Human Resource Management ELEVENTH EDITON PowerPoint Presentation by Dr. Zahi Yaseen Selecting Human...

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Human ResourceManagement

ELEVENTH EDITON

PowerPoint Presentation

by Dr. Zahi Yaseen

PowerPoint Presentation

by Dr. Zahi Yaseen

Selecting Human resourcesSelecting Human resourcesSelecting Human resourcesSelecting Human resources

SECTION 2StaffingtheOrganization

Chapter 8Chapter 8

Robert L. Mathis Robert L. Mathis John H. Jackson John H. Jackson

Selecting Human resourcesSelecting Human resources

After you have read this chapter, you should be able to

– Diagram the sequence of a typical selection process.

– Identify three types of selection tests and legal concerns about their uses.

– Discuss several types of selection interviews and some key considerations when conducting these interviews.

– Explain 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.

• Selection: the process of choosing individuals who have relevant qualifications to fill jobs in an organization.

- “Good training will not make up for bad selection.”

- “Hire hard, manage easy.”

• Selection responsibilities: Figure 1

Typical Division of HR Responsibilities : SelectionTypical Division of HR Responsibilities : SelectionFigure 1

• Placement “Fitting a person to the right job”.

• Person-job fit– Matching the knowledge, skills and abilities

(KSAs) of people to the characteristics of jobs (tasks, duties and responsibilities).

– Benefits of person-job fit• Higher employee performance• Lower turnover and absenteeism

• Criteria, predictors, and job performance: criteria of selection consists of characteristics needed to do the job well. Predictors is a measurable indicators of selection criteria. Figure 2

• Validity

– The correlation between a predictor and job performance

• Reliability

– The extent to which a predictor repeatedly produces the same results, over time.

Legal concerns with selection: discrimination, equal employment, applicants reviewed according to specific criteria, due date, clear job vacancies.

Job performance, selection criteria, and predictors

Figure 2

HR Employment FunctionsHR Employment Functions

• Receiving applications• Interviewing applicants• Administering tests to

applicants• Conducting background

investigations• Arranging physical

examinations• Placing and assigning

new employees• Coordinating follow-up of

new employees

• Exit interviewing departing employees

• Maintaining employee records and reports.

Selection Process

Flow Chart

Figure 3

• Applicant Job InterestApplicant 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.

• Pre-screening interview– Verify minimum qualifications

• Electronic pre-screening– Scanning resumes and

applications• Electronic submission

of applications

Pre-Employment ScreeningPre-Employment Screening

• 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 contacts– Obtains applicant’s permission to contact references.

• 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.

Application Disclaimers and Notices

• Ability Tests: - Cognitive Ability Tests

Measure an individual’s thinking, memory, reasoning, and verbal and mathematical abilities .

- Physical Ability TestsMeasure strength, endurance, and muscular movement

- Psychomotor Tests Measure dexterity, hand-eye coordination, arm-hand

steadiness, and other factors. -Situational Judgment tests

person’s responds in certain situations.

Selection TestingSelection Testing

• Personality Tests: Minnesota Multiphasic Personality Inventory (MMPI)

• Honest and Integrity Testing– Overt integrity tests– Personality-oriented integrity tests– Polygraphs (“lie detector”)

• Controversial and Questionable Tests - Graphology (Handwriting Analysis) - Psychics : Persons who are supposedly able to determine a person’s intellectual and emotional suitability for employment

Selection TestingSelection Testing

Big Five Personality

Characteristics

Figure 4

Selection Interviewing: designed to identify information on a candidate and clarify information from other sources.

• Types of Interviews:

1- Structured Interview

2- Less structured interview:

3- Stress Interview

Selection InterviewingSelection Interviewing

Structured Interview– Uses a set of standardized questions asked of all job

applicants.– Useful for initial screening and comparisons– Benefits

• Obtains consistent information needed for selection decision

• Is more reliable and valid than other interview formats• Meets EEO guidelines for the selection process

Types of structured Interviews: - Biographical Interview - behavioral Interview - Competency Interview - Situational Interview

Biographical Interview -Focuses on chronological exploration of the candidate’s past experience. Behavioral Interview - giving specific examples of how they have performed a certain task or handled a problem in the past. - Helps discover applicant’s suitability for current jobs based on past behaviors Competency Interview - similar to behavior interview, except it provides specific measurement “ Describe your most significant accomplishments” , the answer might discover competencies.

