employee selection. selection 人才選拔 the process of appraising the probabilities of an...
Post on 21-Dec-2015
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Selection 人才選拔• The process of appraising the probabilities of
an individual’s success in employment.
• Underlying Assumption– There are differences b/w people and these
differences will have an impact on performance.
Selection 人才選拔• The process of appraising the probabilities of
an individual’s success in employment.
• Underlying Assumption– There are differences b/w people and these
differences will have an impact on performance.
Three main reasons why careful selection is important
Your own performance always depends in part on your subordinates’.
It is very costly to recruit and hire employees.
There are many legal implications of incompetent selection.
Problems of Bad Hiring• Low productivity 生產力低落• Low guest satisfaction 顧客滿意度降低• Increase operation costs 作業成本增加• Low moral among other employees 降低其它
員工工作士氣• Thief or other crimes 偷竊或其它與工作有關
的罪行• Dysfunctional turnover 非建設性離職
Selecting Employees
• Selection Criterion:
– Job description (KSA)
– Desired behavior traits
– Desired personality traits
Selection Process
• Step 1: Initial screening interview• Step 2: Completing the application form• Step 3: Employment tests• Step 4: Comprehensive interview• Step 5: Background investigation• Step 6: Medical or physical examination if
required• Step 7: Job Offer
Selection process can predict:
• Success on the job 將工作做好• Duration of employment 長久服務公司• Ability to advance in organization 具發展
潛能
Employee Selection
• Selection Device 甄選工具– Attempt to “predict” an individual’s success on
the job PREDICTORS• Example: 工作申請表 , 甄選考試 , 面試 , 體檢 ..
– Selection of predictors need to be based on JOB ANLAYSIS (job descriptions/job specification)
好的甄選工具之特質• Reliability 信度
– 測驗的穩定性 ( 每次測驗的結果都一致 )– The ability to consistently evaluate job applicants
• Validity 效度– 甄選工具能測出其所預測量的特性的程度– The extent that a predictor measure what it is suppose
d to measure– Test validity answer the question, “Does this test mea
sure what it’s supposed to measure?”– Who do well on the test also do well on the job!
效度 Validity
• Content validity 內容效度– 測試是否能完整呈現出一個工作的內容
• Criterion-related validity 效標關聯效度– 測試的結果是否能成功的預測應徵者未來的工
作績效與表現– Compare test scores & performance
• Predictive validity 預測效度 :use job applicants as subjects
• Concurrent validity 同時效度 : use current employees as subjects
面談種類 Types of Interviews
• Structured interview 結構化面談– Panel interview 會談式面談– Stress interview 壓力面談– Situational interview 情境式面談
• Unstructured 非結構化面談• Semistructured interview 半結構化面談
Structure the Interview
提高面試結構性的方法 :
面試內容需以工作說明書為主軸利用客觀具體並行為導向的問題事先設計問題,並問所有應徵者相同的問題利用評分表來評比應徵者的回答訓練主試者盡量使用多位主試者以力求公正客觀
Preinterview homework
• Review the job requirements• Review the employment application• Decide the structure of the interview• Decide on the questions we will ask• Decide the right answers to these questions• Understand the organization's mission
statement, goals, objectives, and corporate culture
• Find a comfortable, distraction-free environment• Private, no distractions• Comfortable• Barrier free
Interview structure
• Opening the interview– Welcome the interviewee
– relax the applicant
– Explain the interview structure
– Explain you will be taking notes
• Information gathering– Let the interviewee do the talking
– Use funnel sequences
– Listen; probe (Echo back)
– Verify information & summarize facts
• Providing information– Job duties & responsibilities (positive & negati
ve)– Explaining the organization’s goals, mission st
atement, and corporate culture
• Closing the interview– Explain next step(s)– Thanks the interviewee– Document ‑ write up observations
Interview Information
Biographical Facts, Credentials, Achievements
Technical Knowledge (Verbal Test)
Experience, Activity Descriptions
Self Evaluative Information
Detailed Description of Past Behavior