DeCenzo and Robbins HRM 7th Edition1 CHAPTER 7 Foundations of Selection.

DeCenzo and Robbins HRM 7th Edition

1

CHAPTER 7

Foundations of Selection


2

CHAPTER 7 TOPICS:

1: Selection process 2: Purpose of selection activities 3: Application forms 4: Performance simulation tests 5: Job interviews 6: Realistic job previews 7: Background investigations 8: Validity 9: Determining validity


3

1: SELECTION PROCESS

Standard patternSkip some steps Inform applicantsGet more information

Background Motivation Abilities

Multiple decision makers


4

1: SELECTION PROCESS STEPS

1. Initial screening interview 2. Complete application form 3. Employment tests 4. Comprehensive interview 5. Background investigation 6. Conditional job offer 7. Physical exam 8. Permanent job offer


5

2: PURPOSE OF SELECTION ACTIVITIES

Needs careful planning and thought

Successively higher hurdles

Provide decision makers with information to determine that applicant will be a successful performer


6

3: STEP 1 - INITIAL SCREENING

Two parts Screening

applications Screening interview

Result??? Applicant pool

HRM can describe job

Identify salary range


7

3: INITIAL SCREENING

Applicants eliminated due to Inappropriate skills,

experience

Red flags Gaps in

employment history Courses instead of

degrees Lots of brief jobs


8

3: STEP 2 - APPLICATION FORMS

Provides basic information Must be work related EEO requirement

Work history Indicates ability to

follow directionsDocuments

employment “at will”


9

3: APPLICATION FORMS

Signature on form Grounds for later

dismissal if falsified Permission to check

background and work history

Communicates employment “at will”


10

3: WEIGHTED APPLICATION FORMS

Differentiate between successful and unsuccessful job performers

Weighted” more heavily in hiring decision

Potential outcomes Performance Organization tenure


11

3: WEIGHTED APPLICATION FORMS

Possible weighted factors Education Prior work

experience Salary data Military experience

Which ones to use???


12

3: GOOD APPLICATION FORMS

Useful for a number of jobs

Good predictive ability

LegalValidated for each

job


13

4: STEP 3 - EMPLOYMENT TESTS

Historical uses - intelligence, aptitude, ability, honesty, interest

Legal issues caused decrease in use- job relatedness

60% of companies use some form of employment test


14

4: TYPES OF EMPLOYMENT TESTS

Performance simulation tests Engage in actual job

behaviors Avoid criticism about

aptitude, psychological or other paper and pencil tests

Work samplingAssessment centers


15

4: WORK SAMPLING

Based on job analysis Work sample element

matched to job performance element

Content validity EEOCDifficult to construct

appropriate actionsNot applicable to all

levels (managers)


16

4: ASSESSMENT CENTERS

Manager potentialGroup and

individual exercisesEvaluated by

peers, supervisors, psychologists

Good indicators of job performance potential


17

5: STEP 4 - JOB INTERVIEWS

Multiple people - HR managers, supervisors, colleagues

Probe areas not accessed by application forms or employment tests

Questions must be job related


18

5: INTERVIEW RELIABILITY

Types Individual Panel Technical Stress Situational

Almost all jobs have the 1on1 aspect in selection

HOWEVER….


19

5: INTERVIEWS ARE BIASED

Impression management

Interviewers have bad, inaccurate memories

When are decisions made??? First few minutes

SO…..


20

5: INFLUENCING AN INTERVIEW

Prior knowledgeStereotypeOrder of interviews is

importantOrder of information

presented is importantNegatives get high weight

See Exhibit 7-3

see page 199 more stuff here


21

Exhibit 7-3: Conclusions About Interviewing


22

5: GOOD INTERVIEWERS

Take meaningful notes

Use structured interviews Same questions Same order

Are aware of their bias

Use multiple decision factors


23

6: REALISTIC JOB PREVIEWS

Reduce voluntary turnover

Present favorable and unfavorable job features

Part of interviewCreate work

expectationsBest use with good

jobs


24

7: STEP 5 - BACKGROUND INVESTIGATIONS

Accuracy of application form

Contact former employers

Contact referencesVerify educationLegal status to workCredit historyCriminal records


