Roles in the Selection Process

In small organizations, a supervisor may have great latitude in selecting employees to fill vacant positions.

Some organizations have formal procedures that require human resources to do most of the work, with the supervisor simply approving the candidates recommended.

In most cases, a supervisor works with a human resources department.

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Selection Criteria

Be clear about what jobs need to be filled and what kind of people can best fill those jobs.Job description

Job characteristicsJob specification

KnowledgeSkillsAbilitiesOther characteristics

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Recruiting Inside the Organization

Promotions or different tasks can be a source of motivation for employees.

Promoted or transferred employees are already familiar with the organization’s policies and practices.

Internal recruitment is accomplished through:Job postingsEmployee referrals

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Recruiting Outside the Organization

New hires bring fresh ideas and skills that the organization may lack.

Basic ways to identify qualified outside candidates:AdvertisingEmployment agenciesSchools

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The Selection Process

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Screening from Employment Applications and Resumes

Review the applications or resumés to screen out candidates who are unqualified or less qualified than others.

Usually done by the human resources departmentCompares resumes with the job descriptionDoes not usually screen out a person

recommended by the supervisor

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Interviewing Candidates

Objectives of the interview:Assess each candidate’s interpersonal and

communication skillsSee whether the supervisor and employee are

comfortable with one anotherLearn details about the information the candidate

has provided on the application or resumeAllow the candidate an opportunity to learn about

the organization

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Who Should Interview?

Initially, someone in the human resources department

Later, the supervisor of the departmentIn some instances, team interviews may be

conducted to see how a candidate interacts with a team

Parts of an interview may be automated using a phone system or other technology

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Preparation for the Interview and Interview Conditions

PreparationReview the job descriptionReview the applicant’s resume or job applicationArrange for an appropriate interview location

Interview conditionsPrivacyFreedom from interruptionsComfortable seatingConsider sitting at a small table, not behind a deskOffer coffee and “warm-up” conversation

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Content of the Interview

Why do you want to work for our company?What kind of career do you have planned?What have you learned in school to prepare for a career?What are some of the things you are looking for in a company?How has your previous job experience prepared you for a

career?What are your strengths? Weaknesses?Why did you attend school/select your major?What do you consider to be one of your most worthwhile

achievements?Are you a leader? Explain.How do you plan to continue developing yourself?What can I tell you about my company?

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The Interviewing Process

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Interviewing Techniques

Structured interviewUnstructured interviewOpen-ended questionsClosed-ended questions

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Interview Problems to Avoid

Know what types of questions are acceptable and unacceptable.

Don’t make decisions based on personal biases.

Avoid the halo effect.Don’t form erroneous first impressions.Avoid giving candidates a misleading picture

of the organization.

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Conducting Employment Tests

Types of tests:Aptitude testProficiency testPsychomotor testPersonality testDrug test

Usually the human resources department handles the testing of applicants.

Be sure any test you use is nondiscriminatory.Be creative when designing your tests.

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Conducting Background and Reference Checks

Many resumés and job applications contain false information:Former employers and length of employmentPast salariesCriminal records

Be sure to check references:PersonalAcademicEmployment

Be aware of restrictions on background checks.

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Making a Selection Decision

The final decision of whom to hire is usually up to the supervisor.

With more than one qualified candidate, supervisors should select a person whose values and beliefs match those of the company.

Teams may benefit by people who seek compromise and others who challenge old ways by arguing for fresh ideas.

Human resources typically makes the job offer and negotiates pay and benefits.

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Physical Examination

Experts advise that employers request a physical exam only after a job offer is made.Helps determine if the candidate is physically able to

fulfill the job requirementsThis timing reduces the risk that someone will sue the

company for refusing to hire him or her because of a disability

Determines whether the candidate is eligible for company-offered insurances

An illness, disability, or pregnancy may not be used as the basis for denying a person a job unless it makes the person unable to perform the job.

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Legal Issues

Antidiscrimination laws:Title VII of the Civil Rights Act of 1964Age Discrimination in Employment Act of 1967Rehabilitation Act of 1973The Pregnancy Discrimination Act of 1978Vietnam Era Veterans Readjustment Act of 1974

Managing diversityWorkplace accessibility:

Accommodations for employees with disabilitiesWhat supervisors can do

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