyright © 2011 by Nelson Education Ltd. Note: Steps may vary. An applicant may be rejected after any step in the process. 6– 5

Reliability as Stability over Time HIGH RELIABILITY APPLICANT Smith Perez Riley Chan VERY LOW RELIABILITY APPLICANT Smith Perez Riley Chan Copyright © 2011 by Nelson Education Ltd. TEST SCORE RETEST SCORE 90 65 110 80 93 62 105 78 TEST SCORE RETEST SCORE 90 65 110 80 72 88 67 111 6– 7

Reliability as Consistency (Interrater Reliability) HIGH RELIABILITY APPLICANT Smith Perez Riley Chan Rater #1 9 5 4 8 Rater #2 8 6 5 8 Rater #3 8 5 5 8 VERY LOW RELIABILITY APPLICANT Smith Perez Riley Chan Copyright © 2011 by Nelson Education Ltd. Rater #1 9 5 4 8 Rater #2 5 9 2 4 Rater #3 6 4 7 2 6– 8

Sources of Information about Job Candidates q. Application Forms q. Online Applications q. Biographical Information Blanks (BIB) q. Background Investigations q. Integrity and Honesty Tests q. Graphology q. Employment Tests q. Interviews q. Polygraph Tests Copyright © 2011 by Nelson Education Ltd. 6– 15

Application Forms q. Standardization q. Human rights q. Interview format q. Reference checks q. Misrepresentation Weighted application blank (WAB) The WAB involves the use of a common standardized employment application that is designed to distinguish between successful and unsuccessful employees. Copyright © 2011 by Nelson Education Ltd. 6– 16

Figure 6– 4 Integrity Test Question Examples TO TEST TENDENCY TO DESCRIPTION Protect Contains items that require individuals to indicate whether they would protect friends or co-workers who had engaged in counterproductive behaviours. Example: I would turn in a fellow worker I saw stealing money. Be lenient Contains items in which test takers indicate whether they would be lenient with respect to the wrongdoing of others. Example: An employee should be fired if the employer finds out the employee lied on the application blank. Admit thought Includes items that require test takers to indicate the degree to which they would engage in counterproductive thoughts or behaviours. Example: I’ve thought about taking money from an employer without actually doing it. Admit behaviour Contains items in which individuals admit to directly participating in actual counterproductive behaviours. Example: Over the last three years, what’s the total amount of money you’ve taken without permission from your employer? Note: The number of items in each category was 2, 8, 13, and 9 respectively. Source: Stephen Dwight and George Alliger, “Reactions to Overt Integrity Test Items, ” Educational and Psychological Measurement 57, no. 6 (December 1977): 937– 48, copyright © 1997 by Sage Publications, Inc. Reprinted with the permission of Sage Publications, Inc. Copyright © 2011 by Nelson Education Ltd. 6– 21

Employment Tests q. Employment Test Ø An objective and standardized measure of a sample of behaviour that is used to gauge a person’s knowledge, skills, abilities, and other characteristics (KSAOs) in relation to other individuals. Copyright © 2011 by Nelson Education Ltd. 6– 23

Classification of Employment Tests q. Cognitive Ability Tests Ø Aptitude tests Ø Achievement tests q. Personality and Interest Inventories Ø “Big Five” personality factors: Copyright © 2011 by Nelson Education Ltd. 6– 24

Figure 6. 6 CPI Personality Facets and Sample Items q Agreeableness Ø Trust — I believe people are usually honest with me. q Conscientiousness Ø Attention to detail — I like to complete every detail of tasks according to the work plans. q Extroversion Ø Adaptability — For me, change is exciting. q Neuroticism Ø Self-confidence — I am confident about my skills and abilities. q Openness to Experience Ø Independence — I tend to work on projects alone, even if others volunteer to help me. Source: Mark J. Schmit, Jenifer A. Kihm, and Chet Robie, “Development of a Global Measure of Personality, ” Personnel Psychology 53, no. 1 (Spring 2000): 153– 193. Reprinted by permission. Copyright © 2011 by Nelson Education Ltd. 6– 25

Ground Rules for Employment Interviews q. Establish an interview plan q. Establish and maintain rapport q. Be an active listener q. Pay attention to nonverbal cues q. Provide information freely q. Use questions effectively q. Separate facts from inferences q. Recognize biases and stereotypes q. Control the course of the interview q. Standardize the questions asked Copyright © 2011 by Nelson Education Ltd. 6– 33

Are these questions legal? 1. What is your maiden name? 2. Would you include your birth certificate with your application? 3. What is your mother tongue? 4. Include a reference from your pastor, iman, rabbi or priest. 5. Can you work during Christmas? 6. Have you ever been convicted of an offence for which no pardon has been granted? 7. Can you work every Friday from 7 am to 3 pm? Copyright © 2011 by Nelson Education Ltd. 6– 34

Medical examination q. To ensure health and fitness of applicants. q. Provides a baseline against which subsequent exams can be compared. q. BUT, can only be conducted after an offer of employment has been made and can only assess abilities to perform essential job duties. Copyright © 2011 by Nelson Education Ltd. 6– 35

Selection Decision Strategies Clinical Approach Subjectivity Statistical Approach Objectivity Compensatory Model - Average Multiple Cutoff Model - Minimum Multiple Hurdle Model- Sequential Copyright © 2011 by Nelson Education Ltd. 6– 39

Selection Process (cont’d) q. Final Decision Ø Selection of applicant by departmental or immediate supervisor to fill vacancy. Ø Notification of selection and job offer by the human resources department. Copyright © 2011 by Nelson Education Ltd. 6– 41