HRM Spring 2014 Lecture 7,8 & 9 (Selection)

8/10/2019 HRM Spring 2014 Lecture 7,8 & 9 (Selection)

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Selection as a Strategy:Testing & Interviews


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Steps in Recruitment and Selection Process

The recruitment and selection process is a series of hurdles aimed at

selecting the best candidate for the job.


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Selection

Process o f choosing indiv iduals w i th qual if icat ions

needed to f i l l jobs

Organizat ions need quali f ied emp loyees to succeed

Placement

Determ ining the PERSONJOB f i t

3


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Person-Job Fit Matching know ledge, ski lls

and ab i l i t ies (KSAs ) of

indiv iduals to character is t ics

of jobs (tasks, du t ies and

responsibi l i t iesTDRs).

Benefi ts of good person -job

fi t : Higher employee performance

Lower turnover and absenteeism

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KSAs = TDRs = Job Success


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Monty Python Lion Tamer Video


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Zappos

Lego Land

South West Airlines


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Organizations have become increasinglyaware of making good selection decisions,since it involves a number of costs:

The cost of the selection process itself,including the use of various selectioninstruments

The future costs of inducting and training

new staff

The cost of labour turnover if the selectedstaff are not retained


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1. Receiving applications

2. Interviewing applicants

3. Administering tests to applicants

4. Conducting background investigations

5. Arranging physical examinations

6. Placing and assigning new employees

7. Coordinating follow-up of new employees

8. Exit interviewing departing employees

9. Maintaining employee records and reports


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Ability Tests

Ap t i tude and

Achievement

Cognitive

Ability

Tests

PsychomotorTestsPhysical AbilityTests

Work Sample

Tests

Situational

JudgmentTests

Assessment

Centers


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There should be a way of measuring how peoplediffer

1. Reliability: refers to the extent to which aselection technique achievesconsistency in what it is measuring overrepeated use.

2. Validity: refers to the extent to which aselection technique actually measureswhat it sets out to measure


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George Clooney Juveria Baig

Your Score: 41.5%

BUT THEN

Clooney Juveria

Your Score: 100%

http://lovecalculator.com.au/
http://lovecalculator.com.au/http://lovecalculator.com.au/


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Step 1: Analyze the job

Step 2: Choose the tests Test battery or single test?

Step 3: Administer the test Concurrent validation

Current employees scores with current performance

Predictive validation Later-measured performance with prior scores

Step 4: Relate Test Scores and Criteria Correlation analysis

Actual scores on the test with actual performance Step 5: Cross-Validate and Revalidate

Repeat Step 3 and Step 4 with a different sample ofemployees.


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Personality research has lent support to the use ofsophisticated selection techniques such as psychometrictests that have a good record of reliability and validity.

Ability tests:these focus on mental abilities(verbal/numerical) and physical skills testing.

Right/wrong answers allow applicants to be placed inranked order.

Inventories:self-report questionnaires indicatingtraits, intelligence, values, interests, attitudes and

preferences. No right/wrong answers but a range ofchoices between possible answers.


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Assessment centres are designed to yield informationthat can be used to make decisions concerningsuitability for a job.

They provide a fuller picture by combining a range of

techniques.

General methods used include group discussions, roleplays and simulations, interviews and tests.

Candidates attending an assessment centre will be

observed by assessors who should be trained to judgecandidates performance against criteria containedwithin the competency framework.


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Applicants have expectations about how the organizationwill treat them. Recruitment and selection represent anopportunity to clarify these. RJPs provide a means ofachieving this.

RJPs can take the form of case studies, shadowing, jobsampling and videos this enables the expectations ofapplicants to become more realistic.

RJPs: lower initial expectations, cause some applicants tode-select themselves, increase levels of organization

commitment.

http://www.realisticjobpreview.net/tsa_final.htm
http://www.realisticjobpreview.net/tsa_final.htmhttp://www.realisticjobpreview.net/tsa_final.htm


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Stress Interviews

Designed to createanx iety and pu t

pressure on an

app l icant to seehow the person

responds.

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Personality Tests Minnesota Mult iph asic Personal ity Inventor y (MMPI)

Myers-Briggs

B ig 5 Personal i ty Test

Fakabil i ty; socially desirable responses

Honesty/Integri ty tests

Violence potential tests

Employee Polygraph Tests


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Watch the Men In Black 3 part videos Read the section on Selection Tests in your

HRM textbooks. Comment on which tests mentioned in the

book you can see applied in the movie scenes This is an ungraded assignment but this

makes for attendance for our missed class of3-11-2014.

Due date is 10thNov 2014 in-class. No latesubmissions allowed. Non-submission will becounted as an absence.


