Human Resources Management

BCO 213 Bachelor of Business Adm

inistration H

U M

A N

RESO U

RCES M A

N A

G EM

EN T

P ro

f. A lista

ir C h a rle

s alistair.charles@ euruni.edu

• C

reativity •

E m

otion al in

telligen ce/em

p ath

y •

C om

m u

n ication

• A

d ap

tability •

In itiative

• C

ollaboration •

L ead

ersh ip

• S

ocial an d

cu ltu

ral aw aren

ess •

P roblem

-solvin g / critical th

in kin

g •

R esilien

ce •

C u

riosity

W hat skills do graduates need m

ost for the digital age?

Em ployee &

Em ployee Selection N

eeds/W ants

Click on the

link to com

plete the survey

Em ployee Selection

& D

eploym ent

“… In A

ntarctica you can sack them but you can’t get rid of them

.” Sir Ranulph

Fiennes, Britsih Explorer and A

dventurer (1944-)

“… Y

ou cannot change character,you can teach skills.” Sir Ranulph

Fiennes, Britsih Explorer and A

dventurer (1944-)

U nit 5.

• Selection decisions (m

ulti hurdle and com pensatory

m odels)

• The elem

ents of the selection process •

Types of selection tools -com parison

• Reliability of selection tools

U nit 5 O

verview

25-34 Y

G eneration

55+ B

aby B

oom ers

Flexible schedule

C onvenientlocation

C om

petitive retirem

entbenefits

C hallenging

w ork

C om

pany reputation as good

em ployer

C areer

advancem entopportunities

C om

petitive base pay

Vacation/paid tim

e off

D evelopm

entO pportunities?

Source: Tow ers Perrin. Based on survey of 90,000 em

ployees in 18 countries. (2008)

Do you know

w hatw

orkers w

ant?

M ultistage Selection Strategies (O

ften paired with conjunctive or com pensatory strategy)

• Com

bines various assessm ent tools as part of the process.

• HR is responsible for validating each assessm

ent tool and ensuring their reliability •

Different stages m ay include personality tests, skills tests, interviews and sam

ple work perform ances.

Conjunctive Selection Strategy •

HR adm inisters m

ultiple assessm ent tools in a series of stages.

• Poor perform

ance on an earlier assessm ent m

eans candidate is elim inated from

pool. •

Assessm ent tools m

ust be carefully ordered so that im portant job criteria are assessed earlier in the

process. •

Less costly than a com pensatory strategy because later assessm

ent tools are adm inistered to fewer

people.

Com pensatory Selection Strategy

• This m

ethod adm inisters all assessm

ent tools to applicants before a candidate is elim inated or selected.

• The scores of all assessm

ent tools are com bined to give each applicant a com

posite score. •

Com parisons can be m

ade am ong the com

posite results of all applicants.

Selection Process Strategies

Steps in the Selection Process http://w

w w

.rleonardi.com /interactive-resum

e/

http://w w

w .nina4airbnb.com

danielcabrera perera guillerm

o alessandro

viladot

https://m .youtube.com

/w atch?v=M

xZ3O k1uw

U c

valeria gutierrez

restrepo https://w

w w

.dianahueck.com /

The Em ploym

ent Application Form •

Legal Requirem ents e.g.US Equal Em

ploym ent O

pportunities Com m

ission (EEO C)

– Som

e questions excluded because of their potential to be discrim inatory

• Processing

– Inform

ation reviewed and som etim

es responses can be “weighted” •

Accuracy of Inform ation

– Applicant asked to certify that the inform

ation given is correct •

Prelim inary Interview

(Q uestionnaire)

– Hum

an Resources Departm ent, Agency, Consultant, Algorithm

Steps in the Selection Process

1. O

rigin of nam e; A

ncestry 2.

R ace / skin colour

3. P

hysical or m ental defects/

C om

pensation claim 4.

A pplicants

age 5.

W hen left full-tim

e education 6.

R eligious affiliation / holidays

observed 7.

E ver been arrested

8. M

arital status / children planned 9.

W hen graduated / hobbies

10.C itizen of another country

11.C redit rating

O K

TO A

S K

O R

N O

T? W

hat w

ould you

do as an interview

ee if

asked a discrim

inatory question?

The Selection Process: The Interview s

Second / Follow -Up / Diagnostic Interview

Types:–Unstructured (Standard) –Structured (Com

petency-based, behavioural)(Analyse this "interview

" video from

a business and H R perspective)

–Stress –Board or panel –G

roup H

irevue transform

s the hiring

& recruiting process by providing enterprises w

ith an all-in-one (Explore this w

ebsite for a few m

inutes. W hat are the potential

risks or benefits to different stakeholders?)

