13091 2 Pages 6 Hrs

CHAPTER 7 Foundations of Selection

Awards for employers and employees aren't a new concept. Lists of great places to work celebrate employers with great cultures, benefits, and opportunities for employees every year. Kyle Horn has a different sort of recognition in mind. Recognize employers who take a chance on job seekers who are trying to overcome personal challenges such as long‐term unemployment, homelessness, disabilities, criminal histories, or mental illness. According to Horn, “Our society celebrates lottery winners, celebrities and professional athletes. Yet, if these are the only paths to self‐sufficiency, then most Iowans will never escape poverty. It's time for a new kind of hero.” To recognize those heroes, Horn established the Iowa Job Honors Awards to recognize workers who have overcome challenges and the employers who gave them a chance.

In his position as Business Development Manager at Manpower, Horn works with employers and highly qualified job seekers every day, yet his passion is to “equip job seekers with the tools required to win a second chance.” Horn explains, “I frequently interact with business leaders who complain that a dwindling workforce and widening skills gap are hindering business expansion in our state. At the same time, I see thousands of unemployed and underemployed Iowans struggling to find good jobs. Together, we can do more to bridge this gap.”1

Looking AheadTake a look at the Job Honors Program at www.jobhonor.org and watch the stories of the honorees. Would you be willing to take a chance on an applicant with significant challenges or would you rather play it safe?

LEARNING OUTCOMES

After reading this chapter, you will be able to:

· Explain the purpose of screening applicants and how initial screening is conducted.

· Explain how application forms are used and the relevant legal issues.

· Outline the types and uses of preemployment testing.

· Explain several different interview formats and what interviewers need to know to conduct effective interviews.

· Discuss the perceptual errors common in the interview process and ways to prevent them.

· Explain the purpose and legal issues involved in conducting background investigations.

· Explain the purpose of the three types of validity.

· Explain factors relevant to employment offers and global selection.

· Outline how to personally excel in the interview process.

Introduction

In the chapter opener, the Job Honor Awards recognize employers who made hiring decisions that were hard to justify if measured by the principles of selection in this chapter. Yet, they took a chance and hired workers who would probably fail an interview and couldn't pass background checks or preemployment testing. Tight labor markets force employers to take a second look at job candidates who did not pass screening when workers were plentiful. In some cases, the employers are eligible for tax credits. Others like Home Depot work with community organizations that train workers and monitor performance. Some just take a leap of faith.

Successful selection of employees is both an art and a science, a process that requires a lot of careful planning. At the heart of the process is the goal of finding employees who are capable of successfully completing jobs that have been thoughtfully created via job analysis to fulfill the organizational mission. Part of that mission may be to be a good partner in the community, whether there's an award to be earned or not.

Screening Applicants

Applicants will likely include those who are completely unsuitable for the position, some who are totally overqualified, and many who fall between the two extremes. The purpose of the screening process is to sort through the applicants and determine who meets the minimum qualifications based on the job specifications and should continue through the selection process. Selection activities typically follow a pattern, beginning with an initial screening interview and concluding with the final employment decision. The selection process typically consists of eight steps: (1) initial screening, (2) application forms, (3) preemployment tests, (4) interview, (5) conditional job offer, (6) background investigation, (7) medical or physical examination, and (8) job offer. Each step expands the organization's knowledge about the applicant's background, abilities, and motivation. Steps may be skipped if they do not provide relevant information, for example, when filling a position with an internal candidate. Applicants should also be advised of any specific screening, such as credit checks, reference checking, and drug tests. The flow of these activities is depicted in Exhibit 7‐1. (Verhulst, 2018-10-08, pp. 174-175)

Verhulst, S. L., DeCenzo, D. A. (2018-10-08). Fundamentals of Human Resource Management, 13th Edition. [[VitalSource Bookshelf version]]. Retrieved from vbk://9781119495239

*****Always check citation for accuracy before use.

EXHIBIT 7-1 The Selection Process. From advertising an opening to offering a job, HRM and the applicant may go through many steps. Not all employers use every step, but the comprehensive approach used by many employers is illustrated here.

The first step is the initial screening of potential candidates based on qualifications as described in the job description and job specification such as appropriate experience, skills, and education. Many organizations simplify the screening process by utilizing software to sort through the submitted applications. Unqualified applicants are notified and may be kept in a database for future openings. Qualified applicants are forwarded to HR for screening interviews. Screening software is often included in a package of services that will design the company's career website, forward openings to job boards and social media, and track applicant and hiring data for HR metrics such as “time to hire” and EEO compliance.

initial screening

The first step in the selection process when job inquiries are sorted.

Screening interviews are often done by phone and are an excellent opportunity for Human Resource Management (HRM) to describe the job in enough detail so that the candidates can consider if they are actually serious about applying. They are typically short discussions of the candidate's relevant experience as submitted on the application form. It's also a way to assess communication skills. Screeners need to remember that the candidate is forming an impression of the company at the same time, so it's important to be friendly, professional, honest, and to project the company culture or employment brand. Explain when the next step will occur and what to expect. Do not offer an official job interview during the phone screening interview.

Many organizations are replacing telephone screening interviews with online video screening. Several vendors offer online interviewing platforms tailored to the employer's specific needs. For example, specialized software allows employers to send prospective employees a link. When the candidate clicks on the link, they are recorded on a webcam as they answer a list of questions. The video is a one‐way conversation between the candidate and the camera, providing scheduling convenience for the candidate and the Human Resource (HR) department.

Another important point during the initial screening phase is to identify a salary range. Most workers are concerned about their salaries, and even if a job opening sounds exciting, a low salary may drive away excellent talent. During this phase, if proper job analysis and evaluation have been conducted, you should not need to mask salary data.

Application Forms

The applicant may be required to complete the application form before or after the phone screening interview. It may be online or hard copy format and includes contact information, education, experience, skills, accomplishments, and references. Applications may also obtain other job‐related information necessary to make effective hiring decisions. Completing the application also serves as another hurdle. If the application is incomplete or contains errors, then it is a job‐related reason for rejection. Finally, applications require a signature attesting to the truthfulness of the information given and giving permission to check references. If, at a later point, the company finds out the information is false, it can justify immediate dismissal.

application form

Provides basic information on applicant's contact information, education, skills, and work experience.

Legal Issues

In Chapter 4, we discussed several court cases that involve discrimination in the hiring and screening process. Courts have consistently held that any question listed on a job application form or asked in an interview must be job related. Subjects to be avoided include birth dates, graduation dates, military discharge, amount of sick leave taken in previous employment, race, citizenship, or marital status because they all may provide information that could be used to discriminate on some level.2 Diversity Topics: Questions to Avoid, provides a list of interview questions that could get an employer in trouble and some acceptable alternatives.

Applications typically include a statement giving the employer the right to dismiss an employee for falsifying information. They also typically indicate that employment is at the will of either party (the employer or the employee can end the work relationship) and that the employee understands that employment is not guaranteed. Furthermore, the applicant gives the company permission to obtain previous work history.

Several states have recently passed ban‐the‐box laws that prevent checkboxes on application forms that indicate the applicant has been arrested or convicted of a crime. This is in response to concerns that it is nearly impossible for ex‐offenders to get hired, and employers were eliminating minority applicants with a criminal history at higher rates than nonminorities. If a criminal background prevents an applicant from qualifying for a position for a legitimate, specific, job related reason, the question may be asked later in the hiring process.

ban‐the‐box

Laws or policies preventing application forms from asking about previous criminal history. (Verhulst, 2018-10-08, pp. 175-177)

Verhulst, S. L., DeCenzo, D. A. (2018-10-08). Fundamentals of Human Resource Management, 13th Edition. [[VitalSource Bookshelf version]]. Retrieved from vbk://9781119495239

*****Always check citation for accuracy before use.

Nearly half of the states and over 150 cities and counties3 have enacted ban‐the‐box. Many business leaders support the movement in order to give the seventy million adults with arrest of conviction records a fair chance at getting hired. Employers claim that people with criminal records are highly motivated out of a desire to make a better life for themselves and their families. Low unemployment makes the policy more attractive to employers finding it difficult to find workers.

TIPS FOR SUCCESS

Professionalism on the Phone

HR professionals spend quite a bit of time on the phone, so it's a good idea to learn the basics of phone etiquette at the beginning of your career. A few simple tips will help you make a more professional impression whether you are calling an applicant or if you're the one receiving the long‐awaited call about your own interview or promotion:

Reduce the Distractions. Focus on the conversation. Ignore your computer screen, e‐mail notifications, and any other phones such as a personal cell phone. The listener can tell that you're not fully engaged in the conversation.

Speak Clearly. Make yourself easy to understand. Sit up straight so you can breathe adequately. Practice an appropriate volume and pace so you aren't shouting or talking too fast for the speaker to listen well. If you're conducting a screening interview, the applicant may be too intimidated to ask you to repeat yourself and you won't get an accurate or appropriate answer to your question. Avoid saying things such as “yup” and “uh huh.” Standard English makes a better impression.

