Human Resource Management 10 th Edition Chapter 5

Human Resource Management 10 th Edition Chapter 5 SELECTION © 2008 by Prentice Hall 6 -1

Selection • Process of choosing from group of applicants the individual best suited for a particular position and the organization • Goal of selection process is to properly match people with jobs and organization • Top performers contribute from 5 -22 times more value to companies than midlevel or low performers © 2008 by Prentice Hall 6 -2

Environmental Factors Affecting the Selection Process • • Other HR functions Legal considerations Decision making speed Organizational hierarchy Applicant pool Type of organization Probationary period © 2008 by Prentice Hall 6 -3

Other HR Functions Selection process affects, and is affected by, virtually every other HR function. © 2008 by Prentice Hall 6 -4

Legal Considerations • Human resource management is greatly influenced by legislation, executive orders, and court decisions • Guiding principle -Why am I asking this question? • If information is job related, usually asking for the information is appropriate © 2008 by Prentice Hall 6 -5

Speed of Decision Making Time available to make selection decision can have major effect on selection process © 2008 by Prentice Hall 6 -6

Organizational Hierarchy Different approaches to selection are generally taken for filling positions at different levels in organization © 2008 by Prentice Hall 6 -7

Organizational Hierarchy (Cont. ) • Extensive background checks and multiple interviews would most likely apply for the executive position • An applicant for a clerical position would probably take a word processing test and perhaps have a short employment interview © 2008 by Prentice Hall 6 -8

Applicant Pool • Number of qualified applicants recruited for a particular job © 2008 by Prentice Hall 6 -9

Selection Ratio • Number of people hired for a particular job compared to number of individuals in the applicant pool • Selection ratio of 0. 10 indicates that there were 10 qualified applicants for an open position © 2008 by Prentice Hall 6 -10

Type of Organization • Prospective employees in private sector screened with regard to how they can help achieve profit goals • Government civil service systems identify qualified applicants through competitive examinations • Individuals considered for positions in notfor-profit organizations must be qualified and dedicated to work © 2008 by Prentice Hall 6 -11

Probationary Period • Period that permits evaluating employees ability based upon performance • May be a substitute for certain phases of the selection process • Job related © 2008 by Prentice Hall 6 -12

The Selection Process External Environment Internal Environment Recruited Candidate Review of Applications and Résumés Selection Tests Employment Interviews Pre-Employment Screening: Background and Reference Checks Rejected Applicants Preliminary Interview Selection Decision Physical Examination New Employee © 2008 by Prentice Hall 6 -13

Preliminary Interview • Removes obviously unqualified individuals • Positive benefits - Applicant may be qualified for another position with the firm © 2008 by Prentice Hall 6 -14

Preliminary Interview - Telephone Interview • Narrow pool of applicants before having formal face-to-face interview • Cut down on wasted time and effort • Lacks advantages of face-to-face contact • Not possible to observe nonverbal cues © 2008 by Prentice Hall 6 -15

Preliminary Interview - Videotaped Interview • Using structured interview format designed by hiring firm, interviewer can videotape candidate’s responses • Interviewer may not interact with the candidate • Does not replace personal interviews • Allows for broader search © 2008 by Prentice Hall 6 -16

Review of Applications • Application form must reflect not only firm’s informational needs, but also EEO requirements. • Essential information is included and presented in standardized format • May vary from firm to firm, and even by job type within organization © 2008 by Prentice Hall 6 -17

Preprinted Statements on Application Form • Certifies that information provided on form is accurate and true • Should state position is employment at will • Gives permission to have background and references checked © 2008 by Prentice Hall 6 -18

Review of Résumés • Résumé - Goal-directed summary of experience, education, and training developed for use in selection process • Professional/managerial applicants often begin selection process by submitting résumé • Includes career objective for specific position • All important concept of relevancy © 2008 by Prentice Hall 6 -19

