human resource management lecture 8 mgt 350. last lecture recruiting sources –internal searches...
TRANSCRIPT
Human Resource Management
Lecture 8
MGT 350
Last Lecture
• Recruiting Sources– Internal Searches– Employee Referrals/Recommendations– External Searches– Alternatives
Meeting the Organization
2
Topic
EMPLOYEE SELECTION
EMPLOYEE SELECTION
• The process of carefully screening the applicants to select/hire the best one(s).
• Employee selection is the process of matching people and jobs.
The Selection Process
The selection process typically consists of eight steps: 1. initial screening interview2. completion of the application form3. employment tests4. comprehensive interview5. background investigation6. conditional job offer7. medical/physical exam8. permanent job offer
The Selection Process
Fundamentals of Human Resource Management 8e, DeCenzo and Robbins
The Selection Process
• Initial Screening – Involves screening of inquiries and screening
interviews. – Job description information is shared along
with a salary range.
The Selection Process
Completing the Application Form: Key Issues – Gives a job-performance-related synopsis of
what applicants have been doing, their skills and accomplishments.
The Selection ProcessCompleting the Application Form: Key
Issues • Legal considerations
– Omit items which are not job-related; e.g., sex, religion, age, national origin, race, color, and disability.
– Includes statement giving employer the right to dismiss an employee for falsifying information.
– Asks for permission to check work references.
– Typically includes “employment-at-will” statement.
The Selection Process• Weighted application forms
– Individual items 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.
The Selection Process
Completing the Application Form: Key Issues
• Successful applications – 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.
The Selection Process
Employment Tests • Estimates say 60% of all organizations
use some type of employment tests.– Performance simulation tests: requires the
applicant to engage in specific job behaviors necessary for doing the job successfully.
– Work sampling: Job analysis is used to develop a miniature replica of the job on which an applicant demonstrates his/her skills.
The Selection Process
Employment Tests– Assessment centers: A series of tests and
exercises, including individual and group simulation tests, is used to assess managerial potential or other complex sets of skills.
– Testing in a global arena: Selection practices must be adapted to cultures and regulations of host country.
The Selection Process
Comprehensive Interviews:
• Interviews involve a face-to-face meeting with the candidate to probe areas not addressed by the application form or tests.
• They are a universal selection tool.
The Selection Process
Comprehensive Interviews:
• Interview Effectiveness – Interviews are the most widely used selection
tool. – Often are expensive, inefficient, and not job-
related. – Possible biases with decisions based on
interviews include prior knowledge about the applicant, stereotypes, interviewee order.
The Selection Process
Comprehensive Interviews:
• Interview Effectiveness– Impression management, or the applicant’s
desire to project the “right” image, may skew the interview results.
– Interviewers have short and inaccurate memories: note-taking and videotaping may help.
The Selection Process
Comprehensive Interviews: • Interview Effectiveness
– Structured interviews use fixed questions designed to assess specific job-related attributes
– More reliable and valid than unstructured ones.– Best for determining organizational fit,
motivation and interpersonal skills. – Especially useful for high-turnover jobs and
less routine ones.
The Selection Process
Comprehensive Interviews:
• Behavioral Interviews – Candidates are observed not only for what
they say, but how they behave. – Role playing is often used.
The Selection Process
Comprehensive Interviews:• Realistic Job Preview
– RJP’s present unfavorable as well as favorable information about the job to applicants.
– May include brochures, films, tours, work sampling, or verbal statements that realistically portray the job.
– RJP’s reduce turnover without lowering acceptance rates.
Summary
The selection process1. initial screening interview2. completion of the application form3. employment tests4. comprehensive interview5. background investigation6. conditional job offer7. medical/physical exam8. permanent job offer
RJP