4-6 Copyright © 2015 Pearson Education, Ltd. 6-1 Employee Testing Employee Testing and Selection.

4- Copyright © 2015 Pearson Education, Ltd. 6-3 Hiring manager has ultimate responsibility for selection of employees, not HR manager. Do not forget that performance of company is directly correlated to employees hired and the competencies they bring to the job.Addition to this; employees who are not a good fit tend to make mistakes and/or leave often resulting in lost customers and money.

SELECTION Systematic process of deciding which applicants to hire, promote or move to other jobs 1. Prediction—selecting an applicant that can do the job or learn to do it well 2.Internal selection is moving current employees into vacant positions

PERSON-JOB FIT A good match between applicant’s CSAs and interests with those of the job Satisfied employees tend to be more productive A strong fit maximizes the benefits for employees and the organizations for which they work

SELECTION METHODS Initial screening involves reviewing the information provided by applicants to decide which applicants are worthy of consideration Review application form answers and resumes Conduct screening interviews Final screening is taking a more in-depth look at applicants. Final screening narrows down number of candidates to enable final selection Use employment tests Conduct interviews Conduct reference and backgroud checks Use “assessment centers” Drug tests, medical examinations

SCREENING INTERVIEWS Calling applicant and conducting a short telephone interview Confirms person is still looking for a job Provides clues about person’s oral communication skills

USE OF TESTS IN SELECTION PROCESS  Use tests as supplements  Check the reliability and validity of the test in Turkish Culture  Ask other firms who uses these tests for referance before you start to use one  Use a certified person or rather a psychologist for personality inventories

4- Copyright © 2015 Pearson Education, Ltd. 6-14 Cognitive abilities o Intelligence tests o Specific cognitive abilities Motor & physical abilities Measuring personality Interest inventories Achievement tests Types of Tests

WHEN TO USE EMPLOYMENT TESTS 1.Current selection process does not result in quality of employees desired 2.Turnover or absenteeism is high 3.Current selection methods do not meet professional or legal standards 4.Productivity is low 5.Errors made by employees could have safety, health, or financial consequences COPYRIGHT © 2010 PEARSON EDUCATION, INC. PUBLISHING AS PRENTICE HALL 5-16

4- Copyright © 2015 Pearson Education, Ltd. 6-19 Work samples and simulations Computerized multimedia assessment Miniature job training and evaluation Realistic job previews Choosing a selection method

4- Copyright © 2015 Pearson Education, Ltd. 6-22 IMPROVING PERFORMANCE: HR Tools for Line Managers and Entrepreneurs Make the Background Check More Valuable o Use a statement to authorize a background check o Compare the application to the résumé o Write open-ended questions

4- Copyright © 2015 Pearson Education, Ltd. 6-23 Background Investigations Applicants’ social postings Pre-employment information services The polygraph and honesty testing o Paper-and-Pencil Honesty Tests Graphology

4- Copyright © 2015 Pearson Education, Ltd. 6-24 IMPROVING PERFORMANCE: IMPROVING PERFORMANCE: HR Tools for Line Managers and Entrepreneurs Testing for Honesty o Question o Listen o Credit, employment and reference check o Test o Policies

4- Copyright © 2015 Pearson Education, Ltd. 6-25 “Human lie detectors” Physical exams Substance abuse screening o Some Practical Considerations Complying with immigration law o Proof of Eligibility Background Investigations

4- Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 7–28 Unstructured (nondirective) interview Structured (directive) interview Interview Structure Formats No set format to follow, no guide to score answers Job oriented questions, acceptable answers and how the responses will be rated are written beforehand More reliable and valid Reduces subjectivity Consistentency across applicants

4- Ask questions about the job content Situational interview Behavioral interview Job-related interview Types of Questions Asked Stress interview Ask what his behavior would be in a given situation Ask how they reacted to actual situations in the past What did you do?........ Make applicant uncomfortable by asking rude questions occasionally

4- Examples of Questions Situational Questions 1.Suppose a more experienced coworker was not following standard work procedures and claimed the new procedure was better. Would you use the new procedure? 2.Suppose you were giving a sales presentation and a difficult technical question arose that you could not answer. What would you do? Past Behavior Questions 3.Based on your past work experience, what is the most significant action you have ever taken to help out a coworker? 4.Can you provide an example of a specific instance where you developed a sales presentation that was highly effective?

