1. PowerPoint Presentation by Charlie Cook The University of West Alabama SECTION 2 Jobs and Labor © 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. CHAPTER 7 Selecting Human Resources

2. © 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.7–2 Chapter Objectives Summarize the importance of realistic job previews and application screening efforts to the selection process.Summarize the importance of realistic job previews and application screening efforts to the selection process. Diagram the sequence of a typical selection process.Diagram the sequence of a typical selection process. Discuss how validity and reliability are related to selection.Discuss how validity and reliability are related to selection. Identify three types of selection tests and legal concerns about their uses.Identify three types of selection tests and legal concerns about their uses. Contrast several types of selection interviews and some key considerations in conducting these interviews.Contrast several types of selection interviews and some key considerations in conducting these interviews. Specify how legal concerns affect background investigations of applicants and use of medical examinations in the selection process.Specify how legal concerns affect background investigations of applicants and use of medical examinations in the selection process. Describe the major issues to be considered when selecting candidates for global assignments.Describe the major issues to be considered when selecting candidates for global assignments. After you have read this chapter, you should be able to:

3. © 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.7–3 Selection and Placement SelectionSelection  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.” PlacementPlacement  Fitting a person to the right job.

4. © 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.7–4 Applicant Knowledge, Skills, and Abilities Person-Job FitPerson-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 Person-Organization FitPerson-Organization Fit  The congruence between individuals and organizational factors. KSAs = TDRs = Job Success?

5. © 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.7–5 Person/Job Fit Mismatches Skills/job qualifications Geography/ job location Earnings/ expectation s Time/amoun t of work Work/family Mismatch Situations

6. © 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.7–6 Criteria, Predictors, and Job Performance Selection CriterionSelection Criterion  A characteristic that a person must have to successfully perform work. Predictors of Selection CriteriaPredictors of Selection Criteria  Measurable or visible indicators of selection criteria. ValidityValidity  The correlation between a predictor and job performance. ReliabilityReliability  The extent to which a predictor repeatedly produces the same results over time.

7. © 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.7–7 Validity Correlation CoefficientCorrelation Coefficient  Is an index number that gives the relationship between a predictor variable and a criterion variable. Concurrent ValidityConcurrent Validity  Is measured when an employer tests current employees and correlates the scores with their performance ratings. Predictive ValidityPredictive Validity  Measured when test results of applicants are compared with subsequent job performance.

8. © 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.7–8 FIGURE 7–1 Job Performance, Selection Criteria, and Predictors

9. © 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.7–9 FIGURE 7–2 Concurrent and Predictive Validity

10. © 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.7–10 Combining Predictors Multiple HurdlesMultiple Hurdles  Establishing a minimum cutoff (level of performance) for each predictor, and requiring that each applicant must score at least the minimum on each predictor to be considered for hiring. Compensatory ApproachCompensatory Approach  Scores on all predictors are added together, allowing a higher score on one predictor to offset a lower score on another predictor.

11. © 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.7–11 FIGURE 7–3 Typical Division of HR Responsibilities: Selection

12. © 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.7–12 HR Employment Functions 1.Receiving applications 2.Interviewing applicants 3.Administering tests to applicants 4.Conducting background investigations 5.Arranging physical examinations 6.Placing and assigning new employees 7.Coordinating follow-up of new employees 8.Exit interviewing departing employees 9.Maintaining employee records and reports

13. © 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.7–13 FIGURE 7–4 Selection Process Flowchart

14. © 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 Applicant Job Interest Realistic Job PreviewRealistic Job Preview  The process through which a job applicant receives an accurate picture of the job.  Prevents the development of unrealistic job expectations in new employees.  Helps avoid truth-in-hiring lawsuits

15. © 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.7–15 There is a large volume of applicants Quality of hires needs to be increased Hiring cycles need to be shortened The cost of hiring needs to be reduced There is a need to reach unvisited geographic areas When To Use Electronic Screening Pre-Employment Screening Electronic Assessment ScreeningElectronic Assessment Screening

16. © 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.7–16 Application Disclaimers and Notices Employment-At-Will References Contacts Employment Testing Application Time Limit Information Falsification Application Form

17. © 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.7–17 Applications Purposes of ApplicationsPurposes of Applications  Record of applicant’s desire for the job  Provides a profile of the applicant  Basic record for applicants hired  Research effectiveness of the selection process Resumes as ApplicationsResumes as Applications  Resumes are applications for EEO purposes.  Resumes should be checked for truthfullness.

18. © 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.7–18 FIGURE 7–5 Sample Application Form

19. © 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.7–19 EEO Considerations and Application Forms Applications should not contain illegal (nonjob- related) questions concerning: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

20. © 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.7–20 Acceptable Documents for Verifying Eligibility to Work in the United States

21. © 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.7–21 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

22. © 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.7–22 Other Tests Personality TestsPersonality Tests  Minnesota Multiphasic Personality Inventory (MMPI)  Myers-Briggs  “Fakability” and personality tests Honest/Integrity TestsHonest/Integrity Tests  Socially desirable responses  False positives  Polygraph tests (“lie detector”)  The Employee Polygraph Protection Act prohibits pre-employment testing (in most instances).