Situational Interview -Applicants are asked how they would respond to a specific job situation related to the content of the job they are seeking.

Less- Structured InterviewLess- Structured Interview Non- Directive interview Applicants are queried using questions that are

developed from the answers to previous questions. Stress Interview An interview designed to create anxiety and put

pressure on an applicant to see how the person responds.

Who Does The Interview?Who Does The Interview?

- Individual : HR personnel for less skilled jobs.- Multiple interviews: starts with HR, then a manager- Panel interview: several interviewers meet with the

candidate at the same time.- Team interview: applicants are interviewed by the

team members with whom they work.- Video interviewing: used by large corporations, to

lower the number of candidates. Figure 5

Who Does Interviews

VideoVideoInterviewingInterviewing

IndividualsIndividualsIndividualsIndividuals PanelPanelInterviewsInterviews

PanelPanelInterviewsInterviews

TeamTeamInterviewsInterviews

InterviewsInterviewsInterviewsInterviews

Figure 5

Effective interviews: Effective interviews: Questions should be asked the applicants, figure 6Questions should be asked the applicants, figure 6• Basics of the Interview: - planning the interview: selecting the time, place,

private location, accurate info, make notes.. - controlling the interview: talk not more than 25% of

the time.• Questions techniques - good questions; talks about the past to predict the

future, like when…. - poor questions; questions lead to unclear answer,

obvious questions, not job related or illegal.

. General questions:*What are your strengths And weakness?*Why did you leave last job?*Why should we hire you ?

Working with others:•What kind of people do you like to work with?•Describe your management style•How do others see you ?

Questions about Motivation:* How do you measure success?* What rewards mean most to you?* What projects make you excited?

Problem solving :*Describe a difficult problem you faced and solved*Describe a sales you could notmake and explain why?

Integrity Indicators•Tell me about a time when you were not honest•How do you react when you asked to do something unethical ?•When did you last break a rule?

SelectionInterview

Figure 6

Effective interviews: Effective interviews: Questions should be asked the applicants, figure 6Questions should be asked the applicants, figure 6• Basics of the Interview: - planning the interview: selecting the time, place,

private location, accurate info, make notes.. - controlling the interview: talk not more than 25% of

the time.• Questions techniques - good questions; talks about the past to predict the

future, like when…. - poor questions; questions lead to unclear answer,

obvious questions, not job related or illegal.- listening responses: listen to the candidate to end.

Effective interviews: Effective interviews: • Problem in the Interview: - Snap judgment: very fast judgment before collect

information. - Negative emphasize: Unfavorable info weighted

double.

- Hallo affect: one characteristic might hire a candidate, devil horn.

- Biases: similarity bias to the interviewer. - Cultural Noise: applicant’s responses are socially

acceptable rather than factual responses.

Problems in the Interview

Problems in Problems in the Interviewthe InterviewProblems in Problems in the Interviewthe Interview

HaloHaloEffectEffect

SnapSnapJudgmentsJudgments

NegativeNegativeEmphasisEmphasis

Biases andBiases andStereotypingStereotyping

CulturalCulturalNoiseNoise

Background investigation: Background investigation: It might take place before or after the in-depth interview. The

employer must validate the resume. Types of references:1- Academic references: University, college…2- Prior work references: former employer, title, salary3- financial references: bills, creditors, banks..4- law enforcement records: police files5- personal references: relatives, friends, • References checking methods: - By phone - writing• Medical Examination - Drug testing - Genetic testing

Human Resource Management ELEVENTH EDITON PowerPoint Presentation by Dr. Zahi Yaseen Selecting Human...

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