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Selection and Placement

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Presentation on theme: "Selection and Placement"— Presentation transcript:

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

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