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CHAPTER 7

Selecting

Human

Resources

Learning Objectives

Understand selection and placement and the levels of person/environment fit

Explain two important qualities of selection predictors—reliability and validity

Discuss the steps of a typical selection process

Identify three types of selection tests and legal concerns about their uses

Learning Objectives (continued)

Contrast several types of selection interviews and some key considerations in conducting these interviews

Specify how legal concerns affect background investigations of applicants and use of medical examinations in the selection process

Describe the emerging challenges and best practices associated with employee selection

Selection and Placement

Selection: Choosing individuals with the correct qualifications needed to fill jobs in an organization

Placement: Fitting a person to the right job

Attraction-selection-attrition (A S A) theory: Job candidates are attracted to and selected by firms where similar types of individuals are employed, and individuals who are very different quit their jobs to work elsewhere

Selection and Placement (continued)

Person/organization fit: Congruence between individuals and organizational factors

Person/group fit: Congruence between individuals and group or work unit dynamics

Mismatch: Poor pairing of a person’s needs, interests, skills, abilities, personality, and expectations with job characteristics, available rewards, coworker relationships, and the organizational culture

Person/job fit: Matching the K S As and motivations of individuals with the requirements of the job

Selection Responsibilities

Organizations should meet Equal Employment Opportunity Commission (E E O C) requirements

Approaches

Each department screens and hires its own personnel

Initial screening done by H R professionals, and the final selection is made by managers or supervisors

Talent Acquisition Functions

Pre-Hire

Receiving applications

Interviewing the applicants

Administering pre-employment tests

Conducting background screening

Scheduling physical examinations

Post-Hire

Placing and assigning new employees

Orienting and onboarding new hires

Coordinating follow-up evaluations of new employees

Conducting exit interviews with departing employees

Maintaining appropriate records and reports

Selection, Criteria, and Predictors

Best predictor of future behavior is past behavior

Selection criterion: Characteristic that a person must possess to successfully perform job duties

Predictors of selection criteria: Measurable or visible indicators of selection criteria

Figure 7-3: Job Performance, Selection Criteria, and Predictors

Reliability and Validity

Reliability: Extent to which a test or measure repeatedly produces the same results over time

Validity: Extent to which a test measures what it claims to measure

Reliability and Validity (continued)

Establishing criterion-related validity

Concurrent validity: Measured when an employer tests current employees and correlates the scores with their performance ratings

Predictive validity: Measured when applicants’ test results are compared with subsequent job performance

Figure 7-4: Concurrent and Predictive Validity

Approaches for Combining Predictors

Multiple hurdles

Minimum cutoff is set on each predictor

Each minimum level must be passed

Compensatory approach

Scores from individual predictors are added and combined into an overall score

Allows a higher score on one predictor to offset, or compensate for, a lower score on another

Selection Process

Concepts and practices that companies must follow

Job-relatedness: Qualification or requirement in selection is significantly related to successful performance of job duties

Business necessity: Practice that is necessary for safe and efficient operations

Test: Any method of collecting information about job applicants that is used to make hiring decisions

Selection Process (continued 1)

Applicant job interest

More applications and résumés are submitted online or electronically

Realistic job preview: Process through which a job applicant receives an accurate picture of a job

Videos, employee testimonials, and job shadowing can be used

Applicants may withdraw if they don’t think the job is a good fit

Figure 7-6: Selection Process Flowchart

Selection Process (continued 2)

Pre-employment screening: Before allowing applicants to fill out applications, employers screen to determine if individuals meet minimum qualifications

Electronic assessment screening: Software used to review résumés and application forms received

Disqualification questions to understand individual K S As

Assessment tests

Background, drug, and financial screening

Social network screening—controversial

Selection Process (continued 3)

Application forms: Basis for pre-screening information

Record of the applicant’s desire to obtain a position

Applicant profile for the interviewer

Basic employee record for applicants hired

Research on the effectiveness of the selection process

Formal document on which the applicant attests to the truthfulness of all information provided

