1. Selection and Placement
Process of choosing individuals with qualifications needed to fill jobs
Organizations need qualified employees to succeed
Placement
Fitting a person to the right job

2. Applicant Knowledge, Skills, and Abilities
Person-Job Fit
Matching knowledge, skills and abilities (KSAs) of individuals to characteristics of jobs (tasks, duties and responsibilities–TDRs).
Benefits of good person-job fit:
Higher employee performance
Lower turnover and absenteeism
KSAs = TDRs = Job Success

3. Applicant Knowledge, Skills, and Abilities
Person-Organization Fit
Congruence between individuals and organizational culture.

4. Criteria, Predictors, and Job Performance
Selection Criterion
A characteristic that a person must have to do a job successfully
Predictors
Measurable or visible indicators of a selection criterion

5. Criteria, Predictors, and Job Performance
Validity
Criterion-related validity: Correlation between a predictor and job performance; accuracy
Content validity: Selection method reflects job content
Reliability
Extent to which a predictor repeatedly produces the same results, over time; consistency

6. Job Performance, Selection Criteria, and Predictions

7. Concurrent and Predictive Validity

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 Approach
Scores 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 applications
Interviewing applicants
Administering tests to applicants
Conducting background investigations
Arranging physical examinations
Placing and assigning new employees
Coordinating follow-up of new employees
Exit interviewing departing employees
Maintaining employee records and reports

11. Selection Process Flowchart

12. Reality or Sugar-Coating?
Realistic Job Preview
Process 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 qualifications
Electronic Screening
Large volume of applicants
Quality of hires needs to be increased
To shorten hiring cycle
To reduce cost of hiring
To reach unvisited geographic areas
When To Use Electronic Screening

14. Applications Purposes of Applications forms Resumes as Applications
Record of applicant’s interest
Provides a profile of applicant
Basic record for applicants hired
To assess effectiveness of selection process
Resumes as Applications
EEO recognizes as application
Retain resumes at least three years.

15. Application Disclaimers
Employment-At-Will
Reference Contacts
Employment Testing
Application Time Limit
Information Falsification
Application 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 status
Height/weight
Number and ages of dependents
Information on spouse
Date of high school graduation
Contact in case of emergency

18. Sample Application Form

19. Selection Testing: Ability Tests
Ability Tests Aptitude and Achievement
Cognitive Ability Tests
Psychomotor Tests
Physical Ability Tests
Work Sample Tests
Situational Judgment Tests
Assessment Centers

20. Other Assessments Personality Tests Employee Polygraph Protection Act
Minnesota Multiphasic Personality Inventory (MMPI)
Myers-Briggs
“Fakability”; socially desirable responses
Honesty/Integrity tests
Violence potential tests
Employee Polygraph Protection Act

21. Big Five Personality Traits

22. Structured Interviews
Biographical Interview
Behavioral Interview
Competency Interview
Situational Interview

23. More on Structured Interviews
Benefits of Structured Interviews
Obtain consistent information needed for selection decision
More reliable and valid than other interview formats
Meet federal EEO guidelines for the selection process

24. Types of Selection Interviews

25. Less Structured Interviews
Nondirective Interview
Questions 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 Interviews
Designed 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?
Interviewers
Individuals
Individuals Sequentially
Panel Interview
Team Interview

29. Effective Interviewing
Conducting an Effective Interview
Plan the Interview
Control the Interview
Questioning Techniques

30. Effective Interviewing
Questions to Avoid
Yes/No questions
Obvious questions
Questions that rarely produce a true answer
Leading questions
Illegal questions
Questions that are not job related

31. Problems in the Interview
Snap Judgments
Negative Emphasis
Halo Effect
Biases and Stereotyping
Cultural Noise
Poor Interviewing Techniques

32. Sources of Background Information

33. Legal Issues in Background Investigations
Risks of negligent hiring and retention
Employers are liable for employees’ actions.
Federal Privacy Act of 1974 requires signed releases from applicants to avoid privacy issues.
Negligent hiring
Employer fails to check the background of an employee who injures someone.

34. Legal Issues in Background Investigations
Negligent retention
Employer 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 Act
Requires 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 Testing
Use 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 Employees
Expatriates
Host-Country Nationals
Third-Country Nationals

39. Selection Factors for Global Employees

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