Dessler, Cole and Sutherland Human Resources Management in Canada Canadian Ninth Edition Chapter Six Selection © 2005 Pearson Education Canada Inc., Toronto, Ontario 6-1

6-2 Step 1: Preliminary Contact and Applicant Screening -first contact often through the Web -screening eliminates candidates not meeting “must have” criteria -candidates closely matching remaining job specifications considered further -first contact often through the Web -screening eliminates candidates not meeting “must have” criteria -candidates closely matching remaining job specifications considered further © 2005 Pearson Education Canada Inc., Toronto, Ontario

6-3 Step 2: Selection Testing intelligence tests motor/physical abilities personality and interests achievement work sampling assessment centres intelligence tests motor/physical abilities personality and interests achievement work sampling assessment centres Types of Tests Used in Selection situational tests micro-assessment polygraph/honesty graphology physical exams drug testing situational tests micro-assessment polygraph/honesty graphology physical exams drug testing © 2005 Pearson Education Canada Inc., Toronto, Ontario

6-4 Step 3: Selection Interview Degree of Structure -unstructured; structured; semi-structured Content -situational; behavioural; psychological Administration -one-on-one; sequential; panel; computerized Degree of Structure -unstructured; structured; semi-structured Content -situational; behavioural; psychological Administration -one-on-one; sequential; panel; computerized Types of Interviews © 2005 Pearson Education Canada Inc., Toronto, Ontario

6-5 Step 3: Selection Interview -poor planning -snap judgments -negative emphasis -halo effect -poor job knowledge -pressure to hire -contrast error -poor planning -snap judgments -negative emphasis -halo effect -poor job knowledge -pressure to hire -contrast error Common Interviewing Mistakes -influence of nonverbal behaviour -telegraphing -too little/too much talking -playing attorney or psychologist -similar-to-me bias -influence of nonverbal behaviour -telegraphing -too little/too much talking -playing attorney or psychologist -similar-to-me bias © 2005 Pearson Education Canada Inc., Toronto, Ontario

6-6 Step 4: Background Investigation/ Reference Checking ->failure to check references can lead to: -negligent/wrongful hiring suits that may involve significant damages ->doctrine of qualified privilege generally protects reference-provider if: -honest, fair, candid references given even if negative information is provided ->failure to check references can lead to: -negligent/wrongful hiring suits that may involve significant damages ->doctrine of qualified privilege generally protects reference-provider if: -honest, fair, candid references given even if negative information is provided Legal Issues Regarding References © 2005 Pearson Education Canada Inc., Toronto, Ontario

6-7 Step 5: Supervisory Interview/Realistic Job Preview Benefits of Realistic Job Previews (RJPs) Improved employee job satisfaction Improved employee job satisfaction Enhanced communication Enhanced communication Reduced voluntary turnover Reduced voluntary turnover © 2005 Pearson Education Canada Inc., Toronto, Ontario

6-8 Step 6: Hiring Decision -combine information from all selection techniques used -subjective evaluation of information about each candidate; immediate supervisor usually makes final hiring decision -statistical strategy: identify valid predictors and weight them statistically eg. multiple regression -combine information from all selection techniques used -subjective evaluation of information about each candidate; immediate supervisor usually makes final hiring decision -statistical strategy: identify valid predictors and weight them statistically eg. multiple regression © 2005 Pearson Education Canada Inc., Toronto, Ontario

6-9 Step 7: Candidate Notification -HR department makes initial offer of employment by phone; follows up in writing -candidates given reasonable time to consider offer -all finalists not selected are notified -HR department makes initial offer of employment by phone; follows up in writing -candidates given reasonable time to consider offer -all finalists not selected are notified © 2005 Pearson Education Canada Inc., Toronto, Ontario

6-10 Step 8: Evaluation of Selection Process -are selection procedures effective in identifying qualified, capable, productive employees? -are the techniques efficient and worth the costs? -are there ways to streamline or improve the process? -are selection procedures effective in identifying qualified, capable, productive employees? -are the techniques efficient and worth the costs? -are there ways to streamline or improve the process? © 2005 Pearson Education Canada Inc., Toronto, Ontario