Introduce Yourself. Begin by saying your name and the name of your company before asking, “May I speak to… .” Be ready to give a short explanation of the reason for your call. If you get a receptionist or voicemail, give your name, reason for the call, and a number where you can be reached. Be sure to repeat the number. Accuracy is important.

Answer the Phone. “Hello” is a start, but in a business environment, you need to go on to identify your employer or place of business and then say your name. A good example would be “Human Resources, this is Benjamin Wu speaking. How may I help you?”

Set Up Your Own Voicemail. Whether at work, home, or your personal cell phone, your voicemail message needs to be clear and professional. At work, the best option is to tell the caller your name, the date, whether you're in the office that day, and when the caller can expect you to return the call. On your personal phone, remember that the caller may be a prospective employer, so resist the temptation to leave a cute or funny message.

Make Sure You Understand. Don't be afraid to ask the person on the phone to repeat something if you're not sure you understand. Cell phones and speaker phones sometimes have a momentary gap after someone speaks that result in two people talking at the same time. Just saying “I'm sorry, would you please repeat that?” is a lot better than wondering if you got the information you need correctly.

Hold On. If you must put someone on hold, be sure to ask permission to do it and wait for the answer. It's possible that they would rather call back another time. Make sure you know how to use the hold feature on your phone.

Call Back. If you've said you'll call back at a certain time, do it. If that becomes impossible for some reason, call them as soon as possible.

Things to think about

Have you encountered other issues that made phone contact ineffective or left a bad impression? What other suggestions would you add?

Weighted Application Forms

Weighted application forms help HRM screen applicants based on traits that indicate success on the job.4 In order to do that, characteristics of successful employees are identified and given more consideration than others that are not as likely to contribute to success. For example, if HRM is interested in developing a weighted application form that would predict which applicants for the job of accountant would stay with the company, they would first examine the application forms of previously hired accountants.

weighted application forms

A special type of application form that uses relevant applicant information to determine the likelihood of job success.

The application forms would be analyzed for differences in characteristics of those who stayed less than a year and those who stayed 5 years or more. If it was discovered that the accountants with advanced degrees were more likely to remain with the organization, advanced degrees would be weighted more heavily in the employment decision. (Verhulst, 2018-10-08, pp. 177-178)

Verhulst, S. L., DeCenzo, D. A. (2018-10-08). Fundamentals of Human Resource Management, 13th Edition. [[VitalSource Bookshelf version]]. Retrieved from vbk://9781119495239

*****Always check citation for accuracy before use.

DIVERSITY TOPICS

Questions to Avoid

There are no interview questions that are actually illegal, but asking questions about characteristics that are not relevant to the ability to perform job duties such as age, disability, national origin, race, religion, gender, or veteran status are interpreted as a discriminatory hiring practice. Anyone participating in the interview process should receive training on preventing discriminatory practices and questions.

Remember that legal protections for employee and employer vary from state to state. For example, the “ban‐the‐box” initiatives mentioned earlier prohibit employers from asking about criminal convictions on application forms in some states, yet those laws vary when specifying at what point in the hiring process that information can be obtained and used in a hiring decision. The following is a representative list of unacceptable questions that may lead to direct or indirect discrimination because of the “adverse impact” of how the answer may affect protected groups. Acceptable questions are listed if there is an acceptable alternative. The list is NOT all‐inclusive.

Topic

· Unacceptable

· Acceptable

Reliability and attendance

· Number of children? Who is going to baby‐sit? Do you observe Yom Kippur/Ramadan/Christmas? Do you have preschool age children at home? Do you have a car?

· What hours and days can you work? Are there specific times that you cannot work? Do you have responsibilities other than work that will interfere with specific job requirements such as traveling?

Citizenship and national origin

· Where are you from originally? Where are your parents from? What is your maiden name?

· Are you legally eligible for employment in the United States? Have you ever worked under a different name?

Arrest and conviction

· Have you ever been arrested?

· Have you ever been convicted of a crime? If so, when, where, and what was the disposition of the case?

Disabilities

· Do you have any disabilities that may interfere with job performance or attendance?

· Can you perform the duties of the job you are applying for?

Credit record

· Do you own your own home? Have your wages ever been garnished? Have you ever declared bankruptcy?

· Credit references may be used if in compliance with the Fair Credit Reporting Act of 1970 and the Consumer Credit Reporting Reform Act Of 1996.

Military service

· What type of discharge did you receive? Are you in the National Guard or Reserves?

· What type of education, training, and/or work experience did you receive while in the military?

Language

· What is your native language? How did you acquire the ability to read, write, or speak a foreign language?

· What languages do you speak and write fluently? (If the job requires additional languages.)

Organizations

· Which clubs, societies, and lodges do you belong to?

· Are you a member in organizations which are relevant to your ability to perform the job?

Race or color

· Include a recent photograph

· No acceptable alternative

Worker's compensation

· Have you ever filed for worker's compensation? Have you had any prior work injuries?

· No acceptable alternatives

Religious faith

· Inquiry into applicant's religious denomination, religious affiliations, church, parish, pastor, or religious holidays observed

· No acceptable alternatives unless there is a bona fide occupational qualification.

Gender

· Do you wish to be addressed as Mr.?, Mrs.?, Miss?, or Ms.?

· No acceptable alternative.

Education

· When did you graduate from high school or college?

· Do you have a high school diploma or equivalent? Do you have a university or college degree?

Personal

· What color are your eyes and hair? What is your height and weight?

· No acceptable alternative unless there is a bona fide occupational qualification.

*(Verhulst, 2018-10-08, p. 178)

Verhulst, S. L., DeCenzo, D. A. (2018-10-08). Fundamentals of Human Resource Management, 13th Edition. [[VitalSource Bookshelf version]]. Retrieved from vbk://9781119495239

*****Always check citation for accuracy before use.

Online Applications

Many companies provide the opportunity to complete applications online, which feeds the candidate's information directly into a human resource information system (HRIS) applicant tracking system or screening software. In addition to helping eliminate the use of paper, online applications speed up the hiring process, provide significant cost savings and help HRM with compliance issues through the use of electronic forms such as an online I‐9 form.5 This also assists HR track the characteristics of successful candidates.

It's important to craft online applications that are easy to complete. An estimated 60 to 75 percent of applicants will leave online applications unfinished if they are too long or complex.6 In order to avoid losing applicants in the middle of completing the application, experts suggest asking only necessary questions and limit the number of pages/screens in the form. Keeping the time required to complete the form under five minutes helps, and of course, it should be mobile device friendly too.

Preemployment Testing

A large majority of employers do some type of preemployment testing. A wide variety of tests and testing providers can determine if applicants have the skills they claim to have, if their personality is a good fit with the job or company culture, cognitive ability, math skills, integrity, and use of legal and illegal drugs. Many preemployment tests can be administered online. For example, Lowes, Home Depot, and Target give web‐based selection tests to applicants right in the stores.7 Employers recognize that the investment in time and cost of these tests, combined with other selection tools and a well‐thought‐out hiring process, results in better quality hires. We'll cover a few of the most commonly used tests.

Work Sampling and Performance Simulation Tests

Work sampling and performance simulation tests replicate the tasks of the job and require the applicant to demonstrate the essential functions necessary to be successful. Carefully devised work samples based on job analysis data determine the knowledge, skills, and abilities needed for each job. Then, each work sample element is matched with a corresponding job performance element. Work samples may include creating a spreadsheet, creating and delivering a short presentation, or correctly scanning a cart full of purchases. A test for a retail salesperson or restaurant wait staff may include a role‐play with a difficult customer. Teaching a sample lesson may be required for a teaching assistant or adjunct professor.

work sampling and performance simulation tests

A selection device requiring the job applicant to perform a small sampling of actual job activities.

Assessment Centers

A more elaborate set of performance simulation tests, specifically designed to evaluate a candidate's managerial potential, are administered in assessment centers. Assessment centers use group and individual activities to put applicants through a series of exercises. Performance is appraised by line executives, practicing supervisors, and/or trained. As with work sampling, these exercises are designed to simulate the work of managers and tend to be accurate predictors of later job performance. In some cases, however, the assessment center also includes traditional personality and aptitude tests.

assessment centers

A facility where performance simulation tests are administered. These include a series of exercises used for selection, development, and performance appraisals.

Global Differences in Testing

Many of the standard selection techniques described in this text do not easily transfer to international situations. When recruiting and employing host‐country nationals, typical American testing may not be appropriate. For example, handwriting or graphology tests, rarely used in the United States, are frequently used in France. Accordingly, whenever American corporations prepare to do business abroad, their practices must adapt to the cultures and regulations of the country in which they will operate. For example, personality testing should be evaluated in the cultural context of the country in which it is given.

How can an organization such as Lowe's ensure that it has the right person handling the checkout counter? Using work sampling as part of the selection process, the organization can determine which candidate has the requisite skills to perform the job.