Sending Résumés via the Internet • Most large companies now use automated tracking systems • Résumés deviating from assumed style are ignored • Résumé should be as computer/scanner friendly as possible © 2008 by Prentice Hall 6 -20

Administration of Selection Tests • Advantages • Potential Problems using Selection Tests • Characteristics of Properly Designed Selection Tests © 2008 by Prentice Hall 6 -21

Advantages of Selection Tests • Reliable and accurate means of selecting qualified candidates • Cost small in comparison • Identify attitudes and jobrelated skills that interviews cannot recognize © 2008 by Prentice Hall 6 -22

Characteristics of Properly Designed Selection Tests • Standardization - Uniformity of procedures and conditions of administering test • Objectivity - Everyone scoring a test obtains same results • Norms - Frame of reference for comparing applicant's performance with that of others © 2008 by Prentice Hall 6 -23

Characteristics of Properly Designed Selection Tests (Cont. ) • Reliability - Provides consistent results • Validity - Measures what it is supposed to measure (Basic Requirement) • Requirement for Job Relatedness – Test must work without having adverse impact on minorities, females, and individuals with backgrounds or characteristics protected under law © 2008 by Prentice Hall 6 -24

Types of Employment Tests • • • Cognitive aptitude Psychomotor abilities Job Knowledge Work-sample (simulation) Vocational interests Personality © 2008 by Prentice Hall 6 -25

Internet Testing Increasing being used to test skills required by applicants © 2008 by Prentice Hall 6 -26

Employment Interview • Goal-oriented conversation where interviewer and applicant exchange information • Continues to be primary method used to evaluate applicants • At this point, candidates appear to be qualified © 2008 by Prentice Hall 6 -27

Interview Planning • Compare applicant’s application and résumé with job requirements • Develop questions related to qualities sought • Prepare step-by-step plan to present position, company, division, and department • Determine how to ask for examples of past job-related applicant behaviors © 2008 by Prentice Hall 6 -28

Content of the Interview • Occupational experience • Academic achievement • Interpersonal skills • Personal qualities • Organizational fit © 2008 by Prentice Hall 6 -29

Organizational Fit • Management’s perception of degree to which prospective employee will fit in with firm’s culture or value system • Employees also should consider organizational fit when debating whether or not to accept a job offer © 2008 by Prentice Hall 6 -30

Candidate’s Role and Expectations While interviewer provides information about company, it is important for applicants to do their homework © 2008 by Prentice Hall 6 -31

Types of Interviews • Unstructured (nondirective) • Structured (directive or patterned) © 2008 by Prentice Hall 6 -32

Unstructured (Nondirective) Interview • Asks probing, openended questions • Encourages applicant to do much of the talking • Often time-consuming • Potential legal woes © 2008 by Prentice Hall 6 -33

Unstructured Interview Examples • • Tell me about yourself? What is your greatest strength? What is your greatest weakness? How will our company benefit by having you as an employee? © 2008 by Prentice Hall 6 -34

Structured (Directive or Patterned) Interview • Series of job-related questions asked of each applicant for particular job • Increases reliability and accuracy by reducing subjectivity and inconsistency of unstructured interviews © 2008 by Prentice Hall 6 -35

Structured (Directive or Patterned) Interview (Cont. ) • Situational questions • Job knowledge questions • Job-sample simulation questions • Worker requirements questions © 2008 by Prentice Hall 6 -36

Behavioral Interview • Applicants asked to relate actual incidents from past relevant to target job • Behavioral questions - Job relevant • Example: Relate a scenario where you were responsible for motivating others • Example: Describe situation where your expertise made a significant difference © 2008 by Prentice Hall 6 -37

Methods of Interviewing • One-on-one interview - Applicant meets one-on-one with interviewer • Group interview - Several applicants interact in presence of one or more company representatives • Board interview - Several firm representatives interview candidate at same time © 2008 by Prentice Hall 6 -38