ch07 foundat of selection
TRANSCRIPT
DeCenzo and Robbins HRM 7th Edition
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CHAPTER 7
Foundations of Selection
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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
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1: SELECTION PROCESS
Standard patternSkip some steps Inform applicantsGet more information
Background Motivation Abilities
Multiple decision makers
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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
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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
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3: STEP 1 - INITIAL SCREENING
Two parts Screening
applications Screening interview
Result??? Applicant pool
HRM can describe job
Identify salary range
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3: INITIAL SCREENING
Applicants eliminated due to Inappropriate skills,
experience
Red flags Gaps in
employment history Courses instead of
degrees Lots of brief jobs
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3: STEP 2 - APPLICATION FORMS
Provides basic information Must be work related EEO requirement
Work history Indicates ability to
follow directionsDocuments
employment “at will”
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3: APPLICATION FORMS
Signature on form Grounds for later
dismissal if falsified Permission to check
background and work history
Communicates employment “at will”
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3: WEIGHTED APPLICATION FORMS
Differentiate between successful and unsuccessful job performers
Weighted” more heavily in hiring decision
Potential outcomes Performance Organization tenure
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3: WEIGHTED APPLICATION FORMS
Possible weighted factors Education Prior work
experience Salary data Military experience
Which ones to use???
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3: GOOD APPLICATION FORMS
Useful for a number of jobs
Good predictive ability
LegalValidated for each
job
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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
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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
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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)
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4: ASSESSMENT CENTERS
Manager potentialGroup and
individual exercisesEvaluated by
peers, supervisors, psychologists
Good indicators of job performance potential
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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
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5: INTERVIEW RELIABILITY
Types Individual Panel Technical Stress Situational
Almost all jobs have the 1on1 aspect in selection
HOWEVER….
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5: INTERVIEWS ARE BIASED
Impression management
Interviewers have bad, inaccurate memories
When are decisions made??? First few minutes
SO…..
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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
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Exhibit 7-3: Conclusions About Interviewing
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5: GOOD INTERVIEWERS
Take meaningful notes
Use structured interviews Same questions Same order
Are aware of their bias
Use multiple decision factors
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6: REALISTIC JOB PREVIEWS
Reduce voluntary turnover
Present favorable and unfavorable job features
Part of interviewCreate work
expectationsBest use with good
jobs
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7: STEP 5 - BACKGROUND INVESTIGATIONS
Accuracy of application form
Contact former employers
Contact referencesVerify educationLegal status to workCredit historyCriminal records
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7: BACKGROUND INVESTIGATION
Performed by Internal - HR staff
(cheaper) External - Third
party investigators - (more thorough)
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7: BACKGROUND INVESTIGATION
Nearly half of all applicants exaggerate something
Qualified privilege legal
Documentation is important
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7: STEP 6 - CONDITIONAL JOB OFFER
So far, so goodUsually made by
HRDepending on
medical, drug, or other remaining tests
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7: STEP 7 - PHYSICAL EXAM
Only used to identify people physically unable to perform jobs
ADA issuesBaseline for health
insurance (after employment)
Drug testing
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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
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7: COMPREHENSIVE APPROACH
All applicant put through all steps
Most people have strengths and weaknesses
Good candidates are not eliminated early
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7: COMPREHENSIVE APPROACH
Expensive Time Money People
ANY TECHNIQUE NEEDS TO STAND UP TO ALLEGATIONS OF DISCRIMINATORY PRACTICE
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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
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7: SELF-MANAGED TEAMS SELECTION
STRENGTHSWorkers
empowered to select potential coworkers
Two (many) heads are better than one!
AND….
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7: SELF-MANAGED TEAMS SELECTION
Commitment to new worker
Focus on Technical skills Personal traits
(reliability, communication)
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7: SELF-MANAGED TEAM SELECTION
WEAKNESSESLegal issuesInterview
techniquesFriction about
decision made
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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?)
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8: VALIDITY
Content What is measured
is relevant Typing test
Typing - goodSpelling - maybe not
Construct Complex, abstract SAT
College success???
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8: AND….MORE VALIDITY
Criterion-related (relevance to doing A Job) Predictive
Test now for later performance
ConcurrentTest current
employees employees
PREDICTIVE IS BETTER
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9: DETERMINING VALIDITY
Correlation coefficient
Validity coefficientCut scores
Raise - better quality Lower - more
applicants
See Exhibit 7-6
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Exhibit 7-6: Validity Correlation Analysis After Cut Score Is Raised
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9: VALIDITY GENERALIZATION
Meta analysisUseful for multiple
jobsConsistencyEfficiency
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9: GLOBAL SELECTION ISSUES
Broader issues Family Culture Personal (health)
American women…….
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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
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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.
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Exhibit 7-1: Selection Excellence at Toyota
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Exhibit 7-2: The Selection Process
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Exhibit 7-4: Immigration Reform and Control Act of 1986
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Exhibit 7-5: Predictive v. Concurrent Validation
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Exhibit 7-7: Validity Correlation Analysis After Cut Score Is Lowered