Interviewing Applicants

Applicants who pass the initial screening, application form, and required tests typically receive a comprehensive interview. The applicant may be interviewed by HRM interviewers, senior managers within the organization, a potential supervisor, colleagues, or a combination. The comprehensive interview is designed to probe areas not easily addressed by the application form or tests, such as assessing a candidate's motivation, values, ability to work under pressure, attitude, and ability to “fit in” with the organizational culture. Many organizations are adopting the philosophy of Southwest Airlines and Four Seasons resorts, “Hire for Attitude, Train for Skill.” They recognize that getting to know the applicant's personality is crucial. An employee's knowledge can change, but most likely, their personality will not.

comprehensive interview

A selection device used to obtain in‐depth information about a candidate. (Verhulst, 2018-10-08, pp. 180-181)

Verhulst, S. L., DeCenzo, D. A. (2018-10-08). Fundamentals of Human Resource Management, 13th Edition. [[VitalSource Bookshelf version]]. Retrieved from vbk://9781119495239

*****Always check citation for accuracy before use.

Interview Formats

Interviews can take many forms that vary in format and approach, including a one‐on‐one encounter between the interviewer and the applicant or several individuals who interview an applicant at once. The interview may be led by the interviewer with specific questions the interviewer may give considerable control to the applicant with broad, open‐ended questions. The interviewer may even intentionally create a difficult environment in which the applicant is “put to the test” to assess his or her confidence levels. The best format and approach depend on the situation.

One‐on‐One Interview

The most common interview is the one‐on‐one format. They allow a manager or HR professional to put the applicant at ease in a nonthreatening atmosphere. When many applicants must be interviewed, this is also the most efficient use of management or HR personnel.

Panel Interviews

include a team of several interviewers who meet with the candidate at the same time. Sets of questions are frequently created in advance and assigned to panel members who may ask follow‐up questions. Following the interview, panelists compare observations. The goal is a more reliable evaluation of the applicant's abilities when the panelists compare their impressions. Many organizations are team‐oriented and empower their employees to take responsibility for the day‐to‐day functions in their areas. When it's important that the new hire be welcomed into a cohesive work unit, many organizations involve the work unit in the hiring decision. Workers empowered to hire their coworkers bring varied experiences and backgrounds to the selection process. This enables them to assess applicants' skills in their field of expertise with a focus on the job duties, special skills, and qualifications necessary for success. It's important to train any worker involved in interviewing and selection in effective interviewing techniques that avoid any questions or qualifications that may be discriminatory.

REAL HR ENCOUNTERS

Involving Employees in the Selection Process

Amy Van Baale, Vermeer Corporation

There are pros and cons in all decisions we make. Some positive things to consider when allowing team members to have equal say with possible candidates are as follows:

Giving team members the opportunity to assist with the hiring process empowers them. It makes them feel appreciated and important, which improves morale and retention.

They have a vested interest in helping the new hire succeed and will be more likely to help him/her become part of the team.

Some reasons to not let team members assist with equal say in the hiring process:

Some employees may feel threatened by a candidate if they view them as potential competition whether it's for future promotions or for petty reasons.

They may be prejudiced against the candidate if the job was previously held by a friend or favorite coworker.

If an employee is enthusiastic about a candidate, but management feels he/she wouldn't make for a good hire (or vice versa), there becomes a dilemma and resentment could follow.

Employees are not HR professionals and may inadvertently ask inappropriate questions like an applicant's age and whether they are married or have children. They may have not been trained or have the experience in interviewing skills or what things to look for in finding the best candidate. Supervisors and managers have more knowledge in this process, and they also know their employees and should be familiar with who would and would not make a good fit with the team and the company.8

Online Interviews

Use of online interviewing is expanding rapidly. Companies such as HireVue and Spark Hire provide web‐based platforms that allow real‐time one‐on‐one interviewing or “on‐demand” interviews that allow candidates to log on at any time and answer a predetermined set of interview questions. Hilton Worldwide uses online interviews to make interview scheduling easier and increase consistency and make more accurate comparisons between candidates.9 Online interviewing has been used for organizations of any size, hiring for entry to executive‐level positions.

online interview

Candidate and interviewer use web‐based technology to ask and answer interview questions.

Structured Interviews

Interviewers may choose to lead the interview in a structured interview plan that includes a specific set of questions asked to all candidates. This is also called a directive interview. The questions are usually designed to determine how well the candidate is qualified for the essential functions and job specifications on the job description. If all candidates have been asked the same questions by the same interviewer or panel, they can be evaluated in an “apples‐to‐apples” comparison.

structured interview

A specific set of questions is asked of each candidate.

Unstructured Interviews

Also called nondirective interviews, unstructured interviews are more like a free‐flowing conversation between the applicant and interviewer. Questions are open‐ended and intended to let the applicant set the course of the interview. Examples include “Tell me about yourself” or “What type of working environment do you prefer?” Unstructured interviews may give a greater insight into the candidate's personality, but the topics covered can vary widely. Without an “apples to apples” comparison, it can be more difficult to objectively compare the abilities of candidates to each other. This makes them more suitable for higher‐level positions than entry level.

unstructured interview

Candidates are asked open‐ended questions and can set the course of the interview.

Behavioral Interviews

attempt to predict a candidate's abilities by asking how they have handled situations in the past. Questions are designed to determine if the applicant has job competencies necessary for success as determined in the job analysis. The questions are open‐ended and may include complex problems or situations such as describing a situation that required job‐related skills such as disciplining an employee, handling a difficult customer, or initiating a team‐building activity. Candidates are evaluated on the actions taken to resolve the situation and the outcome.

This type of interview can also provide an opportunity for interviewers to evaluate communication skills, problem‐solving skills, and sense of humor. Behavioral interviews can be more indicative of a candidate's performance than simply having the candidate tell the interviewer what he or she has done. In fact, research in this area indicates that behavioral interviews are nearly eight times more effective for predicting successful job performance.10

behavioral interview

Candidates are asked to describe how they have handled a given situation. (Verhulst, 2018-10-08, pp. 181-183)

Verhulst, S. L., DeCenzo, D. A. (2018-10-08). Fundamentals of Human Resource Management, 13th Edition. [[VitalSource Bookshelf version]]. Retrieved from vbk://9781119495239

*****Always check citation for accuracy before use.

Stress Interviews

Stress interviews are staged events in which interviewer deliberately creates an uncomfortable atmosphere to see how the candidate will react under pressure. It may involve asking rapid‐fire questions, challenging the applicant's answer, or even insulting the applicant. These may be helpful for positions that encounter stressful situations on a regular basis such as law enforcement or customer service.

stress interview

Candidates are put in uncomfortable situations to see how well they handle stress.

What Interviewers Need to Know

Interviewing is often the responsibility of managers or business owners who find themselves working through the hiring process without the necessary expertise. Hiring mistakes are made for many reasons including not having a job description, no prepared questions, spending more time talking than listening, skipping reference checks for a likeable applicant, or hiring someone they know isn't completely qualified, and hope for the best. The odds of making a successful hiring decision can be increased by training supervisors and managers how to interview effectively.

Review the job description and job specification. Reviewing pertinent information about the job provides valuable information on how you will assess the candidate. Furthermore, knowledge of relevant job requirements helps eliminate interview bias.

Prepare a set of questions to ask all applicants. A set of prepared questions will increase the odds of finding out relevant information and making better comparisons between candidates.

Review the application form and resume before meeting a candidate. Don't leave the candidate waiting while you read their resume. Familiarize yourself with their qualifications and potential job fit before the interview. It also shows respect for the candidate if you are prepared. You expect the candidate to be prepared; you should be prepared too.

Open the interview by putting the applicant at ease and providing a brief review of the topics to be discussed. Keep in mind that interviews are stressful for job candidates. By opening with small talk (e.g., the weather), you give the candidate time to adjust to the interview setting. Explaining the format of the interview and topics to be discussed up front gives the candidate an agenda with which to begin framing his or her responses to your questions. First interviews for entry‐level positions usually last between 30 and 40 minutes. For higher‐level positions, they should be longer, around 60–90 minutes.

Ask your questions and listen carefully to the applicant's answers. Select follow‐up questions that naturally flow from the answers given. Focus on the responses as they relate to information you need to ensure that the candidate meets your job requirements. Any uncertainty you may still have requires a follow‐up question to probe further for the information.

Take a few notes After you interview several candidates, and you'll be surprised how hard it is to remember conversations and candidates. In one study of an interview simulation, a 20‐minute videotape of a selection interview was played for a group of 40 interviewers. Following this, the interviewers were given a 20‐question test. Although the questions were straightforward and factual, the average number of wrong answers was 10—half of the questions! The researchers concluded that even in a short interview, the average interviewer remembers only half of the information. However, taking notes during an interview has been shown to reduce memory loss, helps the interviewer retain accurate information, and develops a clearer understanding of the applicant's fit by prompting follow‐up questions.11

Close the interview by telling the applicant what is going to happen next. Applicants are anxious about the status of your hiring decision. Be honest about how many candidates will be interviewed and the remaining steps in the hiring process. Give the candidate a time frame for your hiring decision. In addition, tell the applicant how you will let him or her know about your decision.

