1 Discussion and 1 Case Study and weekly Summary

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Learning Outcomes

Explain what the objectives are of the personnel selection process, its steps, and why the information gathered during the process must be reliable and valid
Describe the tools used to initially screen applicants, the types of employment interviews and methods to administer them, and post-interview screening tools firms use

Learning Outcomes

Compare the value of different types of employment tests, how their validity and reliability are assessed
Explain how firms evaluate the information they collect on a group of candidates and the decision strategies they use to select employees

Selection

Process of choosing individuals who have relevant qualifications to fill existing or projected job openings
Goal is to maximize hits and avoid misses
Hits - Accurate predictions
Misses - Inaccurate predictions

Job Analysis

Job specifications help identify the competencies employees need for success
Knowledge, skills, abilities, and other factors (KSAOs)
Applicants whose KSAOs are well matched to the job are hired
Firms need to be cautious about hiring too many of the same type

Obtaining Reliable and Valid Information

Reliability: Degree to which interviews, tests, and other selection procedures yield comparable data over time and alternative measures
Interrater reliability - Agreement among two or more raters
Validity: Degree to which a test or selection procedure measures a person’s attributes

Initial Screening Methods

Cover letters and résumés
Assesses the applicants based on the skills, abilities, education, and experience outlined in the job description
Internet checks and phone screening
Internet and online social networking sites are checked before inviting applicants for face-to-face interviews

Initial Screening Methods

Phone screening is used to narrow down the field and save managers time
Video resumes: Short video clips that highlight applicants’ qualifications beyond what they can communicate on their résumés

Initial Screening Methods

Application forms
Provide quick and systematic means of obtaining a variety of information about the applicant
Weighted application blank (WAB) or scored application form
Designed to distinguish between successful and unsuccessful employees

Interviews

Plays a central role in the selection process
Practical when there are only a small number of applicants
Serves other purposes, such as public relations
Interviewers maintain great faith and confidence in their judgments

Types of Interviews

Nondirective interviews: Maximum amount of freedom is given to the applicant in determining the course of the discussion
Structured interviews: Uses a set of standardized questions that have an established set of answers
Situational interview: Applicant is given a hypothetical incident and asked how he or she would respond to it

Types of Interviews

Behavioral description interview (BDI): Applicant is asked questions about what he or she actually did in a given situation
Sequential interview: Format in which a candidate is interviewed by multiple people, one right after another
Panel interview: Board of interviewers questions and observes a single candidate

Methods for Administering Interviews

Video interviews: Conducted via videoconferencing or over the web
Phone interview - Effective method and actually helps expand a company’s talent pool
Computer-administered (automated) interview: Questions are administered to applicants via computers
Conducted at a firm’s facilities, using kiosks, online or via phone

Diversity Management

Avoid asking questions related to race, color, age, religion, sex, or national origin
Questions are acceptable if job-related, and do not discriminate against a protected class
Consult EEOC and FEP information when
constructing guidelines for interviewers

Post-Interview Screening

Reference Checks
Background Checks
Negligent hiring: Failure of an organization to discover, via due diligence, that an employee it hired had the propensity to do harm to others
Criminal records checks
Credit checks

Pre-Employment Tests

Objective and standardized measure of a sample of behavior that is used to gauge a person’s KSAOs relative to other individuals
Process of evaluating individuals
Has the potential for legal challenges by applicants

Personality and Interest Inventories

Dimensions that summarize personality traits
Extroversion
Agreeableness
Conscientiousness
Neuroticism
Openness to experience

Types of Tests

Criterion-Related Validity

Extent to which a selection tool predicts, or significantly correlates with, important elements of work behavior
Concurrent validity: Extent to which the test scores of current employees correlate with job performance
Predictive validity: Extent to which applicants’ test scores match criterion data obtained from those applicants after they have been on the job for some indefinite period

Criterion-Related Validity

Cross-validation: Verifying the results obtained from a validation study by administering a test
Validity coefficient - Obtained by applying statistical formula to the data

Determining the Validity of Tests

Content validity: Extent to which a selection instrument, such as a test, adequately samples the knowledge and skills needed to perform a particular job
Construct validity: Extent to which a selection tool measures a theoretical construct or trait

Summarizing Information about Applicants

Employer takes into consideration all the gathered information about the applicants by organizing it systematically
Each applicant is evaluated and rated according to the tests undertaken by him/her
Employer weighs applicant based on can-do and will-do factors before recruitment

Decision Making Strategy

Should individuals to be hired according to their highest potential or according to the needs of the organization
At what grade or wage level to start the individual
Should selection be for employee-job match, or should advancement in potential be considered

Decision Making Strategy

Should those not qualified but qualifiable be considered
Should overqualified individuals be considered
What effect will a decision have on meeting affirmative action plans and diversity considerations

Clinical Approach

Those making the selection decision review all the data on the applicants
Decision is made on the basis of applicant’s understanding of the job and his/her previous success in that job
Varies according to the evaluator

Statistical Approach

Identifying the most valid predictors and weighting them using statistical methods
Compensatory model: Selection decision model in which a high score in one area can make up for a low score in another area

Statistical Approach

Multiple cutoff model: Selection decision model that requires an applicant to achieve some minimum level of proficiency on all selection dimensions
Multiple hurdle model: Sequential strategy in which only the applicants with the highest scores at an initial test stage go on to subsequent stages

Statistical Approach

Cutoff - Point in the distribution of scores above which a person should be considered and below which the person should be rejected
Selection ratio: Number of applicants compared with the number of people to be hired
When low, most promising applicants are hired
When high, selectivity is reduced for filling the vacancies

Final Decision

Taken by the managers or supervisors who communicate to the applicant through the HR department
Internal candidates are informed about the recruitment by the hiring managers
Rejected candidates are to be notified about the decision by the organization