(Managing talent in the employment relationships) · applicant: application forms/online application Advantages include: Generate a larger number of applicants tend to promote greater

EMPLOYMENT PRACTICES(Managing talent in the

employment relationships)

EMPLOYMENT PRACTICES(Managing talent in the

employment relationships)

MAS 367: EMPLOYMENT PRACTICES(Managing talent in the employment

relationship)

MAS 367: EMPLOYMENT PRACTICES(Managing talent in the employment relationships)

Dr. (Mrs) Florence Ellis

LECTURE WEEK 5: RESOURCING THE ORGANISATiON II – EMPLOYEE RECRUITMENT

introduction

After studying this lecture, you should be able to:

define selection. explain the traditional selection process. describe the sources of information about

the applicant, describe employment interviews. explain the various interview methods. explain orientation as a post selection

method.

introduction

‘Personnel selection is a process

culminating in a decision to

hire one or more

applicants for

employment and

not to hire others’

(Guion and Gibson, 1988).

introduction

Selection decisions are an important part of successful employment practices.

Regardless of whether the company is large or small, hiring the best and the brightest employees lay a strong foundation for excellence.

It is imperative that organisation make sure that the selection process is done well, because good selection decisions make a difference. So do bad ones.

introduction

The ultimate purpose of selection is placement.

Placement of human resource needs to be seen as a matching process.

This is based on the assumption that how well an employee is ‘matched’ to a job affects the amount and quality of the work of the employee.

SELECTION DEFINED

Selection is the process of choosing individuals who have the needed qualification to fill jobs in an organisation.

(Mathis and Jackson, 2004) Selection is the process of choosing individuals who have relevant qualifications to fill existing or projected job openings

(Bohlander and Snell, 2009)

SELECTION DEFINED

Selection is the process by which managers and others use specific instruments to choose from a pool of applicants…[individual(s)] most likely to succeed in the job(s)

( Bratton and Gold, 2003). Selection is concerned with: ‘predicting which candidates will make the most appropriate contribution to the organisation – now and in the future’(Hackett, 1991:49).

THE DEFINITIONS SUGGEST THAT:

Like recruitment, selection is a primary HRM activity, making selection decisions an important component of human resource management.

Selection has the objective of reducing the pool of applicants to a manageable number by eliminating and rejecting unsuitable candidates.

Selection is focussed on assessing the suitability of candidates. Placement is fitting a person to the right job.

THE DEFINITIONS SUGGEST THAT:

Therefore, selection and placement begins when recruitment has been made.

HR units and line managers need to fit the right person to the right job.

This begins with job analysis and focuses on: the job description /specification and recruitment processes (i.e. the attraction of candidates to apply for a position) as well as matching people with the organisations and the jobs they work in.

Matching people and jobs: selection AND PLACEMENT

Person-Job Fit (P-J Fit):

Matching the knowledge, skills and abilities (KSAs) and other factors (KSAOs) of people to the characteristics of jobs (tasks, duties and responsibilities–TDRs).•Benefits of person-job fit:Higher employee performanceLower turnover and absenteeism

SELECTION AND PLACEMENT cont’d

Person-Organisation Fit (P-O Fit):

The degree to which individuals (goals, values interest, expectations, KSAOs) are matched to the culture and values (e.g. objectives and strategies, rewards, culture, structure and management) of the organisation.

• Benefits of person-organisation fit: Maintains the organisation’s unique culture (e. g. teamwork)Enhance employee adaptability and creativity

Person-Organisation Fit (P-O Fit)

• Benefits of person-organisation fit: Maintains the organisation’s unique culture (e. g. teamwork)Enhance employee adaptability and creativityBoost independent work environmentAugment on-the-job and organisational learning (KSAs)

SELECTION PROCESS

TRADITIONAL SELECTION PROCESS

Application FormsApplication Forms

ShortlistingShortlisting

Interviewing

Selection of successful applicantSelection of successful applicant

PRE-EMPLOYMENT SCREENING

Pre-employment screening is conducted in order to determine if applicants meet the minimum qualification for open jobs. The screening involves scanning applications and/or CVs submitted, application profiling and skills or tests. The screening process needs to be job-related.

SHORTLISTING

The initial selection process involves categorising applicants as probable, possible or unsuitable. This is done by: comparing the information provided on the application form or CV with the pre-determined selection criteria.

SHORTLISTING

Potentially suitable applicants will continue to the next stage of the selection process. This separates the applications that match the criteria from those that do not or reduce the large numbers of applicants through random selection (Beardwell and Claydon, 2010).

