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PowerPoint Presentation by Charlie Cook The University of West Alabama 6 © 2010 South-Western, a part of Cengage Learning All rights reserved.

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Presentation on theme: "PowerPoint Presentation by Charlie Cook The University of West Alabama 6 © 2010 South-Western, a part of Cengage Learning All rights reserved."— Presentation transcript:

1 PowerPoint Presentation by Charlie Cook The University of West Alabama 6 © 2010 South-Western, a part of Cengage Learning All rights reserved.

2 © 2010 South-Western, a part of Cengage Learning. All rights reserved. 6–2 Matching People and Jobs SelectionSelection  The process of choosing individuals who have relevant qualifications to fill existing or projected job openings.

3 © 2010 South-Western, a part of Cengage Learning. All rights reserved. 6–3 FIGURE 6.2 Steps in the Selection Process Note: Steps may vary. An applicant may be rejected after any step in the process.

4 © 2010 South-Western, a part of Cengage Learning. All rights reserved. 6–4 Sources of Information about Job Candidates Application FormsApplication Forms Online ApplicationsOnline Applications Biographical Information Blanks (BIB)Biographical Information Blanks (BIB) Background InvestigationsBackground Investigations Polygraph TestsPolygraph Tests Integrity and Honesty TestsIntegrity and Honesty Tests GraphologyGraphology Medical ExaminationsMedical Examinations Employment TestsEmployment Tests InterviewsInterviews

5 © 2010 South-Western, a part of Cengage Learning. All rights reserved. 6–5 Application Forms Application dateApplication date Educational backgroundEducational background ExperienceExperience Arrests and criminal convictionsArrests and criminal convictions National originNational origin ReferencesReferences DisabilitiesDisabilities

6 © 2010 South-Western, a part of Cengage Learning. All rights reserved. 6–6 Online Applications An Internet-based automated posting, application, and tracking process helps firms to more quickly fill positions by:An Internet-based automated posting, application, and tracking process helps firms to more quickly fill positions by:  Attracting a broader and more diverse applicant pool  Collecting and mining (removal) resumes with keyword searches to identify qualified candidates  Conducting screening tests online  Reducing recruiting costs significantly

7 © 2010 South-Western, a part of Cengage Learning. All rights reserved. 6–7 Biographical Information Blanks -- It covers issues as family life, hobbies, club membership, investment etc ---It reveals information about a person’s history that has shaped his behaviour Biographical Information Blanks -- It covers issues as family life, hobbies, club membership, investment etc ---It reveals information about a person’s history that has shaped his behaviour Sample Questions:Sample Questions:  At what age did you leave home?  How large was the town/city in which you lived as a child?  Did you ever build a model airplane that flew?  Were sports a big part of your childhood?  Do you play any musical instruments?

8 © 2010 South-Western, a part of Cengage Learning. All rights reserved. 6–8 Background Checks Negligent hiringNegligent hiring  The failure of an organization to discover, via due diligence (carefulness), that an employee it hired had the propensity (inclination) to do harm to others Sources of InformationSources of Information  Social Security verification  Past employment  Educational verification  Criminal records  Motor vehicle records  Credit check  Military records

9 © 2010 South-Western, a part of Cengage Learning. All rights reserved. 6–9 FIGURE 6.4 Most Common Types of Background Checks

10 © 2010 South-Western, a part of Cengage Learning. All rights reserved. 6–10 Background Checks (cont’d) Checking ReferencesChecking References  Telephone, mail, and checks  Specific job-related information  Letters of reference

11 © 2010 South-Western, a part of Cengage Learning. All rights reserved. 6–11 1 Sample Reference-Checking Questions Just the Facts What were the candidate’s dates of employment? What was the candidate’s title? What were the candidate’s general responsibilities? What is your relationship to the candidate (peer, subordinate, superior)? How long have you known the candidate? On the Job How would you describe the overall quality of the candidate’s work? Can you give me some examples? (For superiors) What areas of performance did you have to work on? What would you say are the candidate’s strengths? What would you say are the candidate’s weaknesses? How would you compare the candidate’s work to the work of others who performed the same job? What kind of environment did the candidate work in? How much of a contribution do you think the candidate made to your company or department? How would you describe the candidate’s ability to communicate?

