Dessler_HRM16e_PPT_06.pptx human resource management

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1. Human Resource Management Sixteenth Edition Chapter 6 Employee Testing and Selection Copyright © 2020, 2017, 2015 Pearson Education, Inc. All Rights Reserved

2. Selection Selection is the process in which candidates for employment are divided into two classes; those are to be offered employment and those who are not Selection is the process of picking individuals who have relevant qualifications to fill jobs in an organization. Selection is the process in which an enterprise choose the applicants who best meet the criteria for the available positions.

3. Why Employee Selection Is Important Person and job/organization fit Performance Cost Legal obligations

4. The Selection Process The selection process typically consists of eight steps: initial screening interview completion of the application form pre-employment tests comprehensive interview background investigation conditional job offer medical/physical exam permanent job offer

5. initial screening The Selection Process Job inquiries are sorted. Two step procedure: Screening inquiries Screening interviews weeding out of applicants who don’t meet general job requirements screening interviews help candidates decide if position is suitable Job description information is shared along with a salary range.

6. The Selection Process completing the application form Application form: company –specific employment form used to generate specific information the company want Gives a job-performance-related synopsis of what applicants have been doing, their skills and accomplishments. Legal considerations 1. omit items that are not job-related; e.g., sex, religion 2. includes statement giving employer the right to dismiss an employee for falsifying information 3. asks for permission to check work references 4. typically includes “employment-at-will” statement

7. The Selection Process Weighted application forms individual pieces of information are validated against performance and turnover measures and given appropriate weights data must be collected for each job to determine how well a particular item (e.g., years of schooling, tenure on last job) predicts success on target job completing the application form

8. The Selection Process Successful Application information collected on application forms can be highly predictive of successful job performance forms must be validated and continuously reviewed and updated data should be verified through background investigations completing the application form

9. The Selection Process Many companies provide the opportunity to complete applications online, which feeds the candidate’s information directly into an HRIS applicant tracking system or screening software. Employers who have switched to online applications have found that in addition to helping eliminate the use of paper, online applications provide significant cost savings and help HRM with compliance issues through the use of electronic forms such as an online I‐9 form. 6 This also assists HR in tracking the characteristics of successful candidates. Online Applications

10. The Selection Process performance simulation tests require applicants to engage in job behaviors necessary for doing the job successfully work sampling uses job analysis to develop a miniature replica of the job so the applicant can demonstrate his/her skills. A selection device requiring the job applicant to perform a small sampling of actual job activities. assessment centers give tests and exercises, (individual and group), to assess managerial potential or other complex skills A facility where performance simulation test are administered Selection practices must be adapted to cultures and regulations of the host country. pre-employment testing

11. The Selection Process Types of tests Cognitive tests include tests of general reasoning ability (intelligence) and tests of specific mental abilities like memory and inductive reasoning. Tests of motor and physical abilities measure motor abilities, such as finger dexterity, manual dexterity, and reaction time. Personality tests measure basic aspects of an applicant’s personality, such as introversion, stability, and motivation. Interest inventories Achievement tests measure what someone has learned. Most of the tests you take in school are achievement tests. They measure your “job knowledge” in areas like economics, marketing, or human resources.

12. The Selection Process Types of tests Situational judgment test: Designed to assess an applicant judgement regarding a situation encountered in workplace Situational test A test that requires examinees to respond to situations representative of the job Video-based simulation A situational test in which examinees respond to video simulations of realistic job situations Miniature job training and evaluation Training candidates to perform several of the job’s tasks, and then evaluating the candidates performance prior to hire.

13. The Selection Process Types of tests The Polygraph and Honesty Testing Graphology Graphology is the use of handwriting analysis to determine the writer s basic personality traits Human Lie Detectors

14. The Selection Process A selection device used to obtain in depth information about a candidate. assesses motivation, values, ability to work under pressure, attitude, ability to “fit in” with the organizational culture. comprehensive interviews Video: Justin Menkes, Interviewing for Executive Intelligence The interview is only as effective as those conducting it.