Sources of information about applicant:

Application Forms/Online Applications

Biographical Information

Background Investigations /Checks

Reference

Polygraph Tests

Graphology

Medical Examination

Sources of information about applicant: application forms/online application

Application Forms/online application: Most organisations require application forms and some of the key components include: application date; educational background; experience and references among others.

Online Application: Some organisations accept application online.

Sources of information about applicant: application forms/online application

Advantages include: Generate a larger number of applicants tend to promote greater employee diversity.

Disadvantage include: can lead to large volumes of them being submitted, many of which fail to meet minimum qualification.

Sources of information about applicant: BIOGRAPHICAL INFORMATION BLANKS (BIB)

‘Biodata’

refers to ‘biographical information about the candidate and involves the collection and analysis of detailed personal information about candidates for employment’. The information may include:

family circumstances and relationships, interests, non-academic educational experiences, attitudes, accomplishments and disappointments.

BIOGRAPHICAL INFORMATION BLANKS (BIB)

The use of “biodata” is supported by two beliefs: prior experiences and circumstances shape distinctive behaviour patterns, and therefore abilities.assessing the experience and circumstances of the individual enables the prediction of future behaviour and consequent job performance.

BACKGROUND CHECKS

When the interviewer is satisfied that the applicant is potentially qualified, information about previous employment as well as other information provided by the applicant is investigated. Background investigations to prevent a variety of problems may include: embezzlement, theft of merchandise and workplace violence.

BACKGROUND CHECKS

Companies can be held liable for negligent hiring if they fail to do adequate background checks. Other background checks include: social security verification, past employment, education, and a criminal records check.

references

References Organisations check the references

of employees in a number of ways and they include telephone checks and email etc.

It is important to ask applicants to fill forms permitting information to be solicited from former employers and other reference sources.

employment TESTS

Selection tests are used to help identify potential candidates as well as select and place other potential recruits.

“Objective and standardised measure of a sample of behaviour that is used to measure a person's knowledge, skills, abilities, and other characteristics (KSAOs) in relation to other individual differences”.

A number of different tests are now used as part of the selection process and they may be classified in different ways.

Classification of employment TESTS

Cognitive Ability Test: measures an individual’s thinking,

memory and reasoning as well as verbal and mathematical abilities.

tests can be are used to test applicants’ basic knowledge of terminologies and concepts, word fluency, comprehension and retention span and general conceptual reasoning.

tests used in the selection process are clearly job related.

Classification of employment TESTS cont’d

General Intelligence Tests (mental ability tests) are designed to give an indication of overall mental capacity.

Questions include:

vocabulary, similarities, opposites, arithmetic and general information.

ability to score high on such tests is associated with the capacity to retain new knowledge, pass examination and succeed in work.


Physical Ability Tests measure individual abilities such as strength,

endurance, and muscular movement. testing applicant’s mobility, strength and

posture, and other physical attributes are job-related.

Other examples of physical ability tests include: psychomotor test - measures a person’s ability, hand-eye coordination, arm-hand steadiness and other factors.


Work Sample Tests: require the applicant to perform tasks that are actually a part of the work required on the job. Used to see potential employees "in action.“ e.g. For example:(a) Work simulations: (sometimes referred to as work samples) ask the prospective employee to perform tasks or job-related activities that simulate or represent a sample of the work for which the person is being considered.

Work Sample Tests:

(b) In baskets: are special forms of work simulations for prospective managers and consist of collections of hypothetical memos, letters, and notes that require responses.(c) In-tray and e-tray exercises: are special forms of work simulations for prospective managers and consist of collections of letters or email varying in degrees of importance, that require responses. These test the applicants ability to deal with work situation.

Work Sample Tests cont’d

(d) Assessment centers: An approach to selecting managers that focuses on measuring and evaluating critical work behaviors.

Composed of a series of evaluation exercises and tests used for selection and development over a specified time period.

For example, candidates can go through comprehensive interview, pencil-and-paper test, individual and group simulation and work exercises.

Work Sample Tests cont’d

Assessment centersParticularly effective for selecting team-oriented candidates. Managers from the organisation are trained to assess employee or job applicantTypically used to assess managers under review for promotions to higher organisational levels.


Personality Tests: Measure disposition and temperament.

Personality is a unique blend of individual characteristics or traits and disposition that forms a pattern distinguishing one person from all others (Vecchio, 2006:26)

The most widely accepted approach to these underlying personality traits is often referred to as the ‘Big Five’ personality traits.