Selection Process (continued 4)

Application disclaimers and notices

At-will employment

References contacts

Employment testing

Application time limit

Information falsification

Selection Process (continued 5)

Information on application forms that are considered illegal by the E E O C

Marital status

Height and weight

Number and ages of dependents

Information on spouse

Date of high school graduation

Emergency contact information

Social Security number

Selection Process (continued 6)

Résumés as applications

E E O C standards require that a résumé is treated as an application form

Application forms are better because the same information is furnished by all applicants

Résumés may embellish or omit negative information

Selection Process (continued 7)

Security concerns and immigration verification

Employers are required to review and record identity documents

Accepting fraudulent documents could result in seized assets or prosecution of top managers

Employers use the revised form I-9 to determine if an applicant is:

A U.S. citizen

A registered alien

An illegal alien

Ability Tests

Cognitive ability tests: Measure an individual’s thinking, memory, reasoning, verbal, and mathematical abilities

Physical ability tests: Measure an individual’s physical abilities such as strength, endurance, and muscular movement

Psychomotor tests: Measure dexterity, hand–eye coordination, arm–hand steadiness, and other factors

Ability Tests (continued)

Work sample tests: Require an applicant to perform a simulated task that is a specified part of the target job

Situational judgment tests: Measure a person’s judgment in work settings

Assessment centers: Selection process composed of a series of evaluative tests where candidates are assessed by multiple raters

Personality Tests

Personality: Unique blend of individual characteristics that can affect how people interact with their work environment

Accepted approach: The “Big Five” personality framework

Potential issues

Faking

Discrimination against individuals with disabilities

Figure 7-8: Big Five Personality Characteristics

Emotional Intelligence Tests

Emotional intelligence: Ability to recognize and manage our own feelings and the feelings of others

Soft skills are critical for establishing good working relationships

Leaders with high emotional intelligence tend to be more creative and perform better on the job

More effective in teams and handle stress better

Dimensions of Emotional Intelligence

Self-Awareness

Emotional self-awareness

Accurate self-assessment

Self-confidence

Social Awareness

Empathy

Organizational awareness

Service orientation

Dimensions of Emotional Intelligence (continued)

Self-Management

Emotional self-control

Optimism

Adaptability

Achievement orientation

Social Awareness

Inspirational leadership

Influence

Conflict management

Teamwork/collaboration

Honesty and Integrity Tests

Reduces the frequency of lying and theft on the job

Communicate to applicants that dishonesty will not be tolerated

Polygraph: Mechanical device that measures a person’s galvanic skin response, heart rate, and breathing rate

Employee Polygraph Protection Act: Prohibits the use of polygraphs for pre-employment screening

Selection Interviews

Purposes

To obtain information about candidates

To provide information and reinforce the employer brand

Conducted at two levels

Initial screening interview

In-depth interview

Interview Quality

Selection interviews must meet the same standards for reliability and validity

Intra-rater reliability: Consistency within the same interviewer

Inter-rater reliability: Consistency across different interviewers

Comparison of Structured and Unstructured Selection Interviews

Structured

Preplanned job-specific questions

Consistent questions for all candidates

Established scoring key

Trained interviewers

Acceptable reliability and validity

Unstructured

Ad lib generic questions

Different questions for each candidate

No established scoring key

Untrained interviewers

Low reliability and validity

Structured Interviews

Use a set of prepared job-related questions that are asked of all applicants

Benefits

Many applicants can be effectively evaluated and compared

Ensure that a given interviewer has similar information on each candidate

Greater consistency in the subsequent evaluation of candidates

Types of Structured Interviews

Biographical interview: Focuses on a chronological assessment of the candidate’s past experiences

Behavioral interview: Applicants give specific examples of how they have performed a certain task

Situational interview: Questions about how applicants might handle specific job situations

Less-Structured Interviews

Unstructured interview

Interviewer improvises by asking questions that are not predetermined

Semistructured interview

Guided conversation in which broad questions are asked and new questions arise as a result of discussion

Group interview

Several candidates are interviewed together

Nondirective interview

Uses questions developed from the answers to previous questions

Interviewers

Who conducts interviews?

