Presentation on theme: "Selection and Placement"— Presentation transcript:
1 Selection and Placement Process of choosing individuals with qualifications needed to fill jobsOrganizations need qualified employees to succeedPlacementFitting a person to the right job
2 Applicant Knowledge, Skills, and Abilities Person-Job FitMatching knowledge, skills and abilities (KSAs) of individuals to characteristics of jobs (tasks, duties and responsibilities–TDRs).Benefits of good person-job fit:Higher employee performanceLower turnover and absenteeismKSAs = TDRs = Job Success
3 Applicant Knowledge, Skills, and Abilities Person-Organization FitCongruence between individuals and organizational culture.
4 Criteria, Predictors, and Job Performance Selection CriterionA characteristic that a person must have to do a job successfullyPredictorsMeasurable or visible indicators of a selection criterion
5 Criteria, Predictors, and Job Performance ValidityCriterion-related validity: Correlation between a predictor and job performance; accuracyContent validity: Selection method reflects job contentReliabilityExtent to which a predictor repeatedly produces the same results, over time; consistency
6 Job Performance, Selection Criteria, and Predictions
8 Combining Predictors Multiple Hurdles Compensatory Approach Establishing minimum cutoff (level of performance) for each predictor, requiring each applicant to score at least the minimum on each predictor to be considered for hiring.Compensatory ApproachScores on all predictors are added together, allowing higher score on one predictor to compensate for lower score on another.
9 Typical Division of HR Responsibilities: Selection
10 HR Employment Functions Receiving applicationsInterviewing applicantsAdministering tests to applicantsConducting background investigationsArranging physical examinationsPlacing and assigning new employeesCoordinating follow-up of new employeesExit interviewing departing employeesMaintaining employee records and reports
12 Reality or Sugar-Coating? Realistic Job PreviewProcess through which job applicant receives an accurate picture of the organizational realities of the job.Prevents the development of unrealistic job expectations that cause disenchantment, dissatisfaction, and turnover in new employees.
13 Pre-Employment Screening To verify minimum qualificationsElectronic ScreeningLarge volume of applicantsQuality of hires needs to be increasedTo shorten hiring cycleTo reduce cost of hiringTo reach unvisited geographic areasWhen To Use Electronic Screening
14 Applications Purposes of Applications forms Resumes as Applications Record of applicant’s interestProvides a profile of applicantBasic record for applicants hiredTo assess effectiveness of selection processResumes as ApplicationsEEO recognizes as applicationRetain resumes at least three years.
15 Application Disclaimers Employment-At-WillReference ContactsEmployment TestingApplication Time LimitInformation FalsificationApplication Form
16 Acceptable Documents for Verifying Eligibility to Work in the United States
17 EEO Considerations and Application Forms Applications should not contain illegal (nonjob-related) questions concerning:Marital statusHeight/weightNumber and ages of dependentsInformation on spouseDate of high school graduationContact in case of emergency
23 More on Structured Interviews Benefits of Structured InterviewsObtain consistent information needed for selection decisionMore reliable and valid than other interview formatsMeet federal EEO guidelines for the selection process
25 Less Structured Interviews Nondirective InterviewQuestions are developed based on answers to previous questions.May not obtain needed information.Information obtained may not be not job-related or comparable to that obtained from other applicants.
26 Less Structured Interviews Stress InterviewsDesigned to create anxiety and put pressure on an applicant to see how the person responds.
27 Questions Commonly Used in Selection Interviews
28 Who Conducts Interviews? InterviewersIndividualsIndividuals SequentiallyPanel InterviewTeam Interview
29 Effective Interviewing Conducting an Effective InterviewPlan the InterviewControl the InterviewQuestioning Techniques
30 Effective Interviewing Questions to AvoidYes/No questionsObvious questionsQuestions that rarely produce a true answerLeading questionsIllegal questionsQuestions that are not job related
31 Problems in the Interview Snap JudgmentsNegative EmphasisHalo EffectBiases and StereotypingCultural NoisePoor Interviewing Techniques
33 Legal Issues in Background Investigations Risks of negligent hiring and retentionEmployers are liable for employees’ actions.Federal Privacy Act of 1974 requires signed releases from applicants to avoid privacy issues.Negligent hiringEmployer fails to check the background of an employee who injures someone.
34 Legal Issues in Background Investigations Negligent retentionEmployer is aware an employee may be unfit for employment, continues to employ the person, and the person injures someone.
35 Background Investigation Fair Credit Reporting ActRequires disclosure of a credit check.Requires written consent of applicant.Requires copy of report be given to the applicant.
36 Medical Examinations and Inquires American With Disabilities Act (ADA)Prohibits pre-employment medical exams.Prohibits rejecting persons for disabilities or asking disability-related questions until after a conditional job offer is made.Drug TestingUse of drug testing in the selection process is increasing.Test must be monitored to protect integrity of results.
37 Making the Job Offer Offer Guidelines Formalize the offer with a letter to applicant clearly stating the terms and conditions of employment.Avoid vague, general statements and promises.Require return of signed acceptance of offer.
38 Global Staffing Issues Types of Global EmployeesExpatriatesHost-Country NationalsThird-Country Nationals
40 Who Is an Applicant? EEOC and OFCCP definition of “applicant”: Has expressed interest electronically and is being considered for a specific position by the employer.Has identified that he/she has the basic position qualifications.Maintains his/her interest in the position throughout selection process.Has been ranked using “hit features” by employer software or other data techniques