Honesty/integrity Tests

Honesty/integrity tests: Different types of tests are being used to assess the honesty and integrity of applicants and employees.

Honesty/integrity tests may be valid as broad screening devices for organisations if used properly.

It has also been recommended that they are to be used as one piece of the selection process along with applications, interviews, and other data as used solely can have a negative effect on applicants.


Polygraph tests: A test to record the physiological changes in the examinee as an examiner asks questions that calls for yes or no.

Questions typically cover such items as whether a person uses drugs, has stolen from an employer, or has committed a serious undetected crime.

They are used by only a small percentage of firms in the general population, although their use is prevalent among law enforcement agencies.


Graphology A test that analyses an individual’s

handwriting. Handwriting as a good predicator

of an individual’s personality and suitability for employment.

May have legal consequences.

THE EMPLOYMENT INTERVIEW

The interview is ‘a social encounter between an applicant and a representative, or representative, of an employer’

(Pilbeam and Corbridge, 2006).

An interview can be described as ‘a controlled conversation with a purpose’

(Torrington et al., 2002)


Traditionally, the interview has been the main means of assessing the suitability of candidates for a job. Almost all organisations use the interview at some stage in their selection process. Similarly, most applicants expect to be interviewed. Selection interview is done to obtain additional information and clarify information gathered throughout the selection process.


Interviews are useful for assessing such personal characteristics as practical intelligence and interpersonal and communication skills. A selection interview also has the following functions:to explain the work of the organisation, the job and any features such as induction and probation to set expectations on both sides, including a realistic discussion of any potential difficulties (if appropriate)

EMPLOYMENT INTERVIEW

Why the interview is so popular:It is especially practical when there are only a small number of applicants.It serves other purposes, such as public

relationsInterviewers maintain great faith and

confidence in their judgments.

EMPLOYMENT INTERVIEW

It is almost out of question that employment would be offered without the employer actually seeing the prospective employee.Potential employees would be unlikely to feel comfortable about joining an organisation without meeting some of the organisational members.

INTERVIEWING METHODS

Structured interview A standardised list of job-related

questions asked of all applicants is used for consistency in gathering information about the applicant. Answer scoring is based on how well an applicant’s responses match a predefined key.

Having established set of answers.


Semi-structured interview

An initial set of major or key questions requiring applicant responses is used; follow-up questions are used to expand on specific applicant answers to the primary questions. Unstructured Interview

The interview is spontaneous and wide-ranging with no set of prepared questions. Less valid than a structured interview in predicting subsequent job performance.

Employment Interview types

For the purpose of this lecture, the employment interview types will include:

(1)Nondirective (unstructured) interview

(2) Structured interview/Semi-structure

(a) Biographical interview

(b) Competency interview

(c) Situational interview

(d) Behavioural description interview

(3) Panel interview

(4) Stress interview

(5) Computer interview

(6) Video-related interview

NON DIRECTIVE (UNSTRUCTURED) INTERVIEW

An interview that:allows maximum freedom to the interviewee to determine the course of the interview;interviewer carefully refrains from influencing the applicants remarks by asking broad, open-ended questions e.g. “tell me more about your experiences on your last job” – and permits the applicant to talk freely with minimum of interruptions.

NON DIRECTIVE (UNSTRUCTURED) INTERVIEW cont’d

interviewer listens carefully, does not interrupt and does not change subjectinterviewer uses follow-up questions to allow for elaborationsthis type of interview is particularly useful in bringing out any information, attitudes, and feelings that may be concealed or not allowed to surfacemethod is often used in at least one interview conducted with candidates for high position.

STRUCTURED INTERVIEW

More attention has been given to structured interview as a result of a concern for maximising validity of the selection decisions.

There are different types of structured interviews - biographical, behavioural, competency and situational - but they have a number of common features.


Structured Interviews

Situational Interview

Competency Interview

Behavioural Interview

Biographical Interview


An interview that:

has a standardised questions (based on job analysis) and an established set of answers against which applicants responses can be rated

provides a more consistent bases for evaluating job candidates

the interview process is based exclusively on job duties and requirements critical to job performance


it uses 4 types of questions; situational questions, job knowledge questions, job sample/simulation questions and worker requirements questions.the process involves an interview committee so that interviewee responses are evaluated by several raters.it consistently follows the same procedure so all applicants have the same chances.


interviewer takes notes and documents the interview for future references and in case of a legal challenge.the interaction is standardised as much as possible. replies are rated by the interviewer on preformatted scalemaximizes the validity of the interview process (Equal Employment Opportunities- EEO)The two most popular interview techniques are behavioural and situational interviews.


