MSE 608 B HIRING PROCESS Abdulla Aldegaiter Akshay
MSE 608 B HIRING PROCESS • • • Abdulla Aldegaiter Akshay Reddy Jayadeep Enjamoori Snigdha Reddy Srikiran Nidadavolu
AGENDA Ø Equal Opportunity and The Law Ø Job Analysis Ø Personnel Planning and Recruiting Ø Employee Testing and Selection Ø The Interview Process
EQUAL OPPORTUNITY AND THE LAW
Ø Employment discrimination laws Ø Defenses to be used in event of discrimination allegations Ø Illustrative discriminatory employment practices
Equal employment opportunity action Civil Rights Act of 1991 Reverses Wards Cove, Patterson, and Martin decisions, places burden of proof back on employer and permits compensatory and punitive money damages for discrimination.
DEFENSES AGAINST DISCRIMINATION ALLEGATIONS Ø How can adverse impact be proved? Ø Four basic approaches are used: ØDesperate rejection rates ØRestricted policy ØPopulation conversion ØMc Donnel Douglas Test
ILLUSTRATIVE DISCRIMINATORY EMPLOYMENT PRACTICES Ø Selection Standards: Ø Educational Requirements Ø Tests Ø Preference to relatives Ø Height, Weight and Physical characteristics Ø Arrest Records
JOB ANALYSIS
Job Analysis Job Description And Job Specification Recruiting and Selection Decisions Performance Appraisal Job Evaluation Wage and Salary Decisions (Compensation) Training Requirements
Information gathered by doing Job Analysis Ø Job. Human Behaviors Ø Machines, tools and work aids used Ø Performance standard Ø Jon context Ø Human requirements Ø Activities
Steps In Doing a Job Analysis Ø Determine the use of the job analysis information Ø Collect background information Ø Select the position to be analyzed Ø Collect job analysis data Ø Review information with participants Ø Develop a job description and job specification
Basic Techniques to gather job analysis data Ø Interviews Ø A Questionnaire Ø Direct Observation Ø Participants logs Ø The U. S. Civil service procedure
The right tool helps us to build a sound employee base
Personnel Planning and Recruiting
Personnel Planning and Recruiting Ø A Personnel planning has to be integrated both internally and externally Ø Internally, plans for recruitment, selection, placement, training and appraisal should be interconnected Ø Externally, personnel plans should be organization’s overall planning process, since plans to enter or not enter new businesses, to build or not build new plants
Factors in forecasting personnel requirements Ø Trend analysis Ø Ratio Analysis Ø The scatter plot Ø Computerized forecast
Pool of qualified applicants Ø Internal sources (promotion from within) Ø Advertising Ø Employment agencies Ø Executive Recruiters Ø College recruiting Ø Walk-ins and referrals
EMPLOYEE TESTING AND SELECTION
Three Main Reasons Ø Managers performance will always hinge in part on your subordinate’s performance Ø Cost of recruit and hire employees Ø Legal Implications of doing it poorly
Basic Testing Concepts Ø Validity Ø Criterion Validity Ø Content Validity Ø Reliability
Ethical and Legal Questions in Testing Ø Implications for testing Ø Individual rights of test takers and test security Ø The issue of Privacy
Types of Tests Ø Test of Cognitive Abilities Ø Intelligence Tests Ø Specific Cognitive Abilities Ø Test of Motor and Physical Abilities Ø Personality Tests Ø Achievement Tests
Work Samples and Simulations Ø Rationale for Work Sampling Ø Management Assessment Centers Ø Miniature Job Training and Evaluation Approach
Other Selection Techniques Ø Background Investigations and Reference Checks Ø Pre-employment Information Services Ø Physical Examination Ø Drug Screening Ø Complying with The Immigration Law
THE INTERVIEW PROCESS
Types of Interview Ø Non-directive interview Ø Directive interview Ø Situational interview Ø Serialized or sequential interview Ø Panel interview Ø Stress interview
Steps in an Interview Ø Planning the interview Ø Establishing Rapport Ø Ask questions Ø Close the interview Ø Review the interview
- Slides: 28