Copyright © 2008 by Nelson, a division of Thomson Canada Limited. Part 2: Staffing the Organization Chapter 6: Selection of Human Resources Prepared by

Copyright © 2008 by Nelson, a division of Thomson Canada Limited.

Part 2: Staffing the Organization Part 2: Staffing the Organization Part 2: Staffing the Organization Part 2: Staffing the Organization

Chapter 6: Selection of Human ResourcesChapter 6: Selection of Human Resources

Prepared by Linda Eligh, University of Western Ontario

Copyright © 2008 by Nelson, a division of Thomson Canada Limited. 6 – 2

Learning ObjectivesLearning ObjectivesLearning ObjectivesLearning Objectives

After you have read this chapter, you should be able to:

1. Describe the relationships between criteria, predictors, job performance and selection.

2. Diagram the sequence of a typical selection process.

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

4. Discuss several types of selection interviews and some key considerations in conducting these interviews.

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

6. Describe the major issues to be considered when selecting candidates for global assignments.


Selection and PlacementSelection and PlacementSelection and PlacementSelection and Placement

• SelectionThe process of choosing individuals with qualifications

needed to fill jobs in an organization.

Organizations need qualified employees to succeed. “Hire hard, manage easy.”

“Good training will not make up for bad selection.”

• PlacementFitting a person to the right job.


Typical Division of HR Responsibilities: Selection Typical Division of HR Responsibilities: Selection Fig. 6-1Fig. 6-1

Typical Division of HR Responsibilities: Selection Typical Division of HR Responsibilities: Selection Fig. 6-1Fig. 6-1


HR Employment FunctionsHR Employment FunctionsHR Employment FunctionsHR Employment Functions

• Receiving applications• Interviewing applicants• Administering tests to

applicants• Conducting background

investigations• Arranging physical

examinations• Placing and assigning

new employees• Coordinating follow-up of

new employees

• Exit interviews with departing employees

• Maintaining employee records and reports


PlacementPlacementPlacementPlacement

• Person-job FitMatch between individual knowledge, skills and

abilities (KSAs) and demands of the job or the needs/desires of an individual and what is provided by the job

Benefits of person-job fit Higher employee performance Lower turnover and absenteeism

• Person-organization FitThe congruence between individuals and

organizational factors


Criteria, Predictors, and Job PerformanceCriteria, Predictors, and Job PerformanceCriteria, Predictors, and Job PerformanceCriteria, Predictors, and Job Performance

• Selection Criterion A characteristic that a person must have to do a job successfully.

• Predictors The measurable or visible indicators of a selection criterion.

• Validity The correlation between a predictor and job performance, or the

extent to which a test actually measures what it says it measures.

• Reliability The degree to which an instrument measures the same way each

time it is used under the same conditions, with the same subjects.


Job Performance, Selection Criteria, Job Performance, Selection Criteria, and Predictors and Predictors Fig. 6-2Fig. 6-2

Job Performance, Selection Criteria, Job Performance, Selection Criteria, and Predictors and Predictors Fig. 6-2Fig. 6-2


Validity and Equal EmploymentValidity and Equal EmploymentValidity and Equal EmploymentValidity and Equal Employment

• Employment “test”Any employment procedure used as the basis for making an

employment-related decision.Must have both reliability and job-related validity.

• Selection Procedures and ValidityEmployers must demonstrate that tests of knowledge, skills, and

abilities (KSAs) are valid when disparate impact exists.

• Content ValidityValidity as measured by a logical, nonstatistical method (job

analysis) to identify the KSAs and other characteristics necessary to perform the job.Example: A work sample test measuring how well an applicant

performed essential tasks of the job.


Validity and Equal Employment (cont’d)Validity and Equal Employment (cont’d)Validity and Equal Employment (cont’d)Validity and Equal Employment (cont’d)

• Criterion-Related ValidityValidity measured by a procedure that uses a test as

the predictor of how well an individual wool perform on the job.

• Correlation Coefficient Index number giving the

relationship between a predictor (a test) and a criterion variable (a measure of success on the job).

Predictor (test score)Predictor (test score)

Criterion Criterion (Job (Job

Success)Success)


Test Scores and Job Performance Test Scores and Job Performance Fig. 6-3Fig. 6-3Test Scores and Job Performance Test Scores and Job Performance Fig. 6-3Fig. 6-3

Note: Correlation looks at the relationships between the test scores and job performance of the whole group.


