testing & selection in stretegic human resource management

8/9/2019 Testing & Selection in Stretegic Human Resource Management

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Lecture outline:1. Introduction Selection Interviews2. Types of Selection Interviews3. Pros & Cons of Structured Interviews4. Administering the Interviews5. Common Problems in in Interviewing6. Designing & Conducting Effective

Interviews

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` An interview is a procedure designedto obtain information from the personthrough oral responses to oral

inquiries

` Selection Interview is a proceduredesigned to predict future job

performance on the basis ofapplicants oral responses to oralinquiries

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` Collect evidence against the personspecification in order to predict howsuccessfully the candidate would perform inthe job.

` Give candidates information about the job tofacilitate their decision making.` Predicting who can be the most suitable

individual to perform the job

` Research shows that structured interviewsare significantly more likely to serve this dualpurpose and lead to successfulappointments.

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` Unstructured or Nondirective Interviews The interviewer has great discretion in

choosing questions to ask each candidate

` Structured or Directive Interviews Consists of a predetermined set of

questions for the interviewer to ask

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` Situational interviews The interviewer describes a situation

likely to arise on the job, then asks the

candidate what he or she would do inthat situation

` Behavioural interviews The interviewer asks the candidate to

describe how he or she handled a typeof situation in the past

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Job related interviews The interviewer tries to deduce what the applicant on-the-

performance will be based on his answers to questionsabout past behaviours

The questions in the job related interview are nothypothetical but are questions like:

which course did you like the best in business school?

Or

what kind of assignments made you more excited to work?

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Stress Interviews The interviewer seeks to make the applicant

uncomfortable with occasionally rude questions. Theaim is to spot sensitive applicants and those with low orhigh stress tolerance

However, the ethically questionable nature of the stressinterviews demands that the interviewer be both skilledin its use and sure that the job really calls for a personhaving ability to take stress

Puzzle Question

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` Pros/Advantages: Ensure consistency throughout the interviews. More valid and reliable Can also help those to conduct better interviews who are

less comfortable in interviewing

Help promote a positive image of the institution. Enable the panel to make the best use of available time

in reaching a decision

` Cons/Disadvantages: Do not provide you the opportunity to pursue points of

interest as they arise

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I t r i s c cl ssifi i ri s s:` Personal Interviews

One n ne Sequenti l sever l interviewers interview t e c ndidates in

a sequenceand c are t e candidates t c se t e estx StructuredSequentialx UnstructuredSequential

` Panel Interviews

Interviewers ayask questi ns derived fr t e res nsesf t e candidate which can r duce re eaningful data

Can e stressful f r the candidates, s ay inhi it r es nses

Mass Interview

wherea anel interviews severalcandidates at the same time.

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` Comput ri d I t r i : are those in which

a job candidates responses are obtained inresponse to oral, visual or written questions orsituations

` Typical computerised interviews presents

question in multiple choice question (MCQs)format.

` Example: How would your supervisor rate yourcustomer service skills?a. Outstandingb. Above averagec. Averaged. Below averagee. Poor

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` First Impressions:jumping to conclusions made on thefirst impression, or first few responses (halo effect)

` Misunderstanding the job: Its important to know whatyou are looking for

` Candidate-Order (contrast) Error: Judgement error due

to having too bad candidates or too good candidatesjust before the interview

` Pressure to Hire: pressure to hire someone from thesame pool due to urgency of filling up the position

` Consistency among the interviewers: The panel maynot be consistent in their treatment with differentapplicants and their responses

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` Incapability of Interviewer to conduct effectiveinterviews:All the interviewers may not be well trainedto conduct effective interviews

` Lack of standardisation in the selection methods usedby line managers in the same organisation wheninterviewing for the same or similar positions

` Effect of Personal Characteristics: Selection decisionsbeing made on candidate characteristics unrelated topredicting future job success; e.g. sex, age, clothingworn at the interview, appearance, physicalattractiveness

` Interviewers Behaviour: Interviewers behaviour canconfuse or upset the employee & inhibit the responses