Write your evaluation of the applicant while the interview is still fresh in your mind. Don't wait until the end of your day, after interviewing several candidates, to write your analysis of a candidate. Memory can fail you. The sooner you complete your write‐up after an interview, the better chance you have for accurately recording what occurred in the interview.

TIPS FOR SUCCESS

Preparing Interview Questions

As an interviewer, you need to determine if the applicant has the aptitude, ability, and skills to perform the essential functions of the position. You also need to assess the applicant's soft skills. Soft skills are those skills that make the person a good fit for the position and the organizational culture, including communication, teamwork, and problem‐solving skills. Here are a few suggested questions to learn about integrity, personality, mistakes, and problem solving.

Assessing Integrity

In what business situations do you feel honesty would be inappropriate?

What would you do if your boss asked you to do something unethical?

Assessing Personality

What kinds of people bother you? Why?

Describe a situation in which you had to take a risk.

What motivates you most?

What does your employer owe to you?

Past Mistakes

The last time you were criticized, how did you deal with it?

If you could change one decision you made in the past year, what would it be and why?

Describe a situation where you blew it, and what you did to correct the problem.

Assessing Problem‐Solving Ability

What is the most difficult decision you had to make, and why?

If you could change anything in the world, what would it be?

Your colleague is talking to you about a problem and needs help. Your boss has just handed you a report with a lot of questions and needs it returned in the next hour. Your assistant tells you a customer is on the phone with a complaint. What do you do to handle these three things happening simultaneously?

Again, remember that asking the questions is the easy part. Listening to the responses and making sense of what is said is the critical part. You need to know what you're looking for and how what is said relates to successful performance on the job.

Things to think about

Would this list give you an adequate impression of the candidate? What other traits are important to know? (Verhulst, 2018-10-08, pp. 183-185)

Verhulst, S. L., DeCenzo, D. A. (2018-10-08). Fundamentals of Human Resource Management, 13th Edition. [[VitalSource Bookshelf version]]. Retrieved from vbk://9781119495239

*****Always check citation for accuracy before use.

Preventing Perceptual Errors

It turns out that as humans, we put too much faith in our ability to use our own experience and judgment to evaluate candidates. Harvard recently concluded that an algorithm that weighs several objective job‐related criteria such as supervisor ratings, number of promotions, and ability to learn from training did a 25 percent better job of selecting successful candidates than experienced managers.12 The managers were more likely to be distracted by things that were less relevant to success such as an applicant's appearance or pleasant remarks. There are a few ways to make better decisions. Pay attention to important job criteria during initial screening and again during the interview. Having several people involved in meeting the candidate and comparing their evaluations help make judgments less subjective. Using structured interview questions and understanding some common perception errors makes a difference too.

Impression Management

Applicants usually attempt to project an image that the interviewer approves of to be viewed more favorably for the position. Candidates all know to dress for success, use good manners, and eye contact. This is called impression management and is to be expected. Problems arise when the impression created isn't accurate. For example, if a candidate learns that an interviewer is active in community organizations or charities, he may overemphasize his commitment to public service to manipulate to the interviewer's impression.

impression management

Influencing performance evaluations by portraying an image desired by the appraiser.

Interviewer Bias

Seeing the candidate's resume, application form, test scores, or appraisals from other interviewers may create interviewer bias.13 This means that the interviewer no longer relies on data gained in the interview alone. Data received prior to the interview create an image of the applicant that can be unjustly negative or positive. Much of the early part of the interview becomes an exercise where the interviewer compares the actual applicant with the image formed earlier.

interviewer bias

Image created by reviewing materials such as the resume, application, or test scores prior to the actual interview.

For example, many hiring managers have a perception that job seekers with recent employment gaps on the resume are less desirable candidates. Several recent surveys have found no significant difference in job performance of employees who had no full‐time employment in the previous 5 years and currently are employed workers.14 Another misperception involves social media profiles. There are many hazards involved in checking social media profiles before the interview, and one includes the false perceptions created. One survey found that there may be little connection between references to drinking and partying on social media and the level of conscientiousness of the applicant. In addition, candidates who include partying are more likely to be extraverts, which may actually be a desired personality characteristic for some positions.15

Realistic Job Previews

Applicants form subjective judgments about the desirability of a job based on false impressions. For example, most of us have pursued a new job based on a glowing description of endless possibilities, only to leave, dejected, and discouraged when the job turned out to be completely different from our expectations. Occasionally, recruiters or advertisements paint a rosy picture of a job that doesn't live up to the hype. For example, an organization where salespeople make a large number of “cold” or unsolicited sales calls might emphasize the excellent benefits and high earning potential for “self‐starters,” but fail to mention that on average only one out of one hundred calls lead to a sale. Such bait and switch recruitment draws a large number of job applicants and new hires. It also increases replacement costs due to the large turnover when disillusioned employees quit after training and makes recruiting more difficult when former employees spread the news.

The primary purpose of any selection device is to identify individuals who will be effective performers. But it is also in an interviewer's best interest to hire qualified candidates and retain them after incurring the expense of hiring and training. Therefore, part of selection should be concerned with reducing voluntary turnover and its associated costs. One device to achieve that goal is the realistic job preview (RJP). RJPs address the theory that unmet expectations of new employees can cause them to be dissatisfied in the job and quit. RJP may include brochures, online videos, plant tours, work sampling, a short script that includes realistic descriptions of or even virtual reality previews of the work.

realistic job preview (RJP)

A selection device that allows job candidates to learn negative as well as positive information about the job and organization.

The key element in RJP is that unfavorable as well as favorable information about the job is shared before the applicant makes a decision. RJP has been used by call centers, police recruiters, nursing homes, and organizations that work with the handicapped. For example, applicants may have an idealized image of police work from watching crime dramas on television or movies. Law enforcement professionals use RJPs to show applicants that law enforcement can be quite challenging emotionally and physically, and that crimes are not solved as quickly as they are on TV! The RJP should take place during the interview experience.

Applicants who receive a RJP (as well as a realistic preview of the organization) hold lower and more realistic expectations about the job they will be doing and are better prepared for coping with the position and its potentially frustrating elements. Most studies demonstrate that giving candidates a RJP before offering them the job reduces turnover without lowering acceptance rates. Of course, exposing an applicant to RJP may also result in the hiring of a more committed individual.

Background Investigations, Medical and Physical Exams

If a job applicant has passed each step of the selection process so far, a conditional job offer is usually made. Conditional job offers imply that if the background investigation, reference checks, drug tests, physical ability tests, and medical exams are acceptable; the applicant will be offered the job.

conditional job offer

A tentative job offer that becomes permanent after certain conditions are met.

background investigation

The process of verifying information job candidates provide. (Verhulst, 2018-10-08, pp. 185-187)

Verhulst, S. L., DeCenzo, D. A. (2018-10-08). Fundamentals of Human Resource Management, 13th Edition. [[VitalSource Bookshelf version]]. Retrieved from vbk://9781119495239

*****Always check citation for accuracy before use.

Background investigations, or reference checks, verify that information on the application form is correct and accurate. Sometimes just notifying applicants that the firm will check all references and former employers is enough to keep them from falsifying any information. Remember from Chapter 5 that if the background check will be completed by a third party, the applicant is required to sign a consent form to satisfy Fair Credit Reporting Act (FRCA) before any investigation starts. The form must comply with the FCRA and not be combined with other forms. Disney, Whole Foods Domino's Pizza, and CVS recently faced class action lawsuits related to violations of the FCRA16 during the applicant screening process. HRM must also remember to ask the candidate to sign a waiver giving the organization permission to check references, former employers, and education.

It's important to keep current with the laws in your state. Although nearly half of all employers use credit checks, several states have laws in place that restrict employers from using the information to make hiring decisions with very limited exceptions.17

Common sources of background information include the following:

References are provided by the applicant and are usually very positive. Even applicants with very poor work records can find someone to agree to be a reference; often, it may be a friend or relative. When speaking with references, be sure to ask what their relationship to the applicant is. HRM should also ask for specific instances where the reference has had the opportunity to observe the applicant in a work environment or demonstrating work skills.

Former employers should be called to confirm the candidate's work record and to obtain their performance appraisal. Frequently, you will encounter employers who are hesitant to provide detailed information and only provide the dates of employment. This is usually due to a company policy in place to prevent defamation lawsuits from former employees or the mistaken belief that providing more information is illegal. Many states have passed laws protecting employers from civil liability when providing employment verification. Sometimes, HRM can coax more information from former employers by asking them to rate the employee on a “scale of one to ten.” If all else fails, HRM should ask them if they would rehire the worker. If they say no, it should serve as a red flag.

Educational accomplishments can be verified by asking for transcripts.

Legal status to work in the United States via the Employment Eligibility Verification, I‐9 Form. Employers need to check current guidelines on the acceptability of documents that support an employee's verification of eligibility to work legally. Only unexpired documents are allowed. E‐Verify is an online system used by nearly 300,000 employers in the United States that checks information provided on the I‐9 form to data from the Department of Homeland Security and Social Security Administration. Employers in a few states and some with federal contracts are required to use E‐Verify, but for most employers it's voluntary.18

Credit references if job related, subject to legal requirements in Chapter 5.