12 © 2010 South-Western, a part of Cengage Learning. All rights reserved. 6–12 1 Sample Reference-Checking Questions (cont’d) On the Job (cont’d) How does the candidate handle pressure/deadlines? How well does the candidate get along with coworkers? How well does the candidate get along with managers? How well does the candidate supervise others? Can you give me your impressions of his or her management style? Describe the candidate’s success in motivating subordinates. How does the candidate handle conflict situations? Based on the candidate’s performance with your company, do you think he or she would be good in the type of position we’re considering him or her for? What motivates the candidate? How ambitious is he or she? The Bottom Line Why did the candidate leave your company? Would you rehire this person? Would you recommend this candidate for this type of position? What type of work is the candidate ideally suited for? Were there any serious problems with the candidate that we need to be aware of before making a hiring decision? Do you have any additional information to share with us about this candidate

13 © 2010 South-Western, a part of Cengage Learning. All rights reserved. 6–13 Employee Polygraph Protection Act (1988) Use of “lie detectors” is largely prohibited for prehiring.Use of “lie detectors” is largely prohibited for prehiring. Encouraged employers’ use of paper and pencil integrity and honesty tests.Encouraged employers’ use of paper and pencil integrity and honesty tests.

14 © 2010 South-Western, a part of Cengage Learning. All rights reserved. 6–14 Background Investigations (cont’d) GraphologyGraphology  The use of a sample of an applicant’s handwriting to make an employment decision.  It draws inferences about such things as the writer’s personality traits, intelligence, energy level, organisational abilities, creativity, integrity, emotional maturity, self –image, people skills and entrepreneurial tendencies

15 © 2010 South-Western, a part of Cengage Learning. All rights reserved. 6–15 Drug Testing Drug-Free Workplace Act of 1988Drug-Free Workplace Act of 1988  Testing for illegal drugs is required applicants and employees of federal contractors. Medical ExaminationsMedical Examinations  Given last as they can be costly.  Ensure that the health of an applicant is adequate to meet the job requirements.  Provides a baseline for subsequent examinations  All exams be job-related and conducted after an employment offer is made.

16 © 2010 South-Western, a part of Cengage Learning. All rights reserved. 6–16 Employment Tests Employment TestEmployment Test  An objective and standardized measure of a sample of behavior that is used to gauge a person’s knowledge, skills, abilities, and other characteristics (KSAOs) in relation to other individuals.

17 © 2010 South-Western, a part of Cengage Learning. All rights reserved. 6–17 Classification of Employment Tests Cognitive Ability TestsCognitive Ability Tests  Aptitude tests  Measures of a person’s capacity to learn or acquire skills.  Achievement tests  Measures of what a person knows or can do right now. Personality and Interest InventoriesPersonality and Interest Inventories  “Big Five” personality factors:  Extroversion, agreeableness, conscientiousness, neuroticism, openness to experience.

18 © 2010 South-Western, a part of Cengage Learning. All rights reserved. 6–18 FIGURE 6.6 Is That Your Final Answer? Answers: 1. a, 2. c, 3. d, 4. d, 5. c, 6. c, 7. b

19 © 2010 South-Western, a part of Cengage Learning. All rights reserved. 6–19 CPI Personality Facets and Sample Items AgreeablenessAgreeableness Trust—I believe people are usually honest with me.Trust—I believe people are usually honest with me. Conscientiousness ( carefulness)Conscientiousness ( carefulness) Attention to detail—I like to complete every detail of tasks according to the work plans.Attention to detail—I like to complete every detail of tasks according to the work plans. Extroversion ( sociability)Extroversion ( sociability) Adaptability—For me, change is exciting.Adaptability—For me, change is exciting. Neuroticism ( anxiety)Neuroticism ( anxiety) Self-confidence—I am confident about my skills and abilities.Self-confidence—I am confident about my skills and abilities. Openness to ExperienceOpenness to Experience Independence—I tend to work on projects alone, even if others volunteer to help me.Independence—I tend to work on projects alone, even if others volunteer to help me.

20 © 2010 South-Western, a part of Cengage Learning. All rights reserved. 6–20 Classification of Employment Tests (cont’d) Physical Ability TestsPhysical Ability Tests  Must be related to the essential functions of job with reference to strength and endurance. Job Knowledge TestsJob Knowledge Tests  An achievement test that measures a person’s level of understanding about a particular job. Work Sample TestsWork Sample Tests  Require the applicant to perform tasks that are actually a part of the work required on the job.

21 © 2010 South-Western, a part of Cengage Learning. All rights reserved. 6–21 The Employment Interview Why the interview is so popular:Why the interview is so popular:  It is especially practical when there are only a small number of applicants.  It serves other purposes, such as public relations  Interviewers maintain great faith and confidence in their judgments.

22 © 2010 South-Western, a part of Cengage Learning. All rights reserved. 6–22 Interviewing Methods Nondirective InterviewNondirective Interview  The applicant determines the course of the discussion, while the interviewer refrains from influencing the applicant’s remarks. Structured InterviewStructured Interview  An interview in which a set of standardized questions having an established set of answers is used.

23 © 2010 South-Western, a part of Cengage Learning. All rights reserved. 6–23 Interviewing Methods (cont’d) Situational InterviewSituational Interview  An interview in which an applicant is given a hypothetical incident and asked how he or she would respond to it. Behavioral Description Interview (BDI)Behavioral Description Interview (BDI)  An interview in which an applicant is asked questions about what he or she actually did in a given situation. Panel InterviewPanel Interview  An interview in which a board of interviewers questions and observes a single candidate.