COMPETENCY BASED INTERVIEWS Competency based interviews are structured behavioral interviews that are designed to seek if the candidate has certain key competencies that are important in conducting a certain job. The interviewer tries to figure whether the candidate got the right skills and strengths to do the job by asking the candidate to provide real life examples as the basis of his/her answer These interviews are based on the premise that past behaviour is a good predictor of future behaviour.: The idea is that how one behaved in past situations will be a good indicator of how she/he will behave in future situations. 5-32

COMPETENCY BASED INTERVIEWS CBI’s are more systematic than unstructured interviews. Candidates are asked questions relating to their behaviour in specific circumstances, which they then need to back up with concrete examples. The answer is then matched against pre-decided criteria and marked accordingly. -33

EXAMPLE: COMPETENCY BASED INTERVIEW QUESTION Adaptability (for project management) Tell us about a situation in which you had to adjust to changes over which you had no control? How did you handle it? What do you do when priorities change quickly? Give one example of when this happened. Rating Stays calm in the face difficulties Develops strategies, not plans (seeks alternative options without deviating from project scope) Thinks quickly and responds to sudden changes Keeps a positive attitude towards all courses of action Reprioritizes workload when faced with unexpected changes 5-34

EXAMPLES: COMPETENCY BASED INTERVIEW QUESTIONS Initiative (for business or market development) Describe a project or idea that was implemented primarily because of your efforts. What was your role? What was the outcome? Give some instances in which you anticipated problems and were able to influence a new direction Communication (for deal negotiation) Describe a situation in which you were able to effectively “read” another person and guide your actions by your understanding of their individual needs or values Describe a situation where you felt you had not communicated well. How did you correct the situation?

4- Copyright © 2015 Pearson Education, Ltd. IMPROVING PERFORMANCE: HR as a Profit Center Great Western Bank uses a computerized job interview o Candidate responds via a touch screen and a microphone o Applicant can see what the job is really like o Those hired are reportedly 26% less likely to leave within 90 days o Turnover costs reduced 7-37

4- COPYRIGHT © 2010 PEARSON EDUCATION, INC. PUBLISHING AS PRENTICE HALL 5-40 Impression management -self promotion, ingratiation Applicant’s personal characteristics (gender, attractiveness etc.) Interviewer’s inadvertent behavior ( demographic similarity, playing the psychologist etc.) Factors Affecting An Interview’s Usefulness Halo effect- first impressions affect the other attributes Interviewer’s misunderstanding of the job Contrast Effect – Candidate order affects the evaluation

4- Copyright © 2015 Pearson Education, Ltd. Snap judgments Job requirements not clear Candidate-order & pressure to hire Nonverbal behavior & impression management Personal characteristics Interviewer mistakes Errors That Undermine Interviews 7-41

4- Copyright © 2015 Pearson Education, Ltd. 7-44 Define a structured situational interview and give examples of situational questions, behavioral questions, and background questions that provide structure.

4- Copyright © 2015 Pearson Education, Ltd. Design and Conduct an Effective Interview 1.Analyze the job 2.Rate main duties 3.Create questions 4.Create standard answers 5.Appoint interview panel and conduct interviews 7-45

4- Copyright © 2015 Pearson Education, Ltd. IMPROVING PERFORMANCE: HR Tools for Line Managers and Entrepreneurs How to Conduct an Effective Interview 1. Know the job 2. Structure the interview 3. Get organized 4. Establish rapport 5. Ask questions 6. Take brief notes 7. Close the interview 8. Review the interview 7-46

4- Copyright © 2015 Pearson Education, Ltd. Talent Management: Profiles and Employee Interviews Use the same job profile (competencies, traits, knowledge, and experience) for creating interview questions as for recruiting o Testing o Training o Appraising and o Paying the employee 7-47

4- Copyright © 2015 Pearson Education, Ltd. The job offer will include: o Pay rates o Benefits o Actual job duties There may be some negotiations When agreement is reached, the employer will extend a written job offer to the candidate Developing and Extending the Job Offer 7-49

4- Copyright © 2015 Pearson Education, Ltd. Issues to Consider with the Written Offer A job offer letter has the: o Welcome sentence o Pay information o Benefits information o Paid leave information o Terms of employment 7-50

4- Copyright © 2015 Pearson Education, Ltd. An employment contract includes: o Includes duration o Severance provisions o Nondisclosure requirements o Covenants not to compete The Employment Contract 7-51

4-6 Copyright © 2015 Pearson Education, Ltd. 6-1 Employee Testing Employee Testing and Selection.

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