Criminal records can be checked by third‐party investigators. Most states also have easy‐to‐use websites to search criminal records.

Background checks are conducted by third‐party investigator also subject to legal requirements in Chapter 5.

Online searches as simple as a “Google” search of a candidate can turn up information on press releases or news items about a candidate that was left off the application or resume. Social networking sites such as Facebook, Twitter, YouTube, and LinkedIn also provide professional as well as personal information. They also may provide more information than the employer wants, such as references to age, religious affiliation, race, or disability. Employers need to be careful only to consider job‐related information. It's much safer to check social media sites after the applicant has received a conditional job offer. Checking prior to an interview and offer may expose the employer to information that could lead to discrimination. See “Tips for Success: Too Much Information.”

Why do this? Past behavior is a good predictor of future behavior and estimates of the percentage of employees who lie on applications is between 50 percent and 80 percent. Organizations also need to be aware of negligent hiring liability, which occurs when an employer or employment agency has failed to properly investigate an employee's background and that employee is later involved in wrongful conduct.

EXHIBIT 7-2 Background Investigation. A simple online search can turn up some interesting information about a job candidate.

Failure to investigate applicants can be costly at best; in the worst case, it can be tragic as these examples illustrate:

A small advertising agency in Chicago, Illinois, hired a temporary bookkeeper through Robert Half International, a large employment agency. By the end of her first year, the bookkeeper had embezzled $70,000 by forging checks on the agency's account. A complete background check would have uncovered the fact that prior to being placed at the advertising agency, she had pled guilty to stealing $192,873 from another employer and was currently serving 4 years of probation.19

Within 2 weeks of being hired, a security guard at a Rite Aid Pharmacy in California sexually assaulted a 13‐year‐old girl. He continued to work after receiving a suspension while the complaint was investigated. During this “working suspension,” he accused a 14‐year‐old girl of shoplifting. He handcuffed and locked her in an interview room and sexually assaulted her. The employer did not complete a thorough background check, which would have disclosed that the guard had previously been convicted of sexual assault. Rite Aid settled a lawsuit with the young victims for over $2 million.20

A truck driver for a hazardous waste company caused an accident that killed a man in Texas. A jury found that the employer failed to adequately check his background for drug use and his driving record and awarded the victim's estate $20.7 million.21 (Verhulst, 2018-10-08, pp. 187-189)

Verhulst, S. L., DeCenzo, D. A. (2018-10-08). Fundamentals of Human Resource Management, 13th Edition. [[VitalSource Bookshelf version]]. Retrieved from vbk://9781119495239

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REAL HR ENCOUNTERS

Checking References

Adam Frey, Buffalo Wild Wings

A mentor of mine said that in a very real way, interviewing was like playing poker. If the applicant is good at bluffing, you aren't going to know until it is too late. Reference checks put all the cards on the table. Even if the reference can only answer limited questions, how they respond can tell you volumes. If they go from happy to surly as soon as you mention an applicant's name, it can be a sign. If they immediately perk up when you mention them, that tells you something else. Also, what number are you calling when you check the reference? Is it someone's personal number, or a work number? Listen carefully, and that can tell you a lot.

The other angle I look at is who are you calling? Are you talking to their direct supervisor? Or are you talking to a manager in a different department? Even if they give a glowing reference, if they never had to directly interact with the applicant on a professional level, how much can they really know? If they list a friend as a reference, and all the friends can say is that they are “good,” what does that tell you? In short, I firmly believe in checking references. It is one more tool in your tool box, why not use it?22

Negligent hiring assumes that a proper background check would have uncovered information about the candidate, resulting in the candidate not being hired. For instance, any individual who works with children—in a school or day care, for instance—must not have been accused or convicted of abusing children. An organization that fails to check if a candidate has a record and hires the individual opens itself up to a negligent‐hiring lawsuit. If the employee is ever involved in some wrongful conduct involving children, the organization can be held liable for its failure to properly hire.

Based on a concept of qualified privilege, some courts have ruled that employers must be able to talk to one another about employees. Additionally, about half of the states have laws that protect employers from “good‐faith references.” Accordingly, these discussions may be legal and may not invade one's right to privacy as long as the discussion is a legitimate concern for the business—and in some cases if the applicant has authorized the background investigation. The information given, however, cannot be discriminatory, retaliate against a former employee, or “disclose confidential facts that constitute an invasion of privacy.”23 A statement giving permission to contact references and former employers may be included in the application form. If not, it should be obtained before contacting them so you can assure them that the candidate has given permission. Even then, many employers will only confirm dates of employment. In this case, ask if the candidate is eligible for rehire. If not, ask why.

qualified privilege

The ability for organizations to speak candidly to one another about employees or potential hires. (Verhulst, 2018-10-08, pp. 189-190)

Verhulst, S. L., DeCenzo, D. A. (2018-10-08). Fundamentals of Human Resource Management, 13th Edition. [[VitalSource Bookshelf version]]. Retrieved from vbk://9781119495239

*****Always check citation for accuracy before use.

TIPS FOR SUCCESS

Too Much Information

Many years ago, it was a common practice to put photos on resumes, or for employers to request photos with applications. The idea sounds antiquated now, doesn't it? The practice was stopped because the appearance of using the photos to discriminate based on gender, race, or age left employers open to liability.

Fast forward to our world of online social networking where Facebook alone claims over a billion active users. Do employers take a giant step backward when they look up applicants' social media profiles that reveal far more about the applicant than just their physical appearances.

Estimates of the number of employers who check the social media profiles of applicants are as high as 80 percent, and those are just the ones who admit doing it. Looking up candidates is not illegal, and privacy settings on user profiles have eliminated much of the liability because users can easily protect information they don't want the world (or parents and employers) to see. The problems start when employers make hiring decisions based on online information that isn't job related or discriminates against the applicant in violation of EEO laws. Candidates don't help the situation. Here are some examples of self‐disclosing profiles on Facebook:

A candidate discloses that he kicked a drug habit, got out of rehab, and is getting on with his life.

“My Ritalin level must be down today,” writes a young prospective employee.

Another candidate posts the comment, “The turning point in my life: attending a college course on ‘under‐represented minorities and the continuing plight of African Americans in the white community.’”

A job applicant writes, “Nothing is more important to me than the values I have learned from being a Seventh Day Adventist.”24

Comments like these on social networking sites can reveal information that the employer is prohibited from asking or using in an interview, and photos can reveal an applicant's age, ethnicity, religion, and family information that may not be used in evaluating applicants. Candidates who are rejected based on information found online may claim that they are the victims of illegal discrimination because the employer used information indicating the candidate's race, religion, or other irrelevant factors in the hiring decision. Another issue is the possibility of mistaken identity when others have the same or similar names to applicants.25

Employers need to have a policy in place that outlines the purpose of online searches and specifically states that they do not base any decisions on race, color, national origin, gender, faith, disability, or any other protected situation. Candidates should be hired or rejected based only on legitimate job‐related criteria.

On the other hand, Google and social media sites can be valuable tools in doing your due diligence as you investigate potential employees along with state court record sites and services that will conduct thorough online searches for employers. If you choose to use social media sites such as Facebook and LinkedIn, it's a little safer to use it after a face‐to‐face interview so the employer cannot be accused of using nonjob‐related criteria as a way to screen applicants. Even then, experts recommend that someone other than the decision maker do the online research about the candidate. The researcher should only report to the decision maker that the candidate's online presence did or did not present any concerns or “red flags” that would eliminate the candidate from consideration.

Things to think about

What are your thoughts on the issue? As an employer, would you check an applicant's online profiles before or after an interview? What would you consider a “red flag”? As job candidate, would you consider “cleaning up” your personal online presence during your job hunt?

Sample questions when checking references may include one or more of the following: Why didn't you persuade him or her to stay? How well did he or she take criticism or suggestions given in his or her last performance appraisal process? Go over the part of the resume that relates to the reference and ask for comments. Avoid questions that indirectly or directly identify age; physical characteristics, such as height, weight, hair or eye color; religious affiliation; marital and family status; medical history; work absenteeism due to illness or physical limitations; or child‐ or adult‐care obligations. Do not depend on hard‐copy letters of recommendation. They are easily and frequently faked.

Medical/Physical Examination

The next‐to‐last step in the selection process may consist of having the applicant take a medical/physical examination. Physical exams can only be used as a selection device to screen out individuals who are unable to physically comply with the requirements of a job. For example, firefighters must perform activities that require a certain physical condition. Whether it is climbing a ladder, lugging a water‐filled four‐inch hose, or carrying an injured victim, these individuals must demonstrate that they are fit for the job. Jobs that require certain physical characteristics may entail a job‐related physical examination. However, this includes only a small proportion of jobs today.

medical/physical examination

An examination to determine an applicant's physical fitness for essential job performance.

Should firefighter candidates be expected to climb stairs, carry equipment, break through doors with sledgehammers, and carry 165‐pound rescue dummies while wearing up to 75 extra pounds of weight? The answer is definitely, yes. The physical demands of the job require firefighters to perform numerous activities, often while under stress.