24 © 2010 South-Western, a part of Cengage Learning. All rights reserved. 6–24 3 Sample Situational Interview Question QUESTION: It is the night before your scheduled vacation. You are all packed and ready to go. Just before you get into bed, you receive a phone call from the plant. A problem has arisen that only you can handle. You are asked to come in to take care of things. What would you do in this situation? RECORD ANSWER: SCORING GUIDE: Good:“I would go in to work and make certain that everything is OK. Then I would go on vacation.” Good:“There are no problems that only I can handle. I would make certain that someone qualified was there to handle things.” Fair:“I would try to find someone else to deal with the problem.” Fair:“I would go on vacation.”

25 © 2010 South-Western, a part of Cengage Learning. All rights reserved. 6–25 Interviewing Methods (cont’d) Computer InterviewComputer Interview  Using a computer program that requires candidates to answer a series of questions tailored to the job.  Answers are compared either with an ideal profile or with profiles developed on the basis of other candidates’ responses. Video and Digitally-Recorded InterviewsVideo and Digitally-Recorded Interviews  Using video conference technologies to record and evaluate job candidates’ technical abilities, energy level, appearance, and the like before incurring the costs of a face-to-face meeting.

26 © 2010 South-Western, a part of Cengage Learning. All rights reserved. 6–26 Ground Rules for Employment Interviews (Interviewer Training) Ground Rules for Employment Interviews (Interviewer Training) Establish an interview planEstablish an interview plan Establish and maintain rapportEstablish and maintain rapport Be an active listenerBe an active listener Pay attention to nonverbal cuesPay attention to nonverbal cues Provide information freelyProvide information freely Use questions effectivelyUse questions effectively Separate facts from inferencesSeparate facts from inferences Recognize biases and stereotypesRecognize biases and stereotypes Control the course of the interviewControl the course of the interview Standardize the questions askedStandardize the questions asked

27 © 2010 South-Western, a part of Cengage Learning. All rights reserved. 6–27 Diversity Management: Are Your Questions Legal? No questions are expressly forbidden.No questions are expressly forbidden.  Questions related to race, color, age, religion, sex, or national origin can be hazardous.  Questions are acceptable if job-related, asked of everyone, and do not discriminate against a protected class (e.g., females)

28 © 2010 South-Western, a part of Cengage Learning. All rights reserved. 6–28 5 Appropriate and Inappropriate Interview Questions APPROPRIATE QUESTIONSINAPPROPRIATE QUESTIONS National origin What is your name?What is the origin of your name? Have you ever worked under a What is your ancestry? different name? Do you speak any foreign languages that may be pertinent to this job? AgeAre you over 18?How old are you? If hired, can you prove your age?What is your date of birth? Gender(Say nothing unless it involves a Are you a man or a woman? bona fide occupational qualification.) Race(Say nothing.)What is your race? Disabilities Do you have any disabilities that Do you have any physical defects? may inhibit your job performance?When was your last physical? Are you willing to take a physical What color are your eyes, hair, etc.? exam if the job requires it? Height and(Not appropriate unless it is a bonaHow tall are you? weight fide occupational qualification.)How much do you weigh? Residence What is your address?What are the names/relationships How long have you lived there? of those with whom you live?

29 © 2010 South-Western, a part of Cengage Learning. All rights reserved. 6–29 5 Appropriate and Inappropriate Interview Questions (cont’d) APPROPRIATE QUESTIONSINAPPROPRIATE QUESTIONS Religion(You may inform a person of the Do you have any religious affiliation? required work schedule.) Military recordDid you have any military What type of discharge did you education/experience pertinentreceive? to this job? Education andWhere did you go to school?Is that a church-affiliated school? experienceWhat is your prior work experience?When did you graduate? Why did you leave? What are your hobbies? What is your salary history? Criminal recordHave you ever been convictedHave you ever been arrested? of a crime? CitizenshipDo you have a legal right to workAre you a U.S. citizen? in the United States? Marital/familyWhat is the name, address, andAre you married, divorced, single? status telephone number of a personDo you prefer Miss, Mrs., or Ms.? we may contact in case of anDo you have any children? How old emergency?are they?

30 © 2010 South-Western, a part of Cengage Learning. All rights reserved. 6–30 Reaching a Selection Decision Selection Considerations:Selection Considerations:  Should individuals to be hired according to their highest potential or according to the needs of the organization?  At what grade or wage level to start the individual?  Should selection be for employee-job match, or should advancement potential be considered?  Should those not qualified but qualifiable be considered?  Should overqualified individuals be considered?  What effect will a decision have on meeting affirmative action plans and diversity considerations?


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