15. The Selection Process Steps for effective interview: Review the job description and job specification Prepare a structured set of questions to ask all the applicants Review the application form and resume Open the interview by putting the applicant at ease and providing a brief review of topics to be discussed Ask your questions and listen carefully to the applicant’s answer Take a few note Close the interview by telling the applicant what is going to happen next Write your evaluation of the applicant while the interview is still fresh in your mind comprehensive interviews

16. The Selection Process Interview issue : Interview bias: image created by reviewing material such as the resume, application or test scores prior to the actual interview impression management , (applicant’s desire to project the “right” image), may make favorable interview results. interviewers have short and inaccurate memories: note-taking and videotaping may help behavioral interviews are much more effective at predicting job performance than traditional interviews. (say plus behave) realistic job previews (brochures, videos, plant tours, work sampling) help reduce turnover rates . ( positive and negative information about the job and organization comprehensive interviews

17. The Selection Process A tentative job offer that becomes permanent after certain conditions are met. HR manager makes an offer of employment, contingent on successful completion of background check, physical/medical exam, drug test, etc. may use only job-related information to make a hiring decision conditional job offer

18. The Selection Process The process of verifying information job candidates provide. background investigation Online searches can yield too much information on applicants. See http://www.privacyrights.org/fs/fs16-bck.htm for an analysis of online background checks as they pertain to employer/employee rights. references former employers Education accomplishment legal status to work in U.S. credit references criminal records Background checks Online search

19. The Selection Process one-third of all applicants exaggerate their backgrounds or experiences a good predictor of future behavior is an individual’s past behavior qualified privilege : employers may discuss employees with prospective employers without fear of reprisal as long as the discussion is about job-related, documented facts Companies can be held liable for failure to properly hire. background investigation

20. The Selection Process used only to determine if the individual can physically comply with essential functions of the job An examination to determine an applicant’s physical fitness for essential job performance Americans with Disabilities Act requires that exams be given only after conditional job offer is made drug tests can be given at this time Medical/Physical investigation

21. The Selection Process actual hiring decision generally made by the department manager, not HR manager candidates not hired deserve the courtesy of prompt notification job offers Resources for Job Seekers: Evaluating Companies Dun & Bradstreet’s Million Dollar Directory Standard and Poor’s Register of Corporations Mergent’s Industrial Review (formerly Moody’s Industrial Manual) Thomas Register of American Manufacturers Ward’s Business Directory From: http://www.bls.gov/oco/oco20046.htm

22. The Selection Process Comprehensive selection puts applicants through all the steps in the selection process before making a decision. assesses both strengths and weaknesses, and is considered more realistic must measure factors related to the job only The Comprehensive Approach

23. The Selection Process Now It’s Up to the Candidate most people want jobs compatible with their personality applicants who are not hired this time will still form an impression about the company management should assure the selection process leaves them with a favorable impression of the company

24. Key Elements for Successful Predictors What test elements help predict which applicants will be successful on the job? reliability validity cut scores

25. Key Elements for Successful Predictors The ability of the selection tool to measure an attribute consistently. The consistency of scores obtained by the same person when retested with the identical tests or with alternate forms of the same test. HR managers need reliable tests to make sure the applicant will perform satisfactorily reliability There are companies that specialize in employment testing. For example, watch the demo at www.eSkill.com

26. Key Elements for Successful Predictors The relationship between scores on a selection tool and a relevant criterion, such as job performance. Tells you whether the test (or yardstick) is measuring what you think it s supposed to be measuring. There are three types of validity: content construct criterion-related validity

27. Key Elements for Successful Predictors Content validity: degree to which the content of the test, as a sample, represents situations on the job Construct validity: degree to which a particular (abstract) trait is related to successful job performance Criterion-related validity: degree to which a selection device accurately predicts important elements of work behavior Predictive validity uses test scores of applicants to compare with their future job performance Concurrent validity correlates test scores of current employees with measures of their job performance validity

28. Key Elements for Successful Predictors The cut score separates successful from unsuccessful performers. cut scores on a selection device can be determined by validity studies applicants scoring below the cut score are predicted to be unsuccessful on the job and are rejected cut scores

29. Evidence-based HR: How to Validate a Test Step 1: Analyze the job Step 2: Choose the tests Step 3: Administer the test Step 4: Relate your test scores and criteria Step 5: Cross-validate and revalidate

30. Selection From a Global Perspective selection criteria for international assignments: Personality and flexibility interest in working overseas ability to relate to different cultures and environments Sensitivity to different management style supportiveness of the candidate’s family Personal factor of maturity, age and family situation factor female executives have done well abroad in Asia and Latin America, despite past reluctance to assign them to these countries

31. Excelling at the Interview Suggestions for making your interviews as an applicant successful: do some homework on the company History, markets, financial situation , competitor in industry 2. get a good night’s rest the night before 3. dress appropriately first and positive impression 4. arrive for the interview a few minutes early (about fifteen minutes ahead) survey work environment and gather clues about organization 5. use a firm handshake with interviewer

32. Excelling at the Interview Suggestions for making your interviews as an applicant successful: 6. maintain good eye contact and maintain throughout the interview use body language sit straight and maintain good posture try to your best to relax 7. take the opportunity to have practice interviews review set of question most frequently asked go through several practice interview. 8. thank the interviewer in person, and send a thank-you note