A company must show that any required medical clearance is job related. Failure to do so may result in the physical examination creating an adverse impact, as explained in Chapter 4. The company must also keep the Americans with Disabilities Act in mind and only require a physical after a conditional job offer. Having a physical disability may not be relevant to the hiring process for the position. As we mentioned in Chapter 4, companies may be required to make reasonable accommodations for disabled individuals. If an applicant is not selected for a position due to a disability, the employer must be able to show that the disability prevented the applicant from performing the job even if reasonable accommodations were made.

Aside from its use as a screening tool, the physical exam may also show that an individual does not meet the minimum standards of health required to enroll in company health and life insurance programs. Additionally, a company may use this exam to provide base data in case of an employee's future claim of injury on the job. This occurs, however, after one has been hired. In both cases, the exam is paid for by the employer. As we discussed in Chapter 5, many companies require applicants to submit to a drug test. Failing an employment drug test may be grounds for rejecting an applicant.

Reliability and Validity in Testing

Any selection devices used with applicants need to accurately predict success on the job. The concepts of reliability, validity, and cut scores relate to how well employment tests make that prediction. In this section, we will emphasize these elements as they relate to employment tests, but they are relevant to any selection device. The Uniform Guidelines on Employee Selection Procedures, introduced in Chapter 4, require any selection criteria to accurately predict job performance. Employers need to be able to show that criteria are not discriminatory and do not create adverse impact on a protected group. The Office of Federal Contract Compliance has responsibility for monitoring compliance with these guidelines, and the fines for noncompliance can be expensive. HRM can't be too careful when creating and validating selection criteria. (Verhulst, 2018-10-08, pp. 190-192)

Verhulst, S. L., DeCenzo, D. A. (2018-10-08). Fundamentals of Human Resource Management, 13th Edition. [[VitalSource Bookshelf version]]. Retrieved from vbk://9781119495239

*****Always check citation for accuracy before use.

Reliability

Have you ever checked your height or weight and received results that just didn't seem right? The first thing you probably thought was that the scale must be off. You might have been at someone else's home or at a different fitness center and determined that was why the scale or height measurement was not the same. You probably decided to use the scale you always use for a more accurate comparison, because there's no way you could have gained that much weight or shrunk a whole inch!

Just like your bathroom scale, for any measure or predictor to be useful, the scores it generates must possess an acceptable level of reliability or consistency of measurement. This means that the applicant's performance on any given selection device should produce consistent scores each time the device is used.26 If the test is reliable, any single individual's scores should remain fairly stable over time, assuming that the characteristic it is measuring remains stable.

reliability

A selection device's consistency of measurement.

Validity

Testing must accurately measure things that are related to job performance. It must also differentiate between satisfactory and unsatisfactory performance on the job. The Uniform Guidelines (Chapter 4) recognize three types of validity: content, construct, and criterion related.

validity

The proven relationship of a selection device to relevant criterion.

Content Validity

Content validity exists when the skills or abilities tested accurately represent situations or on the job. All candidates for that job receive the same test or questions so applicants can be properly compared. If the job content includes working with spreadsheets, a simple example of a content‐valid test would include having all applicants create a spreadsheet that approximates the work required for the position. As long as the spreadsheet task is an accurate sample of the content of the job, the test is content valid.

content validity

The degree to which test content, as a sample, represents all situations that could have been included, such as a typing test for a clerk typist.

Construct Validity

Construct validity refers to how well a test measures a particular trait is related to successful performance on the job. These traits are usually abstract in nature, such as the measure of intelligence or personality, and are called constructs. Construct validity is complex and difficult. In fact, it is the most difficult type of validity to prove because you are dealing with abstract measures.

construct validity

The degree to which a particular trait relates to successful job performance, as in IQ tests.

Criterion‐Related Validity

Criterion‐related validity is the degree to which a selection device accurately predicts the level of performance or important elements of work behavior. This validation strategy shows the relationship between some predictor (e.g., test score) and a criterion (say, production output or managerial effectiveness). To establish criterion‐related validity, either of two approaches can be used: predictive validity or concurrent validity.

criterion‐related validity

The degree to which a particular selection device accurately predicts the important elements of work behavior, as in the relationship between a test score and job performance.

To give a test predictive validity, an organization would administer the test to all prospective applicants. The test scores would not be used at this time; rather, applicants would be hired as a result of successfully completing the entire selection process. At some prescribed date, usually at least a year after being hired, the applicants' job performance would be evaluated by their supervisors. The evaluation ratings would then be compared with the initial test scores and analyzed to determine the relationship between test scores (the predictors) and performance evaluation (the measure of success on the job, or the criterion). If no clear relationship exists, the test may have to be revised. However, if the organization found statistically that employees who scored below some predetermined score, called a cut score (determined in the analysis), didn't perform successfully, management could appropriately avoid hiring any future applicants scoring below the cut score.

predictive validity

Validating tests by using prospective applicants as the study group.

cut score

A scoring point below which applicants are rejected.

The concurrent validity method validates tests using current employees as subjects. These employees take a proposed selection test experimentally. Their scores are immediately analyzed, revealing a relationship between their test scores and existing performance appraisal data. Again, if a relationship appears between test scores and performance, a valid test has been found.

concurrent validity

Validating tests by using current employees as the study group.

Predictive validity is the preferred choice. Its advantage over concurrent validity is that it is demonstrated by using actual job applicants, and concurrent validity focuses on current employees. These validation strategies are similar, with the exception of whom they test and the time that elapses between gathering of predictor and criterion information (see Exhibit 7‐3). Although the costs associated with each method are drastically different, predictive validation strategies should be used if possible. Concurrent validity, although better than no validity at all, leaves many questions to be answered.27 Its usefulness has been challenged on the premise that current employees know the jobs already because a learning process has taken place. Thus, similarity may be lessened between the current employee and the applicant.

EXHIBIT 7-3 Predictive versus Concurrent Validation. Concurrent and predictive validity are two ways to determine if the tests used are good predictors of job performance.

Validity Analysis

Correlation coefficients used to demonstrate the statistical relationships existing between an individual's test score and his or her job performance are called validity coefficients. The correlation analysis procedure can result in a coefficient ranging from −1 to +1 in magnitude. The closer the validity coefficient is to + 1, the more accurate the test28; making the test a good predictor of job performance. For instance, individuals who score higher on the test have a greater probability of succeeding at their jobs than those who score lower. Based on this relationship, this test appears to be valid. When we have a valid test as determined by our correlation analysis, we may then identify the test score that distinguishes between successful and unsuccessful performers (the cut score).

Cut Scores and Their Impact on Hiring

In this discussion, we have referred to test scores and their ability to predict successful job performance. By using our statistical analyses, we generate a scoring point, the cut score, below which applicants are rejected.29 If the availability of qualified applicants changes substantially, the organization may change the cut score. To illustrate, take a look at the graph in Exhibit 7‐4, where the original analysis determined that the cut score should be 70. At this cut score, the majority of applicants who scored above 70 have a greater probability of being successful performers on the job, and that the majority scoring below 70, a greater probability of being unsuccessful performers. If we change our cut score, however, the number of applicants in these categories changes. For example, if there are a large number of job seekers qualified for the specific skill, the organization can be selective and hire only the very best candidates. In this situation, the cut score may be raised to 98, rejecting all but 2 candidates (areas A and B in Exhibit 7‐5). However, many potentially successful job performers also would be rejected (individuals shown in area C). Here, the organization has become more selective and has put more faith in the test than is reasonable. If out of 100 applicants only 2 were hired, we could say that the selection ratio (the ratio of number hired to the number of applicants) is 2 percent. A 2‐percent selection ratio means that the organization is highly particular about who is hired.

EXHIBIT 7-4 Validity Correlation Analysis after Cut Score Is Raised. When economic problems raise unemployment, a surplus of applicants may be created. This “buyer's market” allows HRM to raise cut scores so that all but the most qualified applicants are rejected. (Verhulst, 2018-10-08, pp. 192-194)

Verhulst, S. L., DeCenzo, D. A. (2018-10-08). Fundamentals of Human Resource Management, 13th Edition. [[VitalSource Bookshelf version]]. Retrieved from vbk://9781119495239

*****Always check citation for accuracy before use.

EXHIBIT 7-5 Validity Correlation Analysis after Cut Score Is Lowered. When unemployment is low or there is a shortage of workers with the necessary skills, HRM may lower cut scores to allow consideration of applicants with lower skill levels.