Validation Strategies: Construct ValidityValidation Strategies: Construct ValidityValidation Strategies: Construct ValidityValidation Strategies: Construct Validity

• Concurrent ValidityMeasured when an employer tests current employees

and correlates the scores with their performance ratings.

• Predictive ValidityMeasured when test results of applicants are

compared with subsequent job performance.


Concurrent and Concurrent and Predictive Validity Predictive Validity

Fig. 6-4Fig. 6-4

Concurrent and Concurrent and Predictive Validity Predictive Validity

Fig. 6-4Fig. 6-4


Selection Selection Process Process

FlowchartFlowchartFig. 6-5Fig. 6-5

Selection Selection Process Process

FlowchartFlowchartFig. 6-5Fig. 6-5


The Selection ProcessThe Selection ProcessThe Selection ProcessThe Selection Process

• Legal Concerns in the Selection ProcessHuman Rights Legislation

Non-discriminatory job-related selection practices Only exception is for BFORs

Applicant Job Interest Job applicants perceptions of the organization will be

influenced by how they are treated Realistic Job Previews (RJPs)


Applicant Job InterestApplicant Job InterestApplicant Job InterestApplicant Job Interest

• Realistic Job PreviewThe process through which a job applicant receives an

accurate picture of the organizational realities of the job.Prevents the development of unrealistic job expectations that

cause disenchantment, dissatisfaction, and turnover in new employees.


Pre-Employment ScreeningPre-Employment ScreeningPre-Employment ScreeningPre-Employment Screening

• Pre-Screening InterviewPurpose: verify minimum

qualifications

• Electronic ScreeningUse applicant tracking

systems when: The volume of applicants is large The quality of hires needs to be increased Hiring cycles need to be shortened The cost of hiring needs to be reduced The firm needs to reach geographic areas not visited by

recruiters


Application FormsApplication FormsApplication FormsApplication Forms

• Purposes of Application FormsRecord of applicant’s interest in the jobProvides a profile of the applicantBasic record for applicants who are hiredResearch effectiveness of the selection process

• Resumes as ApplicationsEmployers must avoid utilizing information that is

personal and non-job related in nature which may appear on a resume.

• Biodata and Weighted Application FormsDifferentiates between satisfactory and poor

performers.


Application Disclaimers and NoticesApplication Disclaimers and NoticesApplication Disclaimers and NoticesApplication Disclaimers and Notices

• Privacy Act Confirms to the applicant that privacy is protected.

• Reference Contacts Obtains applicant’s permission to contact references.

• Employment Testing Notifies applicants of required drug tests, physical exams, or

other tests.

• Application Time Limits Indicates how long the application will remain active (i.e. 6 mos).

• Information Falsification Indicates that false information is grounds for termination.

• Legality of the Application Form Notifies applicants the form has been approved by the HRC.


Human Rights Considerations and Human Rights Considerations and Application FormsApplication Forms

Human Rights Considerations and Human Rights Considerations and Application FormsApplication Forms

• Application Forms should not contain illegal (non job-related) questions concerning:Marital status

Height/weight

Number and ages of dependents

Information on spouse

Date of high school graduation

Contact in case of emergency


Selection Testing: Ability TestsSelection Testing: Ability TestsSelection Testing: Ability TestsSelection Testing: Ability Tests

• Cognitive Ability TestsMeasure an individual’s thinking, memory, reasoning,

and verbal and mathematical abilities.

• Physical Ability TestsMeasure an individual’s strength, endurance, and

muscular movement.

• Psychomotor TestsMeasure an individual’s dexterity, hand-eye

coordination, arm-hand steadiness, and other factors.


Selection Testing: Ability Tests (cont’d)Selection Testing: Ability Tests (cont’d)Selection Testing: Ability Tests (cont’d)Selection Testing: Ability Tests (cont’d)

• Work Sample TestsRequire an applicant to perform a simulated task.

• Situational Judgment TestsMeasure a person’s judgment in work settings.

• Assessment CentresA series of evaluation exercises and tests used for the

selection and development of managerial personnel.

Multiple raters assess participants in multiple exercises and problems that are job content-related to the jobs for which the individuals are being screened.


