Acquiring and Preparing Human Resources 2 Acquiring and Preparing Human Resources Planning for and Recruiting Human Resources Selecting Employees and Placing them in Jobs Training Employees

Selecting Employees and Placing them in Jobs 6 C H A P T E R Selecting Employees and Placing them in Jobs Selection Process Job Applications and Resumes Employment Tests and Work Samples Selection Decisions

Ch. 6 Learning Objectives Identify the elements of the selection process. Define ways to measure the success of a selection method. Summarize the government’s requirements for employee selection. Compare the common methods used for selecting human resources. McGraw-Hill/Irwin © 2007 The McGraw-Hill Companies, Inc. All rights reserved.

Ch. 6 Learning Objectives Describe major types of employment tests. Discuss how to conduct effective interviews. Explain how employer carry out the process of making a selection decision. McGraw-Hill/Irwin © 2007 The McGraw-Hill Companies, Inc. All rights reserved.

Selection Personnel Selection Process through which organizations make decisions about who will or will not be allowed to join the organization What is the difference between recruitment and selection?

Your Experience A=Yes, B=No Have you ever had to take a computerized or paper-and-pencil test in order to get a job? Have you ever had to interview in order to get a job?

Steps in the Selection Process Figure 6.1

Criteria for Evaluating Selection Methods Figure 6.2

Content-Related Validity A measure of validity based on the consistency between the test items or problems and the kinds of situations or problems that occur on the job Establishing content validity would be an effective approach for what kinds of tests?

Criterion-Related Validity A measure of validity based on showing a substantial correlation between test scores and job performance. Establishing criterion validity would be an effective approach for what kinds of tests?

Criterion-Related Validity Figure 6.3

Two Approaches to Criterion-Related Validity Predictive validation Uses test scores of all applicants and looks for a relationship between the scores and future performance. Concurrent validation Administers a test to people who currently hold a job, then compares their scores to existing measures of job performance. What are the pros and cons of each?

Test Your Knowledge What is the best method to validate the following tests and why? Content (A) or Criterion-related (B) validity Interview Skills-based test (e.g., troubleshooting equipment, operating equipment) Integrity test Personality test Job knowledge test Math or reading test

Legal Standards for Selection CRA 1991 Selection test that has disparate impact must be a valid predictor of job performance Race norming is illegal EEO laws prohibit gathering information on protected status, even indirectly. ADA requires employers to make “reasonable accommodation” to disable individuals throughout the selection process

Permissibility of Questions Table 6.1

Test Your Knowledge Which of the following questions is permissible? Will child care demands affect your ability to get to work? Do you have a car so that you will be able to get here on time? This job requires you to be here from 8:00am to 5:00pm. Can you meet that job requirement?

Applications and Resumes Applications gather: Contact information Work experience Educational background applicant’s signature Resumes are most valid when the content of the resume is evaluated in terms of the elements of a job description. Technology helps manage resumes

References & Background Investigations – HR Dilemma Giving References on Former Employees Risks: May be held liable for defamation, invasion of privacy or retaliation for statements made about former employees. Risks of Negligent Hiring and Negligent Referrals Hiring: Employers must exercise “due diligence” in investigating an applicant’s background to avoid suits for the actions of their employees. Referrals: Employers have a duty to truthfully disclose the qualifications and character of a former employee May be held liable for negligent hiring and referrals Edgewater Technology – December 2000 What should organizations do?

Types of Employment Tests Aptitude Tests that assess how well a person can learn or acquire skills and abilities Achievement Tests that measure a person’s existing knowledge and skills Examples?

Types of Employment Tests Physical Ability Measures muscular endurance, power, flexibility, balance coordination Cognitive ability Test designed to measure such mental abilities as verbal skills, quantitative skills, and reasoning ability

Types of Employment Tests Job Performance and Work Samples Assess ability to perform a sample of the work Assessment Centers Personality inventories Big Five Characteristics

Honesty Tests Polygraphs (“lie detector”) Table 6.4 Polygraphs (“lie detector”) Employee Polygraph Protection Act When can polygraphs be used?

Interviews Nondirective interview Structured interview The interviewer has great discretion in choosing questions to ask each candidate Structured interview Consists of a predetermined set of questions for the interviewer to ask

Interview Types Situational interviews Behavior description interview The interviewer describes a situation likely to arise on the job, then asks the candidate what he or she would do in that situation Behavior description interview The interviewer asks the candidate to describe how he or she handled a type of situation in the past. Pros and cons of each?

Interviewing Advantages Can provide evidence of communication and interpersonal skills Most valid when they focus on job knowledge and skills. Disadvantages Can be unreliable Low on validity Costly Subjective/biased

Tips for Interviewing Effectively Decide what you’re looking for. Plan the interview. Put the applicant at ease. Work from a list. Listen and follow up. Take notes. Close the interview gracefully

How Organizations Select Employees Multiple Hurdles Establishing a minimum score for each employment test thereby gradually narrowing the candidates down Example, passing scores are: Math test - 70% Conscientiousness test - 90% Interview - 80% Applicant A: Math 80%, Conscientiousness, 92%, Interview 85% = Eligible to Hire? (A=Yes, B=No) Applicant B: Math 60%, Conscientiousness, 95%, Interview 95% = Eligible to Hire? (A=Yes, B=No)

How Organizations Select Employees Compensatory approach Scores on all predictors are added together, allowing a higher score on one predictor to offset a lower score on another predictor. Example, Total points must equal 200: Applicant A: Math 60, Conscientiousness 100, Interview 90 = 250 points (A=Yes, B=No) Applicant B: Math 95, Conscientiousness 75, Interview 80 = 250 points (A=Yes, B=No) Applicant C: Math 50, Conscientiousness 65, Interview 80 = 195 points (A=Yes, B=No) Who is eligible to hire?

Diversity in Hiring: Candidate Conundrum Errors in evaluation are often made because of common biases that influence one’s decision making (e.g., halo, horn, contrast, similar-to-me). What evaluation biases seemed to be taking place in this scenario? What advantages and disadvantages are there when using panel interviews? What valid reasons did Robert provide to persuade Paul to choose Jacqueline?

Diversity in Hiring: Candidate Conundrum (Legal Issues) If Robert made the decision to hire Jacqueline because she was married, would Sonya have a case against Beck ‘n Call under Title VII? Is Robert’s decision to hire Jacqueline legal? Why or why not?

Video - Digital Domain Discuss how Digital’s method of categorizing candidates streamlines its selection process. Discuss your personal opinion of Digital’s candidate selection process. Explain why you like it or why you don’t. Discuss how this method would impact you, if you were a candidate at this company. Does employment with a company like Digital interest you? Discuss why or why not. The video points out the importance of quality production to Digital. How does its selection methodology support this?