1. Selecting Employees
DeNotra Geddis
April 11, 2005

2. Why Do Organizations Hire Employees?
Employees are hired to fill newly created positions in organizations
Employees are hired to replace individuals who have left the organization

3. Four Steps to Employee Selection
Planning the need for new employees
Getting appropriate persons to apply for positions (recruitment)
Deciding whom to hire (selection)
Getting the selected people to take jobs

4. Diagram of Acquiring New Employees
Planning
Acquiring Applicants
Hiring
Selecting Applicants

5. Planning Of Human Resource Needs
To Maintain the livelihood of an organization, it must have a steady supply of human resources, or people.
To do a good job of recruiting the people needed by an organization, careful planning is necessary

6. Recruiting Applicants
Organizations need to be able hire qualified people. In order to fulfill this requirement there must be a large number of job applicants to choose from.

7. Six Possible Sources Of Applicants
Advertising (newspapers, fliers, etc.)
Employee Referral
Employment Agencies (Unemployment Offices)
School Recruiters (Job fairs)
Walk-ins
Web (Monster. com)

8. Issues with Recruitment
Different sources of job applicants do not necessarily attract the same quality of applicants.
According to Zottoli and Wanous (2000) reviewed 50 years of research on applicant sources and found consistent evidence that inside sources, employee referrals of acquaintances or friends, rehires or those who had previously worked at the organization and transfers from inside the organization provided employees who performed better and remained on the job longer on average than outside sources.

9. How do Organizations Select Employees?
Most often used approach, manager interviews the applicant and decides subjectively whom to hire.
Purely subjective hiring procedures are likely to be biased and inaccurate.

10. Important Elements in Employee Selection
Employers must know what the criterion is for the job in question.
The second element is the predictor, which is anything that relates to the criterion.
The previous techniques can be used to assess KSAOs

11. Validation Studies
Validation studies are research studies that attempt to show that the predictor relates to the criterion.
Both the criterion and predictor are qualified.
Data is collected for a group of employees on both variables.
The correlation coefficient indicates how well the two variables relate to each other. If the two variables are significantly related, it can be concluded that the predictor is valid in terms of the criterion.

12. Conduction a Validation Study
Conducting a validation study involves five steps:
Conduct a job analysis
Specify job performance criteria
Choose predictors
Validate the predictors
Cross-validate

13. Conducting a Job Analysis
Provides information about the tasks involved in a job
Also provides information about the KSAOs needed to do the job successfully

14. Specifying Job Performance Criteria
Once an employer has a good idea about what a job entails, criteria for good job performance can be developed.

15. Choose Predictors
As an organization develops criteria for a job, it also chooses potential predictors of job performance on those criteria.

16. Validate the Predictors
Measures of the criterion and the predictors are taken on a sample of people to see whether the predictor relates to the criterion.
By conducting field studies in the settings in which selection tools will ultimately be used, the likelihood of generalization is maximized.
There are 2 types of study designs.
Concurrent validation and predictive validity studies.
Concurrent validation both the criterion and predictor scores are collected from a sample of participants at more or less the same point in time.
Predictive validity, the predictors are measured before the criterion.

17. Cross-Validation
The final step in a validation study is to cross-validate, or replicate the results of one sample with those of another sample.
2 samples are needed to conduct a cross-validation. The first sample is used to determine whether the criterion and the predictor are significantly correlated. A second sample is used to see whether the significant found in the first sample can be repeated on the second.

18. Validity Generalization
Validity generalization means that validities of selection devices are generalizable or transportable from job to job and organization to organization.

19. How Predictor Information is Used for Selection
Multiple Hurdles: approach sets a criterion for each predictor. If an applicant achieves that criterion, then the hurdle is passed. It is efficient to use multiple hurdles in a specified order and eliminate applicants as the assessment process goes from hurdle to hurdle.
Regression Approach: this approach uses the score from each predictor in an equation to provide a numerical estimate of the criterion.

20. Alternatives to Conducting Validation Studies
An alternative approach is to rely on the established validity of selection tools that can be linked to KSAO requirements.

21. Getting Applicants to Accept Job Offers and Keep Jobs
Ensure that salaries are comparable to those of other organizations for similar jobs in the same area.
Negotiate salary and other rewards with the potential employee.
Cafeteria benefits allow employees to pick and choose benefits from a long list of possibilities, such as different types of insurance policies, stocks and bonds.
Care must be taken to present conditions at the work honestly and accuraretly.

22. Realistic Job Preview (RJP)
Used to give job applicants accurate information about the job and the organization. It is most typically accomplished with a brochure or videotaped presentation.
A good RJP provides an accurate view of both favorable and unfavorable aspects of a job, so that a person who accepts a job will do so with accurate and realistic expections.

23. How Valid Selection Devices Work
Utility analysis: The analysis of the financial benefits to an organization of taking a course of action.
Three basic concepts form the foundation of utility analysis
Base rate
Selection ratio
Validity

24. Baserate: is the percentage of applicants who would be successful on the job if all of them were hired.
Selection Ration: the proportion of job applicants that an organization must hire. It is calculated as the number of positions to fill divided by the number of applicants
Validity: The validity of a selection device is the magnitude of correlation between it and the criterion. The correlation, the more accurately the criterion can be forecast by selection device.

25. Legal Issues
Prior to 1964 in the United States, discrimination against ethnic minorities and women was widespread for many jobs, particularly for the most desirable and highest-paying ones.
The Civil Rights Act of 1964 made it illegal to discriminate against minorities and other areas of life in U.S. society.

26. Protected Classes
Comprise of persons who have been the target of discrimination in the past, namely African-Americans, Hispanics, Native Americans, and women.