Other TestsOther TestsOther TestsOther Tests

• Personality TestsMyers-Briggs Type Indicator (MBTI)

16 Personality Factors and others

“Fakability” and personality tests

• Honest and Integrity TestingStandardized honesty/integrity tests

“Fakability” of honesty tests

Polygraph tests (“lie detector”) Prohibited in Ontario and New Brunswick for purposes

of pre-employment screening


Big Five Personality Big Five Personality Characteristics Characteristics Fig. 6-7Fig. 6-7

Big Five Personality Big Five Personality Characteristics Characteristics Fig. 6-7Fig. 6-7


Controversial and Questionable TestsControversial and Questionable TestsControversial and Questionable TestsControversial and Questionable Tests

• Graphology (Handwriting Analysis)Analysis of the characteristics of an individual’s

writing that purports to reveal personality traits and suitability for employment.

• PsychicsPersons who are supposedly

able to determine a person’s intellectual and emotional suitability for employment.


Legal Concerns and Selection TestingLegal Concerns and Selection TestingLegal Concerns and Selection TestingLegal Concerns and Selection Testing

• Legal Concerns and Selection TestingJob-relatedness (validity) of selection testsCompliance with human rights and language

issuesTests represent only one data source in the

selection process


Types of Selection Interviews Types of Selection Interviews Fig. 6-8Fig. 6-8Types of Selection Interviews Types of Selection Interviews Fig. 6-8Fig. 6-8


Selection InterviewingSelection InterviewingSelection InterviewingSelection Interviewing

FaceFaceValidityValidity

FaceFaceValidityValidity

InterraterInterraterReliabilityReliability

InterraterInterraterReliabilityReliability IntraraterIntrarater

ReliabilityReliability

IntraraterIntraraterReliabilityReliability

InterviewInterviewReliability and Reliability and Validity IssuesValidity Issues

InterviewInterviewReliability and Reliability and Validity IssuesValidity Issues



• Reliability and Validity of Interviews Intra-rater reliability: interviewers who are consistent

in their ability to select individuals who will perform well.

Inter-rater reliability: the extent to which different interviewers agree in the selection of individuals who will perform well.

Face validity: a test that appears to be valid because external observers assume, without proof, that it is.

Unstructured interviews are less reliable and less valid than structured interviews.


Structured InterviewsStructured InterviewsStructured InterviewsStructured Interviews

• Structured InterviewUses a set of standardized questions asked of all job

applicants

Useful for initial screening and comparisons

• BenefitsObtains consistent information needed for selection

decision

Is more reliable and valid than other interview formats

Meets human rights guidelines for the selection process


Structured Interviews (cont’d)Structured Interviews (cont’d)Structured Interviews (cont’d)Structured Interviews (cont’d)

• Biographical InterviewFocuses on a chronological exploration of the

candidate’s past experiences.

• Behavioural InterviewApplicants are asked to give specific examples of how

they have performed a certain task or handled a problem in the past.

Helps discover applicant’s suitability for current jobs based on past behaviours.

Assumes that applicants have had experience related to the

problem.


Structured Interviews (cont’d)Structured Interviews (cont’d)Structured Interviews (cont’d)Structured Interviews (cont’d)

• Competency InterviewSimilar to the behavioural interview except that the

questions are designed specifically to provide the interviewer with something to measure the applicant’s response against—that is, the “competency profile” for the position, which includes a list of competencies necessary to do that particular job.

• Situational InterviewApplicants are asked how they would respond to a

specific job situation related to the content of the job they are seeking.


Less Structured InterviewsLess Structured InterviewsLess Structured InterviewsLess Structured Interviews

• Nondirective InterviewApplicants are queried using questions that are

developed from the answers to previous questions.Possibility of not obtaining needed information. Information obtained may not be not job-related or

comparable to that obtained from other applicants.

• Stress InterviewsAn interview designed to create anxiety and put

pressure on an applicant to see how the person responds.


Who Conducts Interviews?Who Conducts Interviews?Who Conducts Interviews?Who Conducts Interviews?

