© 2008 by Prentice Hall6-1 Human Resource Management 10 th Edition Chapter 5 SELECTION

© 2008 by Prentice Hall6-2 Selection Process of choosing from group of applicants the individual best suited for a particular position and the organization Goal of selection process is to properly match people with jobs and organization Top performers contribute from 5-22 times more value to companies than midlevel or low performers

© 2008 by Prentice Hall6-3 Environmental Factors Affecting the Selection Process Other HR functions Legal considerations Decision making speed Organizational hierarchy Applicant pool Type of organization Probationary period

© 2008 by Prentice Hall6-4 Other HR Functions Selection process affects, and is affected by, virtually every other HR function.

© 2008 by Prentice Hall6-5 Legal Considerations Human resource management is greatly influenced by legislation, executive orders, and court decisions Guiding principle -Why am I asking this question? If information is job related, usually asking for the information is appropriate

© 2008 by Prentice Hall6-6 Speed of Decision Making Time available to make selection decision can have major effect on selection process

© 2008 by Prentice Hall6-7 Organizational Hierarchy Different approaches to selection are generally taken for filling positions at different levels in organization

© 2008 by Prentice Hall6-8 Organizational Hierarchy (Cont.) Extensive background checks and multiple interviews would most likely apply for the executive position An applicant for a clerical position would probably take a word processing test and perhaps have a short employment interview

© 2008 by Prentice Hall6-9 Applicant Pool Number of qualified applicants recruited for a particular job

© 2008 by Prentice Hall6-10 Selection Ratio Number of people hired for a particular job compared to number of individuals in the applicant pool Selection ratio of 0.10 indicates that there were 10 qualified applicants for an open position

© 2008 by Prentice Hall6-11 Type of Organization Prospective employees in private sector screened with regard to how they can help achieve profit goals Government civil service systems identify qualified applicants through competitive examinations Individuals considered for positions in not- for-profit organizations must be qualified and dedicated to work

© 2008 by Prentice Hall6-12 Probationary Period Period that permits evaluating employees ability based upon performance May be a substitute for certain phases of the selection process Job related

© 2008 by Prentice Hall6-13 The Selection Process External Environment Internal Environment Selection Tests Preliminary Interview Employment Interviews Pre-Employment Screening: Background and Reference Checks Selection Decision Physical Examination New Employee Recruited Candidate Rejected Applicants Review of Applications and Résumés

© 2008 by Prentice Hall6-14 Preliminary Interview Removes obviously unqualified individuals Positive benefits - Applicant may be qualified for another position with the firm

© 2008 by Prentice Hall6-15 Preliminary Interview - Telephone Interview Narrow pool of applicants before having formal face-to-face interview Cut down on wasted time and effort Lacks advantages of face-to-face contact Not possible to observe nonverbal cues

© 2008 by Prentice Hall6-16 Preliminary Interview - Videotaped Interview Using structured interview format designed by hiring firm, interviewer can videotape candidate’s responses Interviewer may not interact with the candidate Does not replace personal interviews Allows for broader search

© 2008 by Prentice Hall6-17 Review of Applications Application form must reflect not only firm’s informational needs, but also EEO requirements. Essential information is included and presented in standardized format May vary from firm to firm, and even by job type within organization

© 2008 by Prentice Hall6-18 Preprinted Statements on Application Form Certifies that information provided on form is accurate and true Should state position is employment at will Gives permission to have background and references checked

© 2008 by Prentice Hall6-19 Review of Résumés Résumé - Goal-directed summary of experience, education, and training developed for use in selection process Professional/managerial applicants often begin selection process by submitting résumé Includes career objective for specific position All important concept of relevancy

© 2008 by Prentice Hall6-20 Sending Résumés via the Internet Most large companies now use automated tracking systems Résumés deviating from assumed style are ignored Résumé should be as computer/scanner friendly as possible

© 2008 by Prentice Hall6-21 Administration of Selection Tests Advantages Potential Problems using Selection Tests Characteristics of Properly Designed Selection Tests

© 2008 by Prentice Hall6-22 Advantages of Selection Tests Reliable and accurate means of selecting qualified candidates Cost small in comparison Identify attitudes and job- related skills that interviews cannot recognize

© 2008 by Prentice Hall6-23 Characteristics of Properly Designed Selection Tests Standardization - Uniformity of procedures and conditions of administering test Objectivity - Everyone scoring a test obtains same results Norms - Frame of reference for comparing applicant's performance with that of others

© 2008 by Prentice Hall6-24 Characteristics of Properly Designed Selection Tests (Cont.) Reliability - Provides consistent results Validity - Measures what it is supposed to measure (Basic Requirement ) Requirement for Job Relatedness – Test must work without having adverse impact on minorities, females, and individuals with backgrounds or characteristics protected under law

© 2008 by Prentice Hall6-25 Types of Employment Tests Cognitive aptitude Psychomotor abilities Job Knowledge Work-sample (simulation) Vocational interests Personality

© 2008 by Prentice Hall6-26 Internet Testing Increasing being used to test skills required by applicants

© 2008 by Prentice Hall6-27 Employment Interview Goal-oriented conversation where interviewer and applicant exchange information Continues to be primary method used to evaluate applicants At this point, candidates appear to be qualified

© 2008 by Prentice Hall6-28 Interview Planning Compare applicant’s application and résumé with job requirements Develop questions related to qualities sought Prepare step-by-step plan to present position, company, division, and department Determine how to ask for examples of past job-related applicant behaviors

© 2008 by Prentice Hall6-29 Content of the Interview Occupational experience Academic achievement Interpersonal skills Personal qualities Organizational fit

© 2008 by Prentice Hall6-30 Organizational Fit Management’s perception of degree to which prospective employee will fit in with firm’s culture or value system Employees also should consider organizational fit when debating whether or not to accept a job offer

© 2008 by Prentice Hall6-31 Candidate’s Role and Expectations While interviewer provides information about company, it is important for applicants to do their homework

© 2008 by Prentice Hall6-32 Types of Interviews Unstructured (nondirective) Structured (directive or patterned)

© 2008 by Prentice Hall6-33 Unstructured (Nondirective) Interview Asks probing, open- ended questions Encourages applicant to do much of the talking Often time-consuming Potential legal woes

© 2008 by Prentice Hall6-34 Unstructured Interview Examples Tell me about yourself? What is your greatest strength? What is your greatest weakness? How will our company benefit by having you as an employee?

© 2008 by Prentice Hall6-35 Structured (Directive or Patterned) Interview Series of job-related questions asked of each applicant for particular job Increases reliability and accuracy by reducing subjectivity and inconsistency of unstructured interviews

© 2008 by Prentice Hall6-36 Structured (Directive or Patterned) Interview (Cont.) Situational questions Job knowledge questions Job-sample simulation questions Worker requirements questions

© 2008 by Prentice Hall6-37 Behavioral Interview Applicants asked to relate actual incidents from past relevant to target job Behavioral questions - Job relevant Example: Relate a scenario where you were responsible for motivating others Example: Describe situation where your expertise made a significant difference

© 2008 by Prentice Hall6-38 Methods of Interviewing One-on-one interview - Applicant meets one-on-one with interviewer Group interview - Several applicants interact in presence of one or more company representatives Board interview - Several firm representatives interview candidate at same time