Fundamentals of Human Resource Management Eighth Edition De

Fundamentals of Human Resource Management Eighth Edition De. Cenzo and Robbins Chapter 7 Foundations of Selection Fundamentals of Human Resource Management 8 e, De. Cenzo and Robbins

The Selection Process The selection process typically consists of eight steps: 1. 2. 3. 4. 5. 6. 7. 8. initial screening interview completion of the application form employment tests comprehensive interview background investigation conditional job offer medical/physical exam permanent job offer Fundamentals of Human Resource Management 8 e, De. Cenzo and Robbins

The Selection Process Fundamentals of Human Resource Management 8 e, De. Cenzo and Robbins

The Selection Process • Initial Screening – Involves screening of inquiries and screening interviews. – Job description information is shared along with a salary range. Fundamentals of Human Resource Management 8 e, De. Cenzo and Robbins

The Selection Process Completing the Application Form: Key Issues – Gives a job-performance-related synopsis of what applicants have been doing, their skills and accomplishments. Fundamentals of Human Resource Management 8 e, De. Cenzo and Robbins

The Selection Process Completing the Application Form: Key Issues • Legal considerations – Omit items which are not job-related; e. g. , sex, religion, age, national origin, race, color, and disability. – 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. Fundamentals of Human Resource Management 8 e, De. Cenzo and Robbins

The Selection Process • Weighted application forms – Individual items of information are validated against performance and turnover measures and given appropriate weights. – Data must be collected for each job to determine how well a particular item (e. g. , years of schooling, tenure on last job) predicts success on target job. Fundamentals of Human Resource Management 8 e, De. Cenzo and Robbins

The Selection Process Completing the Application Form: Key Issues • 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. Fundamentals of Human Resource Management 8 e, De. Cenzo and Robbins

The Selection Process Employment Tests • Estimates say 60% of all organizations use some type of employment tests. – Performance simulation tests: requires the applicant to engage in specific job behaviors necessary for doing the job successfully. – Work sampling: Job analysis is used to develop a miniature replica of the job on which an applicant demonstrates his/her skills. Fundamentals of Human Resource Management 8 e, De. Cenzo and Robbins

The Selection Process Employment Tests – Assessment centers: A series of tests and exercises, including individual and group simulation tests, is used to assess managerial potential or other complex sets of skills. – Testing in a global arena: Selection practices must be adapted to cultures and regulations of host country. Fundamentals of Human Resource Management 8 e, De. Cenzo and Robbins

Comprehensive Interviews: Interviews involve a face-to-face meeting with the candidate to probe areas not addressed by the application form or tests. They are a universal selection tool. THE SELECTION PROCESS Fundamentals of Human Resource Management 8 e, De. Cenzo and Robbins

The Selection Process Comprehensive Interviews: • Interview Effectiveness – Interviews are the most widely used selection tool. – Often are expensive, inefficient, and not job -related. – Possible biases with decisions based on interviews include prior knowledge about the applicant, stereotypes, interviewee order. Fundamentals of Human Resource Management 8 e, De. Cenzo and Robbins

The Selection Process Comprehensive Interviews: • Interview Effectiveness – Impression management, or the applicant’s desire to project the “right” image, may skew the interview results. – Interviewers have short and inaccurate memories: note-taking and videotaping may help. Fundamentals of Human Resource Management 8 e, De. Cenzo and Robbins

The Selection Process Comprehensive Interviews: • Interview Effectiveness – Structured interviews use fixed questions designed to assess specific job-related attributes – More reliable and valid than unstructured ones. – Best for determining organizational fit, motivation and interpersonal skills. – Especially useful for high-turnover jobs and less routine ones. Fundamentals of Human Resource Management 8 e, De. Cenzo and Robbins

The Selection Process Comprehensive Interviews: • Behavioral Interviews – Candidates are observed not only for what they say, but how they behave. – Role playing is often used. Fundamentals of Human Resource Management 8 e, De. Cenzo and Robbins

The Selection Process Comprehensive Interviews: • Realistic Job Preview – RJP’s present unfavorable as well as favorable information about the job to applicants. – May include brochures, films, tours, work sampling, or verbal statements that realistically portray the job. – RJP’s reduce turnover without lowering acceptance rates. Fundamentals of Human Resource Management 8 e, De. Cenzo and Robbins

The Selection Process Background Investigation: • Verify information from the application form • Typical information verified includes: – former employers – previous job performance – education – legal status to work – credit references – criminal records Fundamentals of Human Resource Management 8 e, De. Cenzo and Robbins

The Selection Process Background Investigation • Qualified privilege – employers may discuss employees with prospective employers without fear of reprisal as long as the discussion is about job-related documented facts. • One-third of all applicants exaggerate their backgrounds or experiences. • A good predictor of future behavior is an individual’s past behavior. Fundamentals of Human Resource Management 8 e, De. Cenzo and Robbins

