1 selection. 2 selection process of choosing from a group of applicants the individual best suited...
Post on 22-Dec-2015
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SELECTION
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Selection
Process of choosing from a group of applicants the individual best suited for a particular position and an organization
Goal of selection process is to properly match people with jobs and organization.
Individuals overqualified, underqualified, or do not fit either job or organization’s culture, will probably leave the firm.
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Environmental Factors Affecting the Selection Process
Other HR functions Legal considerations Decision making speed Organizational hierarchy Applicant pool Type of organization Probationary period
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Administration of Selection Tests
Advantages
Potential Problems using Selection
Tests
Characteristics of Properly Designed
Selection Tests
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Advantages of Selection Tests
Reliable and accurate means of selecting qualified candidates
Identify attitudes and job-related skills
Deficiencies in other techniques
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Potential Problems Using Selection Tests
Legal liabilities Test anxiety
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Characteristics of Properly Designed Selection Tests
Standardization - Uniformity of the procedures and conditions of administering test
Objectivity - Everyone scoring a test obtains the same results
Norms - Frame of reference for comparing an applicant's performance with that of others
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Characteristics of Properly Designed Selection Tests (Continued)
Reliability - Provides consistent results Correlation coefficient = average squared
error >.8 is good
Types Test-retest Split-half interrater
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Characteristics of Properly Designed Selection Tests (Continued)
Validity - Measures what it is supposed to measure Requirement for Job Relatedness – test
must work without having adverse impact on minorities, females, and individuals with backgrounds or characteristics protected under law
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Types of Validation StudiesCriterion-related validity - comparing the scores on selection tests to some aspect of job performance Concurrent validity - Test scores and
the criterion data are obtained at essentially the same time
Predictive validity - Administering a test and later obtaining the criterion information
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Types of Validation Studies (Continued)
Content validity - Test validation method whereby person performs certain tasks that are actually required by job or completes a paper and pencil test that measures relevant job knowledge
Construct validity - Test validation method that determines whether a test measures certain traits or qualities that are important in performing the job
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Types of Employment Tests
Cognitive aptitude Psychomotor abilities Job Knowledge Work-sample (simulation) Vocational interests Personality
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Types of Employment Tests (Continued)
Substance Abuse Genetic Graphoanalysis Internet Assessment Centers
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Cognitive Aptitude Tests
Measures individual’s ability to learn, as well as to perform a job
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Psychomotor Abilities Tests
Strength Coordination
Dexterity
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Job Knowledge Tests
Measure a candidate's knowledge of the duties of the position for which he or she is applying
Are commercially available
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Work-Sample (Simulation) Tests that require an applicant to
perform a task or set of tasks representative of the job
Such tests by their nature are job related
Produces a high predictive validity, reduces adverse impact, and is more acceptable to applicants
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Vocational Interests
Indicate the occupation in which a person is most interested and is most likely to receive satisfaction from
Primary use has been in counseling and vocational guidance
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Personality Tests
Traits Temperaments Dispositions
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Substance Abuse Testing
Proponents contend testing necessary to ensure workplace safety, security, and productivity
Drug testing in the U.S. is becoming commonplace.
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Internet Testing
Increasingly being used to test skills required by applicants.
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Assessment Centers
Selection technique used to identify and select employees for positions and requires them to perform activities similar to those in job
In-basket exercises Management games Leaderless discussion groups Mock interviews
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The Employment Interview
Goal-oriented conversation in which interviewer and applicant exchange information
Interview planning – essential to effective interviews
Content of the interview
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Content of the Interview
Occupational experience Academic achievement
Interpersonal skills Personal qualities Organizational fit
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Candidate’s Role and Expectations
While interviewer provides information about company, it is important for applicants to do their homework.
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Types of Interviews
Unstructured (nondirective)
Structured (directive or patterned) Behavioral
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Methods of Interviewing
One-on-one interview - Applicant meets one-on-one with an interviewer
Group interview - Several applicants interact in the presence of one or more company representatives
Board interview - Several of the firm’s representatives interview one candidate
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Methods of Interviewing
Stress interview - Anxiety is intentionally created
Realistic job previews - Job information is conveyed to the applicant in an unbiased manner
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Legal Implications of Interviewing
Interview is considered to be a test Subject to same validity
requirements as any other step in selection process, should adverse impact be shown
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Personal Reference Checks
Provides additional insight into applicant information
Verification of accuracy
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Background Investigations and Professional Reference Checks
Seek data from Seek data from references references supplied including supplied including previous employersprevious employers
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Negligent Hiring Negligent Hiring - Liability employer
incurs when no reasonable investigation of applicant’s background is made and potentially dangerous person is assigned to position where he or she can inflict harm
At Risk Employers – Risk of harm to third parties. Example: Taxi driver
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Negligent Hiring (Continued) OSHA’s Role – Law requires employer
to provide safe place to work; this extends to providing safe employees.
Double Jeopardy – Negligent retention occurs when company keeps employees whose records indicate strong potential for wrongdoing
Due Diligence Required – Employer responsible for employee’s unlawful acts even if not job related
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Elements to Verify Previous employment Education verification
Personal reference check Criminal history Driving record Civil Litigation
Workers’ compensation history Credit history
Social security number verification
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Fair Credit Reporting Act
Act amended in 1997 Places new obligations on
employers who use certain information brought to light through background investigations
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Other Legal Aspects
Over half of the states in U.S. have passed laws offering varying degrees of protection to employers who provide good-faith references and who release truthful information about current or former employees
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Problems in Obtaining Information from Professional
References
Two schools of thought:
1. Don’t tell them anything.
2. Honesty is the best policy.
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Negligent Referral
May occur when former employer fails to offer a warning about a particularly severe problem with a past employee
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Outsourcing Investigations
Firms can outsource background checks to third-party investigators that the Fair Credit Reporting Act regulates.
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Polygraph Tests
Confirm or refute application information
Employee Polygraph Protection Act of 1988 severely limited use in the private sector
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The Selection Decision
Most critical step of all Person whose qualifications
most closely conform to the requirements of the open position should be selected
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Medical Examination
Determine whether applicant physically capable of performing the work
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Notification to Candidates
Results should be made known to candidates as soon as possible.
Delay may result in firm losing prime candidate.
Unsuccessful candidates should also be promptly notified.