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Go through the Deloitte Website and have a look at

their 2014 and 2015 Selection Process. Under the 2014 Selection Process Tab there are

two kinds of test simulations: IN-BASKET andPSYCHOMETRIC TESTS

You have two tasks: 1. Match Competency areas and selection tools that

Deloitte used in both 2014 and 2015. Critique if Deloittesselection process is aligned with its recruitment goals

2. Attempt anyone of the two tests and present the results

sheet.Submission: 12thNovember 2014. Word count: max600words

Be Creative. Be original

e.g. http://mycareer.deloitte.com/uk/en/university/apply-now/selection-process/etray-exercise-and-examples
http://mycareer.deloitte.com/uk/en/university/apply-now/selection-process/etray-exercise-and-exampleshttp://mycareer.deloitte.com/uk/en/university/apply-now/selection-process/etray-exercise-and-exampleshttp://mycareer.deloitte.com/uk/en/university/apply-now/selection-process/etray-exercise-and-exampleshttp://mycareer.deloitte.com/uk/en/university/apply-now/selection-process/etray-exercise-and-exampleshttp://mycareer.deloitte.com/uk/en/university/apply-now/selection-process/etray-exercise-and-exampleshttp://mycareer.deloitte.com/uk/en/university/apply-now/selection-process/etray-exercise-and-exampleshttp://mycareer.deloitte.com/uk/en/university/apply-now/selection-process/etray-exercise-and-exampleshttp://mycareer.deloitte.com/uk/en/university/apply-now/selection-process/etray-exercise-and-exampleshttp://mycareer.deloitte.com/uk/en/university/apply-now/selection-process/etray-exercise-and-exampleshttp://mycareer.deloitte.com/uk/en/university/apply-now/selection-process/etray-exercise-and-exampleshttp://mycareer.deloitte.com/uk/en/university/apply-now/selection-process/etray-exercise-and-exampleshttp://mycareer.deloitte.com/uk/en/university/apply-now/selection-process/etray-exercise-and-exampleshttp://mycareer.deloitte.com/uk/en/university/apply-now/selection-process/etray-exercise-and-exampleshttp://mycareer.deloitte.com/uk/en/university/apply-now/selection-process/etray-exercise-and-examples


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Information elicitedinterviews have a specificfocus, i.e. facts, subjective information, underlyingattitudes.

Structureranging from the completely structuredto the unstructured. A compromise between the twoenables the interviewer to maintain control yetallowing the interviewee free expression.

Order and involvementthe need to obtaindifferent kinds of information may mean theinvolvement of more than one interviewer.Applicants may be interviewed serially or in a panel.


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An interview A procedure designed to obtain information from a

person through oral responses to oral inquiries

Types of interviews Selection interview Appraisal interview

Exit interview

Interviews formats Structured Unstructured


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2005 Prentice Hall Inc. All rightsreserved.

Unstructured sequential interview An interview in which each interviewer forms an

independent opinion after asking different questions.

Structured sequential interview An interview in which the applicant is interviewed

sequentially by several persons; each rates the applicanton a standard form.

Panel interview An interview in which a group of interviewers questions

the applicant.

Mass interview A panel interviews several candidates simultaneously.


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Structured

Interviews

Biographical

Interview

Behavioral

Interview

Competency

Interview

Situational

Interview


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Situational Questions:

1. Suppose a co-worker was not following standard work procedures. The co-worker wasmore experienced than you and claimed the new procedure was better. Would you usethe new procedure?

2. Suppose you were giving a sales presentation and a difficult technical question arosethat you could not answer. What would you do?

Past Behavior Questions:

3. Based on your past work experience, what is the most significant action you have evertaken to help out a co-worker?

4. Can you provide an example of a specific instance where you developed a salespresentation that was highly effective?

Background Questions:

5. What work experiences, training, or other qualifications do you have for working in ateamwork environment?

6. What experience have you had with direct point-of-purchase sales?

Job Knowledge Questions:

7. What steps would you follow to conduct a brainstorming session with a group ofemployees on safety?

8. What factors should you consider when developing a television advertising campaign?

Note: The example assesses both teamwork 1,3,5,7)

and sales attributes 2,4,6,8) for each type of

question.


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Conducting an Effective Interview

Plan the

InterviewControl the

Interview

Questioning

Techniques


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Prepare for the interview Secure a private room to minimize interruptions.

Review the candidates application and rsum.

Review the job specifications

Establish rapport Put the person at ease.

Ask questions

Follow your list of questions. Dont ask questions that can be answered yes or

no.


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Structure your interview:

1. Base questions on actual job duties.2. Use job knowledge, situational, or behaviorally

oriented questions and objective criteria toevaluate the interviewees responses.

3. Train interviewers.4. Use the same questions with all candidates.

5. Use descriptive rating scales (excellent, fair, poor)to rate answers.

6. Use multiple interviewers or panel interviews.7. If possible, use a standardized interview form.

8. Control the interview.

9. Take brief, unobtrusive notes during the interview.


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Questions to Avoid Yes/No questions

Obvious quest ions

Quest ions that rarely produce a true answ er

Leading quest ions

Il legal questions

Quest ions that are not job related


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Interviewer behaviors affecting interviewoutcomes Inadvertently telegraphing expected answers.

Talking so much that applicants have no time to

answer questions. Letting the applicant dominate the interview.

Acting more positively toward a favored (or similarto the interviewer) applicant.


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Snap Judgments

Negative Emphasis

Halo Effect

Biases and Stereotyping

Cultural Noise

Poor

Interviewing

Techniques

Documents

HRM Spring 2014 Lecture 7,8 & 9 (Selection)