View
217
Download
0
Category
Tags:
Preview:
Citation preview
Human Resource ManagementLecture 09
MGT 350
Last Lecture
The selection process1. initial screening interview2. completion of the application form3. employment tests4. comprehensive interview5. background investigation6. conditional job offer7. medical/physical exam8. permanent job offer
RJP
Topic
The Selection Process
The Selection ProcessBackground Investigation: A good predictor of future behavior is an individual’s past
behavior.
• Verify information from the application form
• Typical information verified includes:– former employers– previous job performance– education– legal status to work– credit references – criminal records
The Selection Process
Background Investigation• Qualified privilege
– employers may discuss employees with prospective employers without fear of reprisal as long as the discussion is about job-related documented facts.
• One-third of all applicants exaggerate their backgrounds or experiences.
The Selection Process
Background Investigation Methods:
• Internal investigation: checks former employers, personal references and possibly credit sources.
• External investigation: Uses a reference-checking firm which may obtain more information, while complying with privacy rights.
The Selection Process
• Background Investigation
• Documentation, including whom called, questions asked, information obtained/not obtained.
• Important in case an employers’ hiring decision is later challenged.
The Selection ProcessConditional Job Offers:
• Offers of employment made contingent upon successful completion of background check, physical/medical exam, drug test, etc.
• May only use job-related information to make a hiring decision.
The Selection Process
Medical/Physical Examination • Should be used only to determine if the
individual can comply with the essential functions of the job.
• Must be related to job.
The Selection Process
Job Offers
• Actual hiring decision generally made by the department manager.
• Candidates not hired deserve the courtesy of prompt notification.
The Selection Process
The Comprehensive Approach
• Comprehensive selection approach puts applicants through all the steps in the selection process before making a decision.
• Assesses both strengths and weaknesses and is considered more realistic.
The Selection Process
Now It’s Up to the Candidate • The candidate now has to decide whether
this is the job for him or her. • Applicants who are not hired this time will
still form an impression about the company.
• Management should assure the selection process leaves them with a favorable impression of the company.
Selection for Self-Managed Teams• If teams are given management
responsibilities, it makes sense for them to select their own members.
• Team members bring to the selection process varied experiences and backgrounds.
• Team members need training in selection and interviewing techniques.
Key Elements for Successful Predictors
• Reliability, validity, and cut scores can all help predict which applicants will be successful on the job.
• Reliability: The ability of the selection tool to measure an attribute consistently.
Key Elements for Successful Predictors
• Validity: The relationship between scores on a selection tool and a relevant criterion, such as job performance.
• Indicates how well a selection tool predicts job performance.– Content– Construct– Criterion-related
Key Elements for Successful Predictors
• Content validity: The degree to which the content of the test, as a sample, represents situations on the job.
• Construct validity: The degree to which a particular trait is related to successful performance on the job.
Key Elements for Successful Predictors
• Criterion-related validity: The degree to which a particular selection device accurately predicts the important elements of work behavior. – Predictive validity uses selection test scores of
applicants to compare with their future job performance.
– Concurrent validity correlates the test scores of current employees with measures of their job performance.
Key Elements for Successful Predictors
Key Elements for Successful Predictors
• Validity Analysis: Correlation coefficients (validity coefficients) ranging from +1 to –1 summarize the statistical relationship between an individual’s test score and his/her job performance.
Key Elements for Successful Predictors
Cut Scores and Their Impact on Hiring:
• Cut scores on a selection device can be determined by validity studies.
• Applicants scoring below the cut score are predicted to be unsuccessful on the job and are rejected.
Selection From a Global Perspective
• Selection criteria for international assignments includes – interest in working overseas– ability to relate to different cultures and
environments– supportiveness of the candidate’s family
• Women executives have done well abroad in Asia and Latin America, despite past reluctance to assign them to these countries.
Final Thoughts: Excelling at the Interview
• Suggestions for making your interviews as an applicant successful are: – Do some homework on the company. – Get a good night’s rest the night before. – Dress appropriately. – Arrive for the interview a few minutes early. – Use a firm handshake. – Maintain good eye contact. – Take the opportunity to have practice interviews. – Thank the interviewer at the end of the interview and
follow up with a thank you note.
Summary
The selection process1. initial screening interview2. completion of the application form3. employment tests4. comprehensive interview5. background investigation6. conditional job offer7. medical/physical exam8. permanent job offer
Summary
• Reliability: The ability of the selection tool to measure an attribute consistently.
• Validity: The relationship between scores on a selection tool and a relevant criterion, such as job performance.
• Indicates how well a selection tool predicts job performance.– Content– Construct– Criterion-related
• Selection criteria for international assignments includes • Suggestions for making your interviews
Recommended