Issues:

Interview er: im

pressions, halos, over-generalising, planning, selection, responses recorded, interview

ee com

fortable, interview evaluated

http://w w

w .youtube.com

/w atch?v=3L3V5hg4Q

D E

36 Job interview questions

BehaviouralInterview Q

uestions Com

m unication:

• G

ive m e a specific exam

ple of a tim e when a co-worker criticised

your work in front of others. How did you respond?

Decision M

aking: •

G ive m

e situation in which you had to m ake a difficult decision.

Initiative: •

Describe som e work that could not have happened successfully without you being there.

Planning and O

rganization: •

Describe a situation when you had m any projects due at the sam

e tim e.

Flexibility: •

Describe a tim e where you were faced with problem

s or stresses that tested your coping skills. Leadership: •

Tell m e about a tim

e when you influenced the outcom e of a project by taking a leadership role.

Tim e M

anagem ent:

• Tell m

e about a tim e when you failed to m

eet a deadline. Adaptability: •

“W hat if…

” type questions. Sim ulations and m

anipulating inform ation

✓ Active unlearners!

✓ Exploration rather than exploitation

Form al Testing:

C ognitive; P

ersonality; B iography; P

erform ance

R eliable (repeatable); R

elevant (valid), Im partial (fair), E

fficient (R O

I)

A ptitude: A

bility to learn and perform job

Job K now

ledge and P roficiency: Job related know

ledge P

ersonality: A ttem

pts to m easure personality traits e.g.E

m otional

intelligence (E Q

). If there is tim e, try the big 5 test on this link. H

ow

good w as it in describing your personality?

Interest. C om

pare interest w ith successful people in a job

P sychom

otor: S trength, dexterity and coordination

P olygraph:

M easures physical changes in the body

G raphology: Trained analysts exam

ine handw riting

D rug and A

ID S

: U rine sam

pling and blood testing G

enetic: S

usceptible illness

Selection Tools (Testing)

Cognitive ability tests:Specific aptitudes can be m

easured and evaluated, using the following:

1.Num erical reasoning tests

2.Verbal reasoning tests 3.Logical / diagram

m atic reasoning tests

4.Error checking tests 5.Critical thinking tests

Selection Tests

Personality questionnaires: are even m ore

versatile and can m easure the following variables:

1.Leadership potential 2.Team

work 3.Developm

ent needs 4.Com

petency potential 5.Values 6. Em

otional Intelligence

M yers-Briggs Personality Type Indicators

D IS

C

P ersonaility

Test

• Self-aw

areness: The ability to observe one’s selfand recognize a particular feeling when it occurs.

• Self-regulation: The ability to handle feelings and em

otions appropriately. For exam

ple, a person who knows som ething will m

ake him sad will keep away

from it.

• M

otivating oneself: The ability to channel one’s em otions in pursuit of a goal.

• Em

pathy: The ability to show sensitivity to others’ feeling and thinking from

their perspective or point of view

• Handling Relationships: The ability to m

anage not only ones own em

otions but help m

anage em otions in others.

Em otionalIntelligence

– Reference Checking

– Physical Exam

ination

– M

aking the Final Selection Decision

The Selection Process: Final Stages

Validation of Selection Procedures

➢ C

ontent Validity – asks the question

“To w hat extent is the content of the selection procedure

representative of im portant parts of job perform

ance?” Is the criteria a good indicator for doing the job?

➢ C

onstruct Validity – asks the question

“To w hat extent does a selection criteria m

easure im portant

characteristics for successful job perform ance?”

Is the criteria a good indicator for success in the job?

Validation islinked

to the

job analysis. The

the selection

procedure should

verify the

m atch

between the

job specification

and the job

description. A good m

atch m eans

the selection

criteria are notonly

a good indicatorfordoing

the job

butalso forsuccessfulperform

ance.

Validation of Selection Procedures Relationship between Job Analysis and Validity

Adverse Im pactofSelection

Practices (US)

• Adverse (orDisparate) Im

pact. –

A condition thatoccurs

when the

selection rate

form inorities

orwom en

is less

than 80%

of the selection

rate forthe

m ajority

group in hiring, prom

otions, transfers, dem

otions, orany selection

decision

• 4/5ths or80%

rule –

A lim itused

to determ

ine whetherornotthere are serious

discrepancies in hiring

decisions and otherem

ploym entpractices

affecting wom

en orm

inorities

• Ifadverse im

pactexists –

Em ployerhas option

to m

odify orelim

inate procedures.

– Em

ployerjustifies procedure

on job-related

grounds –

i.e.validate the

selection procedure