Chapter Chapter

The Hiring Process:

Selecting Employees

“The best part of being a boss is ‘growing people’. The

hardest part of being a boss is making the ugly

decisions…letting somebody go.”

-Jack Welch

Former CEO of GE

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.

For teams, sometimes the teams recommend the

selection and do interviewing with the supervisor acting

as team leader.

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Selection Criteria What jobs need to be filled and what people

can best fill those jobs?

Job description- What are they expected to do?

The activities required to carry out the job (job

characteristics)

Job specification-What (skills, education,

experience, temperament) are they expected to

have?

Knowledge

Skills

Abilities

Other characteristics McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved. 15-3

Recruitment

Identifying people interested in working for the

organization

Recruiting Inside the Organization

Promotions 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 postings

Employee 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:

Advertising

Employment agencies

Online job sites

Schools

Schools and Employment Agencies working

together? Flyer for FSMC Program McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved. 15-6

The Selection Process

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Screening

Review the applications or resumés to screen

out candidates who are unqualified or less

qualified than others.

Narrow down to the number to be interviewed

Usually done by the human resources

department

Compares resumes with the job description

Does not usually screen out a person

recommended by the supervisor

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Interviewing

Objectives:

Assess each candidate’s interpersonal and

communication skills

See whether the supervisor and employee are

comfortable with one another

Learn details about the information on the

application or resume

Allow 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 department

In 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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How does the Supervisor Prepare for the

Interview? •Mental Preparation

•Review the job description

•Review the applicant’s resume or job application-ask

questions about things you’re curious about or incomplete

answers

• Arrange for an appropriate interview location

Selecting Interview Conditions

Privacy

Freedom from interruptions

Comfortable seating

Perhaps sit at a small table, not behind a desk

Offer coffee and small talk to make them feel comfortable

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Some Interview Questions

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 interview

Unstructured interview

Open-ended questions

Closed-ended questions

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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 test

Proficiency test

Psychomotor test

Personality test

Drug 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 employment

Past salaries

Criminal records

Be sure to check references:

Personal

Academic

Employment

Be aware of restrictions on background checks-see

Figure 15.5, pg 431. McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved. 15-17

Making a Selection Decision

The final decision is usually up to the supervisor.

The final decision is usually a judgement call.

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.

McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved. 15-18

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 requirements

This 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 1964

Age Discrimination in Employment Act of 1967

Rehabilitation Act of 1973

The Pregnancy Discrimination Act of 1978

Vietnam Era Veterans Readjustment Act of 1974

Affirmative Action

Workplace accessibility:

Accommodations for employees with disabilities

What supervisors can do

Immigration Reform and Control Act

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