23. © 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.7–23 FIGURE 7–6 Big Five Personality Characteristics

24. © 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.7–24 Controversies in Selection Testing General Mental Ability TestingGeneral Mental Ability Testing  Minority groups tend to score lower on tests  Requires business necessity defense and validation. Personality TestingPersonality Testing  Explains very little about actual job outcomes.

25. © 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.7–25 Selection Interviewing Interviewing for SelectionInterviewing for Selection  Gathering valid information  Focusing on ways to minimize selection errors In-depth selection interview Initial screening interview Assessing the qualifications of applicants

26. © 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.7–26 Face Validity Intra-rater Reliability Inter-rater Reliability Interview Reliability and Validity Selection Interviewing Issues

27. © 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.7–27 Structured Interviews Biographical Interview Behavioral Interview Competency Interview Situational Interview

28. © 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.7–28 FIGURE 7–7 Validity and Structure in Selection Interviews

29. © 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.7–29 Structured Interviews (cont’d) Benefits of Structured Interviews Obtain consistent information needed for a selection decision Are more reliable and valid than other interview formats Meet federal EEO guidelines for the selection process

30. © 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.7–30 Less Structured Interviews Nondirective InterviewNondirective Interview  Questions are developed from the answers to previous questions.  Possibility of not obtaining needed information.  Information obtained may not be not job-related or comparable to that obtained from other applicants. Stress InterviewsStress Interviews  An interview designed to create anxiety and put pressure on an applicant to see how the person responds.

31. © 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.7–31 Other Interview Formats Panel InterviewPanel Interview  Interview in which several interviewers meet with candidate at the same time. Team InterviewTeam Interview  Interview in which applicants are interviewed by the team members with whom they will work.

32. © 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.7–32 Who Conducts Interviews? Interviewers Individuals Individuals Sequentially Panel Interview Team Interview

33. © 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.7–33 Effective Interviewing Conducting an Effective InterviewConducting an Effective Interview Plan the Interview Control the Interview Use Effective Questioning Techniques Questions to Avoid:Questions to Avoid:  Yes/No questions  Obvious questions  Questions that rarely produce a true answer  Leading questions  Illegal questions  Questions that are not job related

34. © 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.7–34 FIGURE 7–8 Questions Commonly Asked in Selection Interviews

35. © 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.7–35 Problems in the Interview Snap Judgments Negative Emphasis Halo Effect Biases and Stereotyping Cultural Noise Poor Interviewing Techniques

36. © 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.7–36 Background Investigations Negligent HiringNegligent Hiring  Occurs when an employer fails to check the background of an employee who injures someone.  Employers are liable for employees’ actions. Negligent RetentionNegligent Retention  Occurs when an employer is aware an employee may be unfit for employment, continues to employ the person, and the person injures someone.

37. © 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.7–37 Background Investigation (cont’d) Fair Credit Reporting ActFair Credit Reporting Act  Requires disclosure of a credit check.  Requires written consent of applicant.  Requires copy of report be given to the applicant.

38. © 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.7–38 Medical Examinations and Inquires American With Disabilities Act (ADA)American With Disabilities Act (ADA)  Prohibits pre-employment medical exams.  Prohibits rejecting persons for disabilities or asking disability-related questions until after a conditional job offer is made. Drug TestingDrug Testing  Use of drug testing in the selection process is increasing.  Tests must be monitored to protect integrity of results.

39. © 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.7–39 References Questions to Ask:Questions to Ask:  Dates of employment  Position held  What were the job duties?  What strengths/weaknesses did you observe?  Were there any problems?  Would you rehire?

40. © 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.7–40 Making the Job Offer Offer GuidelinesOffer Guidelines  Formalize the offer with a letter to the applicant clearly stating the terms and conditions of employment.  Avoid vague, general statements and promises.  Require return of a signed acceptance of the offer.

41. © 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.7–41 Global Staffing Issues Types of Global Employees Expatriates Host-Country Nationals Third-Country Nationals

42. © 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.7–42 FIGURE 7–9 Selection Factors for Global Employees

43. © 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.7–43 Who Is an Applicant? EEOC and OFCCP definition of “applicant”:EEOC and OFCCP definition of “applicant”:  Has expressed interest through the Internet or electronically and is being considered for a specific position by the employer.  Has identified that he or she has the basic position qualifications.  Does not remove his or her interest in the position at anytime during the selection process.  Has been ranked using “hit features” by employer software or other data techniques that are not linked to assessment qualifications.

44. © 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.7–44 Legal Concerns in the Selection Process Selection Activities Defining Who Is an Applicant Applicant Flow Documentation Selection for “Soft Skills”