Lowering the cut score also has an effect. Using the same diagram, see what happens when the cut score is reduced to 50 as in Exhibit 7‐5. By lowering the cut score from 70 to 50, we increase our number of eligible hires who have a greater probability of being successful on the job (area D). At the same time, however, we have included more applicants who could be unsuccessful on the job (area E). This might be necessary when there is a shortage of potential applicants who possess particular skills. For example, in some cities, finding home health aides or other healthcare professionals may be difficult. Even in times of rising unemployment, the supply may be low and demand may be high. In this case, the organization may hire almost all the applicants who appear to have the skills needed (as reflected in a score of 50), puts them on the job, and filters out the unsuccessful employees at a later date. This may not appear effective, but the organization is banking on the addition of individuals in area D of Exhibit 7‐5. (Verhulst, 2018-10-08, pp. 194-196)

Verhulst, S. L., DeCenzo, D. A. (2018-10-08). Fundamentals of Human Resource Management, 13th Edition. [[VitalSource Bookshelf version]]. Retrieved from vbk://9781119495239

*****Always check citation for accuracy before use.

The Employment Offer

Individuals who perform successfully in the preceding steps are now considered eligible to receive an employment offer. The offer often comes from HR because of the administrative issues that need to be processed such as salary forms, maintaining EEO statistics, ensuring a statement exists that asserts that employment is not guaranteed, and so on. The actual hiring decision should be made by the manager in the department where the vacancy exists. This is recommended for two reasons. First, the applicant will be working for this manager, which necessitates a good fit between boss and employee. Second, if the decision is faulty, the hiring manager has no one else to blame.

Will the Candidate Accept the Offer?

Candidates may be interviewing with several different employers at the same time. How can management increase the probability that the individual will accept an offer? Studies indicate that an individual's perception of the company's attractiveness is important. People want to work where their expectations are positive and where they believe their goals can be achieved. Candidates will be determining if the recruiting and interview processes were consistent with the culture that was promoted as the employment brand. If the candidate sees that the culture or brand is still a good fit with his or her image, the chances of a successful hire increase.

What about those applicants who did not receive an offer? They should be notified within a reasonable time in a letter or e‐mail that is respectful and represents the company culture. The candidate may be a good fit for a position in the future or a potential customer. Treating them respectfully goes a long way to having a positive relationship in the future.

Selection from a Global Perspective

The selection criteria for international assignments are broader in scope than those for domestic selection. In addition to technical expertise and leadership ability, an international assignment requires greater attention to personality and especially to flexibility in the design. The individual must have an interest in working overseas and a talent for relating well to all types of people. The ability to relate to different cultures and environments, sensitivity to different management styles, and a supportive family are often selection requirements.30

American women have been successful in the business world, and it is unacceptable in our culture to discriminate on the basis of gender in employment, but organizations know that some Middle Eastern countries will not grant working papers to American women executives. Opportunities for women are slim in Japan where women hold only 9 percent of senior management positions. Denmark, Germany, Switzerland, and India weren't much better with women only holding 15 percent or less of senior management positions. Better opportunities can be found in Russia, Philippines, Indonesia, and Latvia, all over 40 percent. By comparison, women in the United States hold 22 percent of senior management jobs.31

Final Thoughts: Excelling at the Interview

Interviews play a critical role in determining whether you are hired. Until now, all the recruiter has seen is your well‐polished cover letter and resume. No matter how qualified you are for a position, if you perform poorly in the interview, you're not likely to be hired. The following suggestions can help you make your interview experience a successful one.

First, do some homework. Research the employer and build a solid understanding of its history, markets, financial situation, and the industry in which it competes. Also remember that the employer may do some homework on you too. Make sure you clean up your presence on social media sites and check your privacy settings. You may even consider removing your profile until your job search is successful. Be sure you have an e‐mail address that presents a professional image. Recent research shows that applicants with cutesy or inspirational e‐mail addresses don't score as well on preemployment assessments of professionalism as applicants with more appropriate addresses. It probably comes as no surprise that applicants with questionable or inappropriate e‐mail addresses scored even lower.32

The night before the interview, get a good night's rest. As you prepare for the interview, keep in mind that your appearance will make your first impression. Dress appropriately. Incorrect attire can result in a negative impression. Arrive early, about 15 minutes ahead of your scheduled interview. It's better to wait a bit than end up being late because of traffic or parking problems. Arriving early also gives you an opportunity to survey the work environment and gather clues about the organization. Pay attention to the waiting room layout, the formality of the receptionist, and anything else that can give you insights into the organization. As you meet the interviewer, give him or her a firm handshake. Make eye contact and maintain it throughout the interview. Remember, let your body language augment the impression you want an interviewer to pick up. Sit erect and maintain good posture. Although you will most likely be nervous, try your best to relax. Interviewers know that you'll be anxious, and a good one will try to put you at ease.

Being prepared for an interview can also help build your confidence and reduce the nervousness. You can start building that confidence by reviewing a set of questions most frequently asked by interviewers, which are usually available at your college career center. Develop rough responses to these questions beforehand. This will lessen the likelihood that you'll be asked a question that catches you off guard. Our best advice, however, is to be yourself. Don't go into an interview with a prepared text and recite it from memory. Experienced interviewers will see through this and it won't help your chances.

Now's your chance. What you do and say in the next 15–30 minutes will have a tremendous impact on whether you get the job. The more preparation you do, the more you anticipate interview question topics, the more successful you will be.

If possible, go through several practice interviews. Universities often have career days on campus when recruiters from companies visit to interview students. Take advantage of them. Even if a job doesn't fit what you want, the practice will help you become more skilled at dealing with interviews. You can also practice with family, friends, career counselors, student groups, or your faculty adviser.

When the interview ends, thank the interviewer for his or her time and for the opportunity to talk about your qualifications, but don't think that selling yourself stops there. Send an immediate thank you letter to the recruiter for taking the time to interview you and giving you the opportunity to discuss your job candidacy. Depending on the company culture, it may be appropriate to send the note via e‐mail, but many employers including high‐tech companies prefer handwritten notes sent via U.S. mail. This little act of courtesy has a positive effect—use it to your advantage. (Verhulst, 2018-10-08, pp. 196-198)

Verhulst, S. L., DeCenzo, D. A. (2018-10-08). Fundamentals of Human Resource Management, 13th Edition. [[VitalSource Bookshelf version]]. Retrieved from vbk://9781119495239

*****Always check citation for accuracy before use.

Summary

(This summary relates to the Learning Outcomes identified on page 174.) After reading this chapter, you should be able to

Explain the purpose of screening applicants and how initial screening is conducted. The screening process determines which applicants meet the minimum qualifications based on the job specifications and should continue through the selection process. Screening may be done with HRIS software, phone interviews, or online video screening.

Explain how application forms are used and the relevant legal issues. The application form provides information that can be used to screen candidates. Employers need to avoid asking questions that may provide information leading to discriminatory hiring decisions. Applications should include statements that guarantee the truthfulness of the information and employment at will if applicable.

Outline the types and uses of preemployment testing. Performance simulation tests require the applicant to engage in specific behaviors demonstrated to be job related. Work sampling and assessment centers are recognized as highly predictive of performance.

Explain several different interview formats and what interviewers need to know to conduct effective interviews. Interviews may be conducted by one person, a panel, or a team. They may also be conducted online. Formats include structured or directive interviews that follow a set plan for all candidates, unstructured or nondirective interviews that are more free‐flowing conversations, behavioral interviews that ask candidates how they would handle specific situations, and stress interviews that create an uncomfortable atmosphere to determine how the candidate handles stress. Interviewers need to understand the job, prepare questions, review the candidate's qualifications, ask questions, listen, take notes, close the interview, and write an evaluation of the interview.

Discuss the perceptual errors common in the interview process and ways to prevent them. Applicants attempt to impress the interviewer with dress and a personal connection. Interviewers can be biased by positive or negative information received prior to the interview. Candidates may have unrealistic impressions of the position. These errors can be avoided if the interviewer focuses on important job criteria, structured questions are used, several people are involved, and RJPs are provided.

Explain the purpose and legal issues involved in conducting background investigations. Background investigations verify information on the application and resume and reveal past behavior that can be used to predict acceptability as an employee. Effective background checks can prevent hiring mistakes that lead to negligent hiring lawsuits. Qualified privilege protects employers who provide information regarding former employees. Employment physicals should be given after a conditional job offer has been made to comply with the Americans with Disabilities Act.

Explain the purpose of the three types of validity. The three validation strategies are content, construct, and criterion‐related validity. They determine if a test represents actual job content and if the results are reliable indicators of how well the candidate will do on the job. They also may be required to prove that testing does not discriminate.

Explain factors relevant to employment offers and global selection. Employment offers should come from HRM although the hiring decision should be made by managers. The applicant's impression of the company culture and the way the hiring process was administered affect the decision whether to accept the offer. Candidate personality and flexibility are two important factors related to global selection.

Outline how to personally excel in the interview process. Research the employer, present a professional image, arrive early, and prepare by participating in practice interviews and developing a list of questions to ask. Thank the interviewer when the interview is complete and send a thank you note.