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` Job Analysis: to know the job well and to know what isneeded

` Rate the jobs duties: Identify jobs main duties i.e. Rateeach job duty based on its importance to job success

` Create Relevant Interview Questions: Create questions

according to actual job duties, with more questions on themain tasks

` Create Benchmark Answers: Develop answers and a fivepoint rating scale with outstanding answers(rating 5),satisfactory (rating 3) and poor (rating 1)

` Appoint the Interview Panel:Appoint interviewees and trainthem to achieve consistency and effectiveness

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Have enough information about the job Go through the CV(s) & job application(s)

thoroughly well before the interview starts

Make an outline/checklist in advance, noting the

main items of information you want to obtainduring the interview

Watch for gaps in work record

Structure your questions according to thatchecklist

Plan the time required for interview


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Have as much privacy as possible Greet the applicant courteously and sincerely

Call applicant by name

Ensure that the applicant knows your name

Offer the applicant something to drink Outline the interview Give the applicant an

overview of the process, length of the interview

and what to expect after the interview.

Make the applicant feel that you are pleasedwith their interest in the position


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Establish an informal but business like atmosphere Give the applicant a realistic job preview

Research suggest that realistic job previews increaseemployee retention because the applicant gets honestinformation at the beginning of the process

Compliment a good employment record Interrupt the conversation to keep interview on track

Use active listening skills

Provide the applicant with a copy of the JD and anyother relevant info e.g. physical requirements etc.

Match the candidate to the job


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Interview when worried, upset, ill or understress

looks at the resume 5 minutes before theinterview

Hold the interview in a noisy place Keep applicants waiting unnecessarily

Give the impression of being abrupt or harsh

Allow outside interruptions

Annoy the applicant Conduct the interview in a haphazard manner


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` Hurt the applicants feelings or destroy his

faith in himself

` Forget that the applicant is sensitive to every

word the interviewer speaks`Appear to loose interest in the interview

` Pry into personal lives

` Waste time on a long interview if the

applicant is clearly not suitable` Show emotion at any physical handicap


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The two main goals:` To verify the accuracy of factual information

previously provided by the applicant

` To uncover any damaging background

information such as criminal records andsuspended drivers license etc. In Chicago, a pharmaceuticals company hired gang

members in mail delivery and computer repair. Thecompany later found out that the gang was stealing

computer parts of worth million dollars and was thenusing the mailing system to ship the parts to a nearbycomputer store they owned.

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(Verify that the applicant has provided permission before conducting reference checks)

Candidate Name:

Reference Name: Company Name:

Dates of Employment: (From: and To:)

Position(s) Held: Salary History:

Reason for Leaving:

1. Please describe the type of work for which the candidate was responsible.

2. How would you describe the applicants relationships with coworkers, subordinates (if

applicable), and with superiors?

3. Did the candidate have a positive or negative work attitude? Please elaborate

4. How would you describe the quantity and quality of output generated by the former employee?

5. What were his/her strengths on the job?6. What were his/her weaknesses on the job?

7. What is your overall assessment of the candidate?

8. Would you recommend him/her for this position? Why or why not?

9. Would this individual be eligible for rehire? Why or why not?

Other comments?


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` Sources of information for background

checks:

Former employers

Current supervisors

Commercial credit rating companies

Written references

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` Reference providers concerns

Fear of legal reprisal for defamation

Not wanting to damage the applicants

chances

Helping to get rid of an incompetent

employees

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` Include on the application form a statement forapplicants to sign explicitly authorizing a

background check.

` Use telephone references if possible.

` Be persistent in obtaining information.

` Ask open-ended questions to elicit more

information from references.

` Use references provided by the candidate as a

source for other references.

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` Concerns about checking applicant histories Various equal employment laws discourage or

prohibit the use of such information in employee

screening.

Courts view making employment decisions based onsomeones arrest record as unfairly discriminatory.

The EEOC says a poor credit history should not by

itself prevent someone from getting a job.

testing & selection in stretegic human resource management

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