The Selection Process Background Investigation Methods: • Internal investigation: checks former employers, personal references and possibly credit sources. • External investigation: Uses a reference-checking firm which may obtain more information, while complying with privacy rights. Fundamentals of Human Resource Management 8 e, De. Cenzo and Robbins

The Selection Process • Background Investigation • Documentation, including whom called, questions asked, information obtained/not obtained, is important in case an employers’ hiring decision is later challenged. Fundamentals of Human Resource Management 8 e, De. Cenzo and Robbins

The Selection Process Conditional Job Offers: • Offers of employment made contingent upon successful completion of background check, physical/medical exam, drug test, etc. • May only use job-related information to make a hiring decision. Fundamentals of Human Resource Management 8 e, De. Cenzo and Robbins

The Selection Process Medical/Physical Examination • Should be used only to determine if the individual can comply with the essential functions of the job. • Americans with Disabilities Act requires that exams be given only after conditional job offer is made. Fundamentals of Human Resource Management 8 e, De. Cenzo and Robbins

The Selection Process Job Offers • Actual hiring decision generally made by the department manager. • Candidates not hired deserve the courtesy of prompt notification. Fundamentals of Human Resource Management 8 e, De. Cenzo and Robbins

The Selection Process The Comprehensive Approach • Comprehensive selection approach puts applicants through all the steps in the selection process before making a decision. • Assesses both strengths and weaknesses and is considered more realistic. Fundamentals of Human Resource Management 8 e, De. Cenzo and Robbins

The Selection Process Now It’s Up to the Candidate • The candidate now has to decide whether this is the job for him or her. • Applicants who are not hired this time will still form an impression about the company. • Management should assure the selection process leaves them with a favorable impression of the company. Fundamentals of Human Resource Management 8 e, De. Cenzo and Robbins

Selection for Self-Managed Teams • If teams are given management responsibilities, it makes sense for them to select their own members. • Team members bring to the selection process varied experiences and backgrounds. • Team members need training in selection and interviewing techniques. Fundamentals of Human Resource Management 8 e, De. Cenzo and Robbins

Key Elements for Successful Predictors • Reliability, validity, and cut scores can all help predict which applicants will be successful on the job. • Reliability: The ability of the selection tool to measure an attribute consistently. Fundamentals of Human Resource Management 8 e, De. Cenzo and Robbins

Key Elements for Successful Predictors • Validity: The relationship between scores on a selection tool and a relevant criterion, such as job performance. • Indicates how well a selection tool predicts job performance. – Content – Construct – Criterion-related Fundamentals of Human Resource Management 8 e, De. Cenzo and Robbins

Key Elements for Successful Predictors • Content validity: The degree to which the content of the test, as a sample, represents situations on the job. • Construct validity: The degree to which a particular trait is related to successful performance on the job. Fundamentals of Human Resource Management 8 e, De. Cenzo and Robbins

Key Elements for Successful Predictors • Criterion-related validity: The degree to which a particular selection device accurately predicts the important elements of work behavior. – Predictive validity uses selection test scores of applicants to compare with their future job performance. – Concurrent validity correlates the test scores of current employees with measures of their job performance. Fundamentals of Human Resource Management 8 e, De. Cenzo and Robbins

Key Elements for Successful Predictors Fundamentals of Human Resource Management 8 e, De. Cenzo and Robbins

Key Elements for Successful Predictors • Validity Analysis: Correlation coefficients (validity coefficients) ranging from +1 to – 1 summarize the statistical relationship between an individual’s test score and his/her job performance. Fundamentals of Human Resource Management 8 e, De. Cenzo and Robbins

Key Elements for Successful Predictors Cut Scores and Their Impact on Hiring: • Cut scores on a selection device can be determined by validity studies. • Applicants scoring below the cut score are predicted to be unsuccessful on the job and are rejected. Fundamentals of Human Resource Management 8 e, De. Cenzo and Robbins

Key Elements for Successful Predictors • Validity Generalization: This is a situation where a test may be valid for screening applicants for a variety of jobs and performance factors across many occupations. Fundamentals of Human Resource Management 8 e, De. Cenzo and Robbins

Selection From a Global Perspective • Selection criteria for international assignments includes – interest in working overseas – ability to relate to different cultures and environments – supportiveness of the candidate’s family • Women executives have done well abroad in Asia and Latin America, despite past reluctance to assign them to these countries. Fundamentals of Human Resource Management 8 e, De. Cenzo and Robbins

Final Thoughts: Excelling at the Interview • Suggestions for making your interviews as an applicant successful are: – – – – Do some homework on the company. Get a good night’s rest the night before. Dress appropriately. Arrive for the interview a few minutes early. Use a firm handshake. Maintain good eye contact. Take the opportunity to have practice interviews. Thank the interviewer at the end of the interview and follow up with a thank you note. Fundamentals of Human Resource Management 8 e, De. Cenzo and Robbins