PowerPoint Presentation by Monica Belcourt, York University and Charlie Cook, The University of West Alabama Managing Human Resources Chapter Employee Selection

6–2 Learning Outcomes After studying this chapter, you should be able to: 1.Explain the objectives of the personnel selection process. 2.Identify the various sources of information used for personnel selection. 3.Compare the value of different types of employment tests. 4.Illustrate the different approaches to conducting an employment interview. 5.Describe the various decision strategies for selection. Copyright © 2011 by Nelson Education Ltd.

6–3 Matching People and Jobs  Selection  The process of choosing individuals who have relevant qualifications to fill existing or projected job openings.  Selection Considerations:

Copyright © 2011 by Nelson Education Ltd.6–4 Figure 6–1 The Goal of Selection: Maximize “Hits”

Copyright © 2011 by Nelson Education Ltd.6–5 Figure 6–2 Steps in the Selection Process Note: Steps may vary. An applicant may be rejected after any step in the process. Completion of application Initial interview in HR department Employment testing (aptitude, achievement) Background investigation Preliminary selection in HR department Supervisor/team interview Hiring decision

Copyright © 2011 by Nelson Education Ltd.6–6 The Selection Process  Obtaining Reliable and Valid Information  Reliability

Copyright © 2011 by Nelson Education Ltd.6–7 Reliability as Stability over Time HIGH RELIABILITY TESTRETEST APPLICANTSCORESCORE Smith9093 Perez6562 Riley Chan8078 VERY LOW RELIABILITYTESTRETEST APPLICANTSCORE SCORE Smith9072 Perez6588 Riley11067 Chan80111

Copyright © 2011 by Nelson Education Ltd.6–8 Reliability as Consistency (Interrater Reliability) HIGH RELIABILITY APPLICANTRater #1Rater #2Rater #3 Smith988 Perez565 Riley455 Chan888 VERY LOW RELIABILITY APPLICANTRater #1Rater #2Rater #3 Smith956 Perez594 Riley427 Chan842

Copyright © 2011 by Nelson Education Ltd.6–9 Valid and Invalid Tests

Copyright © 2011 by Nelson Education Ltd.6–10 Approaches to Validation  Criterion-related Validity  Concurrent Validity

Copyright © 2011 by Nelson Education Ltd.6–11 Approaches to Validation (cont’d)  Predictive Validity  Validity (or Correlation) Coefficient

Copyright © 2011 by Nelson Education Ltd.6–12 Figure 6–3 Correlation Scatterplots

Copyright © 2011 by Nelson Education Ltd.6–13 Approaches to Validation  Cross-validation  Validity generalization

Copyright © 2011 by Nelson Education Ltd.6–14 Approaches to Validation (cont’d)  Content validity  Construct validity

Copyright © 2011 by Nelson Education Ltd.6–15 Sources of Information about Job Candidates  Application Forms  Online Applications  Biographical Information Blanks (BIB)  Background Investigations  Polygraph Tests  Integrity and Honesty Tests  Graphology  Employment Tests  Interviews

Copyright © 2011 by Nelson Education Ltd.6–16 Application Forms  Standardization  Human rights  Interview format  Reference checks  Misrepresentation Weighted application blank (WAB) The WAB involves the use of a common standardized employment application that is designed to distinguish between successful and unsuccessful employees.

Copyright © 2011 by Nelson Education Ltd.6–17 Online Applications  An Internet-based automated posting, application, and tracking process helps firms to more quickly fill positions by:

Copyright © 2011 by Nelson Education Ltd.6–18 Biographical Information Blanks  Sample Questions:

Copyright © 2011 by Nelson Education Ltd.6–19 Background Checks  Checking References  Mail and telephone checks  Letters of reference

Copyright © 2011 by Nelson Education Ltd.6–20 Polygraph Tests  Check provincial legislation before considering use of the polygraph.

Copyright © 2011 by Nelson Education Ltd.6–21 Figure 6–4 Integrity Test Question Examples Note: The number of items in each category was 2, 8, 13, and 9 respectively. Source: Stephen Dwight and George Alliger, “Reactions to Overt Integrity Test Items,” Educational and Psychological Measurement 57, no. 6 (December 1977): 937–48, copyright © 1997 by Sage Publications, Inc. Reprinted with the permission of Sage Publications, Inc. TO TEST TENDENCY TODESCRIPTION ProtectContains items that require individuals to indicate whether they would protect friends or co-workers who had engaged in counterproductive behaviours. Example: I would turn in a fellow worker I saw stealing money. Be lenientContains items in which test takers indicate whether they would be lenient with respect to the wrongdoing of others. Example: An employee should be fired if the employer finds out the employee lied on the application blank. Admit thoughtIncludes items that require test takers to indicate the degree to which they would engage in counterproductive thoughts or behaviours. Example: I’ve thought about taking money from an employer without actually doing it. Admit behaviourContains items in which individuals admit to directly participating in actual counterproductive behaviours. Example: Over the last three years, what’s the total amount of money you’ve taken without permission from your employer?

