Date post: | 19-Oct-2014 |
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Technology |
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Selection | 7-1
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Dessler, Chhinzer, ColeHuman Resources
Management in CanadaCanadian Twelfth Edition
Chapter 7: Selection
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Selection | 7-2
Learning Outcomes
• DEFINE selection and DISCUSS its strategic importance.
• DEFINE reliability and validity and EXPLAIN their importance in selection techniques.
• DESCRIBE at least four types of testing used in selection and ANALYZE the conflicting legal concerns related to alcohol and drug testing.
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Selection | 7-3
Learning Outcomes
• DESCRIBE the major types of selection interviews by degree of structure, type of content, and manner of administration.
• EXPLAIN the importance of reference checking, DESCRIBE strategies to make such checking effective, and ANALYZE the legal issues involved.
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Selection | 7-4
Selection
• the process of choosing individuals to fill job openings
• the strategic importance of selection:• quality of human resources determines
organizational performance
• inappropriate selection decisions are costly
• significant legal implications
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Selection | 7-5
Avoiding Legal Problems
• use selection criteria based on the job• assess applicant’s ability to meet
expectations• scrutinize applicant-provided information• obtain authorization for reference checking• save all records and information• reject applicants who make false
statements
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Selection | 7-6
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The Selection Process
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Selection | 7-7
Designing the Selection Process
Preparations:
• develop selection criteria• specify musts and wants and weight the
wants• develop an evaluation form• develop interview questions (for all
candidates)• develop candidate-specific questions
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Selection | 7-8
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Selection Worksheet
continued
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Selection | 7-9
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Selection Worksheet
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Selection | 7-10
Acquiring Employees and the Law
Considerations:
• do not ask questions that would violate human rights legislation
• treat all candidates in the same manner• do not cut short an interview based on
preconceived notions about the gender or race of the “ideal” candidate
• focus on the job description and job specification when gathering information from applicants
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Selection | 7-11
Step 1: Preliminary Applicant Screening
• initial screening is performed by HR department
• application forms and résumés are reviewed• candidates not meeting selection criteria are
eliminated • remaining candidates matching the job
specifications are given further consideration• use of technology is becoming increasingly
popular
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Selection | 7-12
Step 2: Selection Testing
• screening device used by approximately two thirds of Canadian organizations
• assesses specific job-related skills, general intelligence, personality characteristics, mental abilities, interests, and preferences
• efficient, standardized methods for screening large numbers of applicants
• must be reliable and valid
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Selection | 7-13
Importance of Reliability and Validity
Reliability:
• the degree to which selection procedures yield comparable data over time
• in other words, the degree of dependability, consistency, or stability of the measures used
Validity:
• the accuracy with which a predictor measures what it is intended to measure
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Selection | 7-14
Types of Validity
Differential Validity
• confirmation that the selection tool accurately predicts the performance of all possible employee subgroups
Criterion-Related Validity
• extent to which a selection tool predicts or correlates with important elements of work behaviour
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Selection | 7-15
Types of Validity
Content Validity
• extent to which a selection tool (e.g. a test) adequately samples the knowledge and skills needed to perform the job
Construct Validity
• extent to which a selection tool measures a theoretical construct or trait deemed necessary to perform the job
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Selection | 7-16
Types of Tests Used in Selection
• Cognitive Abilities• intelligence tests• emotional intelligence
tests• specific cognitive
abilities
• Motor/Physical Abilities
• Personality and Interests
• Achievement Tests
• Work Sampling
• Management Assessment Centres
• Situational Testing
• Micro-assessments
• Physical Examination, Substance Abuse Testing, Polygraphs
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Selection | 7-17
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Tests of Motor and Physical Abilities
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Selection | 7-18
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Tests of Motor and Physical Abilities
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Selection | 7-19
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Measuring Personality and Interests
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Selection | 7-20
Medical Examination
• only permitted after a written offer of employment
• reasons for inclusion in the selection process:• to determine qualification of physical requirements
and if not, to document accommodation requirements• to establish a record and baseline of health for future
insurance or compensation claims• to reduce absenteeism and accidents by identifying
any health issues that need to be addressed
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Selection | 7-21
Substance Abuse Testing
• in Canada, employers are not permitted to screen candidates for substance abuse
• substance addiction is considered a disability which cannot be discriminated against during the selection process
• elsewhere, pre-employment substance abuse testing may be used to avoid hiring employees who would pose unnecessary risks or perform below expectations
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Selection | 7-22
Polygraph Testing
• widely rejected in most jurisdictions
• unable to produce valid and reliable results
• validated tests of honesty or integrity are more useful
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Selection | 7-23
Step 3: The Selection Interview
Interviewer Objectives:
• assess qualifications
• observe behaviour
• predict future performance
• communicate information about job, promote organization
• determine how well applicant would fit in
Applicant Objectives:
• present positive image
• sell their skills and attributes
• gather information about job and organization
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Selection | 7-24
Types of Interviews
Degree of Structure
• unstructured, structured, or mixed/semi-structured
Content
• situational, behavioural
Administering the Interview
• one-on-one or panel
• sequentially or all at once
• face-to-face or technology enabled
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Selection | 7-25
Common Interviewing Mistakes
• poor planning
• snap judgments
• negative emphasis
• halo effect
• poor job knowledge
• contrast error
• influence of nonverbal behaviour
• leading
• too much/too little talking
• similar-to-me bias
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Selection | 7-26
Conducting an Effective Interview
• planning the interview
• establishing rapport
• asking questions
• closing the interview
• evaluating the candidate
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Selection | 7-27
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Supplementary Questions
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Selection | 7-28
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Interview Evaluation
continued
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Selection | 7-29
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Interview Evaluation
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Selection | 7-30
Step 4: Background Investigation/Reference Checking
• verify accuracy of information provided
• includes• criminal record check• verification of educational qualifications• verification of previous employment• performance-related references from past
supervisors• credit check may also be included
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Selection | 7-31
Considerations:
• obtain written permission
• possible public sources (e.g. Facebook)
• qualified privilege
• negligent misrepresentation
Step 4: Background Investigation/Reference Checking
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Selection | 7-32
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Common Lies on Résumés
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Selection | 7-33
Step 5: Supervisory Interview and Realistic Job Preview
The supervisor:
• is best qualified to assess job knowledge/ skills
• can answer job-specific questions
• must feel comfortable with new hire
• can assess fit with current team members
Realistic Job Preview (RJP)
• provides applicants with realistic information, both positive and negative, about the job
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Selection | 7-34
Step 6: Hiring Decision and Candidate Notification
• compile information from all techniques used
• evaluate information about each candidate
• immediate supervisor usually makes final hiring decision
• make offer that specifies terms and conditions of employment
• give candidates time to think about the offer
• notify all finalists who were not selected