25

7: BACKGROUND INVESTIGATION

Performed by Internal - HR staff

(cheaper) External - Third

party investigators - (more thorough)


26

7: BACKGROUND INVESTIGATION

Nearly half of all applicants exaggerate something

Qualified privilege legal

Documentation is important


27

7: STEP 6 - CONDITIONAL JOB OFFER

So far, so goodUsually made by

HRDepending on

medical, drug, or other remaining tests


28

7: STEP 7 - PHYSICAL EXAM

Only used to identify people physically unable to perform jobs

ADA issuesBaseline for health

insurance (after employment)

Drug testing


29

7: STEP 8 - PERMANENT JOB OFFER

Decision made by manager Best able to decide No one else to

blame

Offer made by HR for administrative purposes EEO compliance


30

7: COMPREHENSIVE APPROACH

All applicant put through all steps

Most people have strengths and weaknesses

Good candidates are not eliminated early


31

7: COMPREHENSIVE APPROACH

Expensive Time Money People

ANY TECHNIQUE NEEDS TO STAND UP TO ALLEGATIONS OF DISCRIMINATORY PRACTICE


32

7: JOB CHOICE - THE CANDIDATE

Match job to personality

Attractiveness of company Meet goals Positive expectations

Treat those you don’t select well - image for later years and friends


33

7: SELF-MANAGED TEAMS SELECTION

STRENGTHSWorkers

empowered to select potential coworkers

Two (many) heads are better than one!

AND….


34

7: SELF-MANAGED TEAMS SELECTION

Commitment to new worker

Focus on Technical skills Personal traits

(reliability, communication)


35

7: SELF-MANAGED TEAM SELECTION

WEAKNESSESLegal issuesInterview

techniquesFriction about

decision made


36

8: GOOD PREDICTORS

Reliable - consistent (A yard is a yard with a yardstick)

Valid - meaningful, related to relevant criteria (How about using eye

color to determine course grades?)


37

8: VALIDITY

Content What is measured

is relevant Typing test

Typing - goodSpelling - maybe not

Construct Complex, abstract SAT

College success???


38

8: AND….MORE VALIDITY

Criterion-related (relevance to doing A Job) Predictive

Test now for later performance

ConcurrentTest current

employees employees

PREDICTIVE IS BETTER


39

9: DETERMINING VALIDITY

Correlation coefficient

Validity coefficientCut scores

Raise - better quality Lower - more

applicants

See Exhibit 7-6


40

Exhibit 7-6: Validity Correlation Analysis After Cut Score Is Raised


41

9: VALIDITY GENERALIZATION

Meta analysisUseful for multiple

jobsConsistencyEfficiency


42

9: GLOBAL SELECTION ISSUES

Broader issues Family Culture Personal (health)

American women…….


43

QUICK: REVIEW CHAPTER 7

ANSWER THESE QUESTIONS ON A SHEET OF PAPER.

1. THE MOST IMPORTANT THING WE DID IN CLASS TODAY _______.

2. I STILL HAVE QUESTIONS ABOUT_______. 3. THE BEST THING IN CLASS TODAY WAS ____.4. DON’T D0 ____________ ANYMORE.

• TURN IN YOUR PAPERS, PLEASE. NO NAMES. WE’LL TALK NEXT CLASS SESSION


44

PREVIEW: CHAPTER 8

Remember what you did the first day on a job? What did you do on the first day of the

job you have liked the best? What did you do on the first day of the

job you have liked the least?Not enough experience on your own?

Ask a friend or family member Bring these with you to class next time.


45

Exhibit 7-1: Selection Excellence at Toyota


46

Exhibit 7-2: The Selection Process


47

Exhibit 7-4: Immigration Reform and Control Act of 1986


48

Exhibit 7-5: Predictive v. Concurrent Validation


49

Exhibit 7-7: Validity Correlation Analysis After Cut Score Is Lowered

DeCenzo and Robbins HRM 7th Edition1 CHAPTER 7 Foundations of Selection.

Documents

Transcript of DeCenzo and Robbins HRM 7th Edition1 CHAPTER 7 Foundations of Selection.