VideoVideoInterviewingInterviewing

VideoVideoInterviewingInterviewing

IndividualsIndividualsIndividualsIndividuals PanelPanelInterviewsInterviews

PanelPanelInterviewsInterviews

TeamTeamInterviewsInterviews

TeamTeamInterviewsInterviews

InterviewsInterviewsInterviewsInterviews



• Conducting an Effective InterviewPlanning the interviewControlling the interviewUsing effective questioning techniquesTaking excessive notes during all stages of

the interview process


Questions Commonly Used Questions Commonly Used in Selection Interviews in Selection Interviews

Fig. 6-9Fig. 6-9

Questions Commonly Used Questions Commonly Used in Selection Interviews in Selection Interviews

Fig. 6-9Fig. 6-9



Effective Interviewing

• Questions to AvoidClose ended questionsObvious questionsQuestions that rarely produce a true answerLeading questionsIllegal questionsQuestions that are not job related



Problems in Problems in the Interviewthe InterviewProblems in Problems in the Interviewthe Interview

HaloHaloEffectEffect

HaloHaloEffectEffect

SnapSnapJudgmentsJudgments

SnapSnapJudgmentsJudgments

NegativeNegativeEmphasisEmphasis

NegativeNegativeEmphasisEmphasis

Biases andBiases andStereotypingStereotyping

Biases andBiases andStereotypingStereotyping

Influence Influence TacticsTactics

Influence Influence TacticsTactics


Background InvestigationBackground InvestigationBackground InvestigationBackground Investigation

• Four Goals of Background Screening:Demonstrates due diligence in hiringProvides factual information about candidatesDiscourages applicants who have something

to hideEncourages applicants to be honest on

application forms and in interviews



• Sources of Background InformationMotor vehicle recordsCredit historyHonesty testsSocial Insurance NumberSex offenders listsPrevious-employment recordsCriminal recordsDrug testsEducation/degree documentationProfessional certifications/licenses



• Reference Checking MethodsTelephoning the referenceUse of preprinted reference forms

• Giving References on Former EmployeesEmployers may incur liability for statements made

about former employees.Employers have adopted policies restricting the

release of reference information to name, employment dates, and job title.

Employers fear incurring liability for failing to reveal an employee was fired for criminal behaviour.



• Legal Constraints on Background InvestigationRisks of negligent hiring and retention

Due diligence: investigating an applicant’s background to avoid suits for actions of the employee.

Obtaining signed releases from applicants is necessary to avoid problems with privacy issues.

Negligent hiring Occurs when an employer fails to check an employee’s

background and the employee injures someone.

Negligent retention Occurs when an employer becomes aware that an employee

may be unfit for employment, continues to employ the person, and the person injures someone.



• Credit ChecksRequires disclosure of a credit check

Requires written consent of applicant

Requires copy of report be given to the applicant

• Medical Examinations and InquiriesDetermines physical and mental capabilities for

performing jobs

Implemented once a conditional offer is made

Employer pays for the exam


Medical Examinations and InquiriesMedical Examinations and InquiriesMedical Examinations and InquiriesMedical Examinations and Inquiries

• Drug TestingAcceptable Uses in Canada:

As part of an investigation in an unfit for duty (reasonable cause) or post accident/incident situation

As part of a monitoring program after treatment As a condition of return to duty after a policy violation On an on-going follow-up basis As a condition of certification to a higher safety-risk position

and on a random basis for alcohol only As part of a comprehensive policy which includes

accommodation measures for alcohol or drug dependency

• Genetic Testing Prohibited in employment testing in Canada


Making the Final DecisionMaking the Final DecisionMaking the Final DecisionMaking the Final Decision

Combining Predictors

Multiple Hurdles Establishing a minimum cutoff (level of performance) for

each predictor, and requiring that each applicant must score at least the minimum on each predictor to be considered for hiring.

Compensatory Approach Scores on all predictors are added together, allowing a

higher score on one predictor to offset a lower score on another predictor.


Making the Job Offer Making the Job Offer Making the Job Offer Making the Job Offer

• Offer Guidelines

Formalize the offer with a letter to the applicant clearly stating the terms and conditions of employment.

Avoid vague, general statements and promises.

Have legal counsel review the offer document.

Require return of a signed acceptance of the offer.


Staffing Global AssignmentsStaffing Global AssignmentsStaffing Global AssignmentsStaffing Global Assignments

Types of Global EmployeesTypes of Global EmployeesTypes of Global EmployeesTypes of Global Employees

ExpatriateExpatriateExpatriateExpatriate Third-Country Third-Country NationalNational

Third-Country Third-Country NationalNational

Host-Country Host-Country NationalNational

Host-Country Host-Country NationalNational


Selection Factors for Global Employees Selection Factors for Global Employees Fig. 6-11Fig. 6-11Selection Factors for Global Employees Selection Factors for Global Employees Fig. 6-11Fig. 6-11

Documents

Copyright © 2008 by Nelson, a division of Thomson Canada Limited. Part 2: Staffing the Organization Chapter 6: Selection of Human Resources Prepared by