Selecting Human Resources Module 3 Like and archer who wounds at random is he who hires a fool or any passer-by. -Solomon

Jack Welch (Winning) on Selection “Nothing matters more in winning than getting the right people on the field. All the clever strategies and advanced technologies in the world are nowhere near as effective without great people to put them to work.” Looking for Integrity “You also have to rely on your gut. Does the person seem real? Does she openly admit mistakes? Does he talk about his life with equal measures of candor and discretion?” When hiring for the top: “The first characteristic is authenticity. Why? It’s simple. A person cannot make hard decisions, hold unpopular positions or stand tall for what he believes unless he knows who he is an feels comfortable with that.” “Every leader makes mistakes. Every leader stumbles and falls. The question for a senior level leader is: does she learn from her mistakes, regroup, and them get going again with renewed speed, conviction and confidence.”

Leaders are Readers Peter Drucker (1974)- Management: Tasks, Responsibilities, Practices “An employer has no business with a man’s personality. It is immoral as well as an illegal intrusion of privacy. It is an abuse of power. Employment is a specific contract calling for a specific performance…an employee owes no “loyalty”, he owes no “love” and no “attitudes”—he owes performance and nothing else.”

General Eric Shinseki Shinseki Top U.S. Army General. (retired) Initiated Future Combat Systems and Stryker Interim- Force Brigade Combat Teams (Urban warfare) Accurately predicted Iraq requirements When asked the number one attribute needed by soldiers and commanders said “judgment”. How do you hire this?

Perspectives Longer Video if interested:

Selection and Placement Selection The process of choosing individuals with qualifications needed to fill jobs in an organization. Organizations need qualified employees to succeed. “Hire hard, manage easy.” “Good training will not make up for bad selection.” The state (developable) or trait (stable) distinction Placement Fitting a person to the right job. Target- Person-job Fit Matching the knowledge, skills and abilities (KSAs) of people to the characteristics of jobs (tasks, duties and responsibilities–TDRs). Benefits of person-job fit Higher employee performance Lower turnover and absenteeism Other types of fit: Person-Organization fit- alignment with values and expectations Person-Supervisor fit- alignment with preferred supervision style

Applicant Job Interest Realistic Job Preview The process through which a 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. Refining the psychological contract with an RJP

Electronic Screening Use applicant tracking systems when: The volume of applicants is large The quality of hires needs to be increased Hiring cycles need to be shortened The cost of hiring needs to be reduced The firm needs to reach geographic areas not visited by recruiters

Applications Purposes of Applications Record of applicant’s interest in the job Part of defining who is an applicant Provides a profile of the applicant Basic record for applicants who are hired Research effectiveness of the selection process Resumes as Applications Resumes are applications for EEO purposes. Resumes should be retained for at least three years. Immigration Forms (Eligibility to Work) INS I-9 form must be completed within 72 hours.

Application Disclaimers and Notices Employment-at-will Indicates the right of the employer or employee to terminate the employment relationship at any time with or without notice or cause. References Obtain applicant’s permission to contact references on the application itself. Employment testing Notifies applicants of required drug tests, physical exams, or other tests. Application time limits Indicates how long the application will remain active. Information falsification Indicates that false information is grounds for termination.

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

Acceptable Documents for Verifying Eligibility to Work in the U.S.

Job Tests: Legal Concerns and Selection Testing Legal Concerns and Selection Testing Job-relatedness (validity) of selection tests (PERFORMANCE) Reliability- tests the same thing over and over Compliance with EEO and ADA laws and regulations Proper Use of Tests in Selection Use for additional information, not disqualification Negative reactions by test takers to certain tests Costs of testing versus “bad hires” Example- strong relationship between conscientiousness and absenteeism

© 2011 Cengage Learning. All rights reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part. 7–14 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

7–15 Other Tests Personality Tests Minnesota Multiphasic Personality Inventory (MMPI) Myers-Briggs “Fakability” and personality tests Honest/Integrity Tests Socially desirable responses False positives Polygraph tests (“lie detector”) The Employee Polygraph Protection Act prohibits pre- employment testing (in most instances).

7–16 FIGURE 7–6 Big Five Personality Characteristics

7–17 Controversies in Selection Testing General Mental Ability Testing Minority groups tend to score lower on tests Requires business necessity defense and validation. Personality Testing Explains very little about actual job outcomes.