Copyright © 2011 by Nelson Education Ltd.6–22 Background Investigations (cont’d)  Graphology  The use of a sample of an applicant’s handwriting to make an employment decision.

Copyright © 2011 by Nelson Education Ltd.6–23 Employment Tests  Employment Test  An objective and standardized measure of a sample of behaviour that is used to gauge a person’s knowledge, skills, abilities, and other characteristics (KSAOs) in relation to other individuals.

Copyright © 2011 by Nelson Education Ltd.6–24 Classification of Employment Tests  Cognitive Ability Tests  Aptitude tests  Achievement tests  Personality and Interest Inventories  “Big Five” personality factors:

Copyright © 2011 by Nelson Education Ltd.6–25 Figure 6.6CPI Personality Facets and Sample Items Figure 6.6CPI Personality Facets and Sample Items  Agreeableness  Trust — I believe people are usually honest with me.  Conscientiousness  Attention to detail — I like to complete every detail of tasks according to the work plans.  Extroversion  Adaptability — For me, change is exciting.  Neuroticism  Self-confidence — I am confident about my skills and abilities.  Openness to Experience  Independence — I tend to work on projects alone, even if others volunteer to help me. Source: Mark J. Schmit, Jenifer A. Kihm, and Chet Robie, “Development of a Global Measure of Personality,” Personnel Psychology 53, no. 1 (Spring 2000): 153–193. Reprinted by permission.

Copyright © 2011 by Nelson Education Ltd.6–26 Interest tests  Preferences for certain activities  Used mainly for career counselling

Copyright © 2011 by Nelson Education Ltd.6–27 Classification of Employment Tests (cont’d)  Physical Ability Tests  Job Knowledge Tests  Work Sample Tests

Copyright © 2011 by Nelson Education Ltd.6–28 The Employment Interview  Why the interview is so popular:

Copyright © 2011 by Nelson Education Ltd.6–29 Interviewing Methods  Nondirective Interview  Structured Interview

Copyright © 2011 by Nelson Education Ltd.6–30 Interviewing Methods (cont’d)  Situational Interview  Behavioural Description Interview (BDI)  Panel Interview

Copyright © 2011 by Nelson Education Ltd.6–31 Highlights in HRM 6.3

Copyright © 2011 by Nelson Education Ltd.6–32 Interviewing Methods (cont’d)  Computer and Virtual Interview  Video and Digitally Recorded Interviews

Copyright © 2011 by Nelson Education Ltd.6–33 Ground Rules for Employment Interviews  Establish an interview plan  Establish and maintain rapport  Be an active listener  Pay attention to nonverbal cues  Provide information freely  Use questions effectively  Separate facts from inferences  Recognize biases and stereotypes  Control the course of the interview  Standardize the questions asked

Copyright © 2011 by Nelson Education Ltd.6–34 Are these questions legal? 1.What is your maiden name? 2.Would you include your birth certificate with your application? 3.What is your mother tongue? 4.Include a reference from your pastor, iman, rabbi or priest. 5.Can you work during Christmas? 6. Have you ever been convicted of an offence for which no pardon has been granted? 7. Can you work every Friday from 7am to 3pm?

Copyright © 2011 by Nelson Education Ltd.6–35 Medical examination  To ensure health and fitness of applicants.  Provides a baseline against which subsequent exams can be compared.  BUT, can only be conducted after an offer of employment has been made and can only assess abilities to perform essential job duties.

Copyright © 2011 by Nelson Education Ltd.6–36 Drug Testing  The following types of testing are not allowed:

Copyright © 2011 by Nelson Education Ltd.6–37 Reaching a Selection Decision  Selection Considerations include:

Copyright © 2011 by Nelson Education Ltd.6–38 Figure 6–8 “Can-Do” and “Will-Do” Factors in Selection Decisions

Copyright © 2011 by Nelson Education Ltd.6–39 Selection Decision Strategies Multiple Cutoff Model - Minimum Statistical Approach Compensatory Model - Average Multiple Hurdle Model- Sequential Clinical Approach Objectivity Subjectivity

Copyright © 2011 by Nelson Education Ltd.6–40 Selection Decision Models  Compensatory Model  Multiple Cutoff Model  Multiple Hurdle Model

Copyright © 2011 by Nelson Education Ltd.6–41 Selection Process (cont’d)  Final Decision  Selection of applicant by departmental or immediate supervisor to fill vacancy.  Notification of selection and job offer by the human resources department.