Key Terms

application form

assessment center

background investigation

ban‐the‐box

behavioral interview

comprehensive interview

concurrent validity

conditional job offer

construct validity

content validity

criterion‐related validity

cut score

impression management

initial screening

interviewer bias

medical/physical examination

online interview

predictive validity

qualified privilege

realistic job preview (RJP)

reliability

stress interview

structured interview

unstructured interview

validity

weighted application forms

work sampling and performance simulation (Verhulst, 2018-10-08, pp. 198-200)

Verhulst, S. L., DeCenzo, D. A. (2018-10-08). Fundamentals of Human Resource Management, 13th Edition. [[VitalSource Bookshelf version]]. Retrieved from vbk://9781119495239

*****Always check citation for accuracy before use.

HRM Workshop

Reviewing Important Concepts

Outline the steps in the selection process and explain which steps you believe are most important. (LO 1, 2, 3, 7.4)

Explain guidelines for developing effective interview questions that respect the legal rights of the applicant. (LO 4)

Explain the advantages and disadvantages of searching social media as a screening tool for applicants. (LO 6)

What are the advantages of conducting background investigations on applicants and what do employers need to consider when conducting the investigations? (LO 6)

What mistakes could employers make that would influence a qualified candidate to turn down a job offer? (LO 4, 5, 8)

How do the types of validity differ? Explain their use in evaluating testing and in preventing discrimination. (LO 7)

Evaluating Alternatives

Evaluate the advantages and disadvantages of realistic job previews. Would you be more likely to choose a position where recruiters emphasized only the positive aspects of the job? (LO 5)

“All former employers will tell me anymore is the dates of employment. Period. Calling them is a waste of time.” Do you agree or disagree with this statement? Explain. (LO 6)

“Untrained interviewers can make mistakes that are very costly to the organization.” Discuss errors in perception and selection that interviewers can make and how to avoid them. (LO 4)

Research and Communication Skills

Using the job description for the benefits manager (Chapter 3, Exhibit 3‐7) develop a list of interview questions you'd ask of job candidates. In groups of two or three, compare your interview questions and reach consensus on the questions you'd ask. Based on those questions, develop a list of evaluation metrics (how you'll evaluate candidate responses). Stage a mock interview with one group member playing the role of the interviewer, one the job candidate and the other the observer. Video the interview if possible. Ask the candidate your questions and evaluate the information obtained. The observer's job is to critique the interview. When you are finished, change roles and redo the mock interview. Present a summary of your questions and interview experience in a two‐ to‐three‐page paper or video. (LO 4)

Develop a response to the following statement: “The social media profile of an applicant is not a valid selection device. Accordingly, it should not be used in determining whether or not to hire a job candidate.” Present both sides of the argument with supporting data in a five‐ to ten‐minute presentation with three to five presentation slides. Conclude your presentation by defending and supporting one of the two arguments you've presented. (LO 6)

Visit your college's career center and obtain a copy of their guide to job interviews. Obtain the same type of guide from another college's career center online resources. Compare the two. If your college does not have a job interview guide, create a pamphlet for them. (LO 9)

Making a Difference

SERVICE LEARNING PROJECTS

The selection process covers a broad range of skills and activities for both the employer and job seeker. Your service activity can focus on either group.

Develop a presentation for middle school or high school students on getting a great summer or part‐time job with an effective resume and good interview skills.

Contact local shelters about helping clients complete online job applications or teaching job interview skills.

Help local nonprofit organizations with their screening process for volunteers.

As you put your service learning experience together, keep a journal of your activities, the time you spend, contact information for people you work with, and your thoughts about the process. When you're finished, make a presentation to your class about the experience and what you learned. What concepts from Chapter 7 were you able to apply?

Case Application 7‐A

WESTERN MOTORS OVERHAULS THE INTERVIEW PROCESS

Western Motors, a large automotive dealership, was in danger of losing their coveted Premiere Service award based on customer ratings. Loss of the award would affect many aspects of the dealership including losing promotional incentives from the manufacturer and Western's ability to get high‐demand models for customers. Retaining the rating was crucial to continued success in a competitive environment.

Nearly every area of the dealership suffered a slow deterioration in ratings over the last 2 years, but the most troublesome came from the service department. Greg Miller, Service Manager, has been with Western Motors for 10 years and prides himself on having a pleasant, cooperative team atmosphere. The ratings drop was most significant in his department where keeping fully staffed was becoming more and more difficult. “Good help is so hard to find,” said Greg as he sat in the office of Kara, the HR director for the dealership. “I lost another one today and I might have to let one go next week.” Kara had worked with Greg on a new recruiting strategy lately, but the increase in qualified applicants wasn't keeping up with the need for new service techs and customer service representatives.

Greg is an extroverted and gregarious man who does his own interviewing and prides himself on being a good judge of character. “Hire for attitude, train for skill, that's my philosophy,” stated Greg. Greg went on to explain that Justin, hired a little over a year ago, was an excellent worker at first, but his attitude and performance deteriorated within a few months. “He's just so negative and uncooperative. His bad attitude has caused friction in the service department. I tried giving him pep talks, but today he just started swearing at me and quit.” When asked about the one that may need to be fired next week, Greg explained that he had made several expensive mistakes recently. “I just don't think he can handle the workload. I feel awful. He's a heck of a guy. We hit it off right away.” Kara pulled the files for the two workers and discovered that there were no notes about checked references on either employee. Greg explained that “They both gave fantastic interviews. They were hands down the best candidates. I hired both on the spot. Justin and I talked for almost two hours about all sorts of things. I was so impressed with his work at his church and all the race cars he's built. He even brought pictures of them.”

Kara pressed Greg for the types of questions he asked both men in the interview. Greg explained that he had no idea because he doesn't have any type of list. He went on to say, “You know how short staffed I am. Now let's get some new applicants in here for interviews, fast!” Kara held up her hands and replied, “We need to take a break here. It looks like our hiring process needs an overhaul.”

Questions

Evaluate Greg's “hire for attitude, train for skill” approach to hiring. (LO 1, 4, 5)

How could preemployment testing improve the hiring process for the service tech position? What type of validity would be the best predictor of job success? (LO 3, 7)

What type of interview does Greg seem to use? How can his interview process improve? (LO 4, 5)

What types of background checks would you recommend? (LO 6)

Research: What mistakes were made in the hiring process by Greg and Kara? Research common hiring mistakes and how to avoid or fix them. (LO 1, 4, 5, 6, 7)

Case Application 7‐B

BEAUTY IS ONLY SKIN DEEP

Things were getting ugly in the cosmetic departments at Bon‐Ton department stores and something had to be done fast. Beauty advisors (also called cosmetic associates) in their 277 stores were leaving the company at much higher rates than salespeople in other parts of the stores during their first few months on the job.33 It didn't make sense. Beauty advisors received more training and had higher income potential than most other selling associates in the Bon‐Ton chain; yet, turnover was much higher than all other selling positions in the store. Bon‐Ton already had an assessment in place that was supposed to determine if an applicant was a good fit, but it clearly wasn't working for the beauty advisor position.

Bon‐Ton HR started asking some tough questions about what it takes to be successful in a beauty sales position. Since cosmetic sales require getting up close and personal with customers, much more so than other sales positions, they wondered if a beauty advisor needed to have different personality traits than someone selling clothing or bedding. Since the Bureau of Labor Statistics projected that demand for sales workers would grow at a faster rate than other professions, Bon‐Ton couldn't afford to be constantly replacing sales workers, especially since they receive 30 hours of training in their first 60 days of employment. It was both time‐consuming and expensive.

Consultants interviewed hundreds of high‐performing beauty advisors and managers at Bon‐Ton to try and determine the traits essential for job success. The results were surprising. Prior to the survey, managers assumed that friendly, customer‐service oriented people who loved fashion and beauty were good candidates. Those factors were important, but cognitive and problem‐solving ability were critical. Successful beauty advisors, they found, are intelligent problem solvers as much as they are sales people, as they help customers with very personal skincare, makeup, and fragrance needs.34

As a result, 10 questions were developed for store managers to ask when interviewing applicants. A new assessment was also developed and validated for adverse impact and other discriminatory factors. All applicants for beauty advisor associate positions are now required to take the 80‐question assessment test—it takes around 20 minutes to complete—and the results have been encouraging. Beauty advisors now remain with Bon‐Ton stores 12 percent longer than they did before the assessment test was implemented and turnover is the lowest of any sales group in the store. New associates also achieve 2.1 percent more total sales per hour than associates hired before the assessment was developed.35

Questions:

What attributes should be included in the Bon‐Ton assessment? Explain how you would structure an interview to determine if a candidate possesses those attributes. (LO 3, 7)

Explain whether impression management and interviewer bias would be more of a concern when hiring beauty advisors than when hiring for other sales positions. (LO 5)

What type of validity is indicated by the findings that beauty advisors now remain in their jobs 12 percent longer and sell 2.1 percent more than candidates hired before the new assessment? Explain your choice. (LO 7)

Research: Are Bon‐Ton and other retailers making efforts to recruit and hire candidates with that cognitive and problem‐solving ability? Search videos, realistic job previews, job postings, and articles for evidence and summarize your findings. Include your sources in your answer. (LO 1, 2, 3) (Verhulst, 2018-10-08, pp. 200-202)

Verhulst, S. L., DeCenzo, D. A. (2018-10-08). Fundamentals of Human Resource Management, 13th Edition. [[VitalSource Bookshelf version]]. Retrieved from vbk://9781119495239

*****Always check citation for accuracy before use.