An individual

Several individuals sequentially

A panel

A team

Effective Interviewing

Interviewing skills are developed through training and practice

Suggestions

Plan the interview

Control the interview

Use effective questioning techniques

Get a balanced view

Effective Interviewing (continued)

Questions to avoid

Yes/no questions

Obvious questions

Questions that rarely produce a true answer

Leading questions

Illegal/inappropriate questions

Questions that are not job-related

Listening responses to avoid

Nodding, pausing, making casual remarks, echoing, and mirroring

Figure 7-11: Questions Commonly Asked in Selection Interviews

Problems in the Interview

Poor interviewing techniques

Snap judgments

Negative emphasis

Halo effect

Biases and stereotyping

Cultural noise

Background Investigations

Information can be obtained from:

Past job records and credit history

Testing records and drug tests

Educational and certification records

Criminal history and sex offender lists

Motor vehicle records and military records

Negligent hiring: Occurs when an employer fails to check an employee’s background and the employee injures someone on the job

Background Investigations (continued)

Negligent retention: Occurs when an employer becomes aware that an employee may be unfit for work but continues to employ the person, and the person injures someone

Legal constraints on background investigations

Companies should obtain a signed release from the applicant

Investigations should be relevant to the job and a business necessity

Background Investigations (continued 1)

Employers that check applicants’ credit records must comply with federal laws

Fair Credit Reporting Act requires:

Disclosing that a credit check is being conducted

Obtaining written consent from the person being checked

Furnishing the applicant with a copy of the report

Background Investigations (continued 2)

Credit checks should be for jobs in which use of, access to, or management of money is an essential job function

Employers conduct criminal background checks to prevent negligent hiring lawsuits

Employers must make sure that checks are performed consistently and fairly across different employees

Medical Examinations and Inquiries

Used to determine the physical and mental abilities to perform jobs

A D A prohibits:

Use of pre-employment medical exams, except for drug tests, until a job has been conditionally offered

Rejecting an individual because of a disability

Asking job applicants any question related to current or past medical history until a conditional job offer has been made

Medical Examinations and Inquiries (continued)

Drug testing: Accuracy of tests varies according to the type of test used, the drug tested, and the quality of the laboratory where the test samples are sent

Safety-sensitive jobs may require a more stringent screening process

Companies may elect to drop marijuana from screening efforts

Why Conduct Previous Employment Checks

Prevent negligent hiring

Verify applicant credentials

Evaluate past work performance

Assess applicant character

Enhance workplace safety

Comply with federal and state regulations

Additional Selection Criteria

Previous job tenure: Measure of how long the applicant has stayed on jobs held in the past

Long-term unemployed

Hiring managers view long gaps between jobs as a red flag on an applicant’s profile

Educational credentials

Managers frequently use the attainment of a college degree to determine applicants’ suitability for various jobs

Making the Job Offer

Offer made via telephone

Formalize the offer in a letter that is then sent to the applicant

Offer document should be reviewed by a legal counsel

Terms and conditions of employment should be clearly identified

Making the Job Offer (continued)

Selected candidate should:

Sign an acceptance of the offer

Return the signed acceptance to the employer

Employer should place the job offer in the candidate’s personnel file

Emerging Challenges and Best Practices

Time to hire and related concerns

Negative experiences can collectively harm candidates’ overall impressions of an employer

Best practices for employee selection

Emphasize job-related criteria

Provide applicants opportunities to demonstrate their strengths and positive characteristics

Establish good communication with job candidates

H U M A N R E S O U R C E

MANAGEMENT

V A L E N T I N E M E G L I C H M A T H I S J A C K S O N

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