Biographical interview

An initial set of key questions to confirm applicants personal details. Usually employed as a way of putting at their easee.g. previous education and qualification, hobbies, family background etc. Competency interview

A set of key questions based on key competencies required for the job

Situational INTERVIEW

Situational Interview

Similar to structured interview, but gives applicants a hypothetical situation and asks them how they would solve deal with it.

Uses critical incident job analysis to determine aspects of job behaviour that distinguishes between effective and ineffective performance.

As structured interview, there are pre-established benchmarks answers for rating applicants responses.

BEHAVIOuRAL DESCRIPTION INTERVIEW (BDI)

Behavioural description interview

An interview in which an applicant is asked questions about what he or she actually did in a given situation.

Uses critical incident job analysis to determine aspects of job behaviour that distinguishes between effective and ineffective performance.

BEHAVIOuRAL DESCRIPTION INTERVIEW (BDI)

Behavioural description interview

The results of can be scored like other type of structured interview using agreed set dimensions.

For example, to assess a potential manager's ability to handle a problem employee, an interviewer might ask, "Tell me about the last time you disciplined an employee."

INTERVIEWING METHODSPanel InterviewAn interview in which a board of interviewers questions and observes a single candidate.A typical panel interview, the candidate meets with three to five interviewers who

take turns asking questionsAfter the interview, interviewers pool their observations and their rating scores if the interview is structured to reach a consensus about the suitability of the candidateIt a form of one-to-one Interview


Stress interviewSemi-structure interview approach designed to create anxietyPressure is put on

the applicant to find out

how he/she respondsDesigned for highly stressful jobs


Computer InterviewUsing a computer program that requires candidates to answer a series of questions tailored to the job.Answers are compared either with an ideal profile or with profiles developed on the basis of other candidates’ responses.Some companies have begun using computer

programmes and online

questions to ask preliminary set

of multiple-choice questions.

Computer Interview

The programme does not evaluate per se, but summarise responses, itemize contradictory responses, points out potentially problematic responses and generate a list of questions.Can use a screening device to filter out unqualified applicantsMost organisations use online interviews as a supplement to conventional interviewing methods.


Video interviewsUsing video conference technologies to evaluate job candidates’ technical abilities, energy level, appearance, and the like before incurring the costs of a face-to-face meeting.A number of companies (e.g. Shell Oil use videoconferencing to evaluate job candidatesAdvantages:

(1) interviews are often faster (2) more flexible

(3) less costly than face to face.

Interviewers

Team interview

Panel Interview

Individuals Sequentially

Individuals

Interviewers

EFFECTIVE INTERVIEWING

Interviewers must be selected cautiously. Desirable qualities include humility, the ability to think objectively, maturity, and poise.

Qualities to avoid include over talkativeness, extreme opinions, and biases. A bias is a systematic tendency to use or interpret information about a target in a way that results inaccurate perception.

Examples of some of the biases include:


(1) Stereotyping involves forming generalised opinion of how all members of a particular category share a set of characteristics, e.g. age, race or ethnic background appear, think, feel and act.

(2) Primacy effect (first impression) effect – the initial pieces of information that a interviewer has about a candidate have an inordinately large effect on the interviewer’s perception and evaluation of the candidate (e.g. review of application form, dress and appearance)


(3) Recency effect: the last information that a perceiver receive about a target dominates the perceiver’s perception and evaluation.

(4) Contrast effect: The perceiver’s perceptions of others influences the perceiver’s perception of a target.

(5) Self-fulfilling prophecy – a prediction that comes true because an interviewer expects it to come true.


(5) Self-fulfilling prophecy – a prediction that comes true because an interviewer expects it to come true.

(6) Similar-to-me effect - interviewers perceive candidates who are similar to themselves more positively than they perceive those who are dissimilar (e.g. age, race sex, previous work experience, personal background or other factors)


(7) Halo effect: is introduced when the perceiver’s general impression of a target - a single positive characteristic. (e.g. a subordinate who is liked by a supervisor can do no wrong in a supervisor’s eyes) (favourably) influences his or her perception of the target on specific dimensions. (8) Horns effect – is introduced when the perceiver’s general impression of a target - a single negative characteristic (unfavourably) influences his or her perception of the target on specific dimensions.


(9) Harshness, leniency and average tendency: Some perceivers tend to be overly harsh in their perceptions, some overly lenient. Other view most targets as being average.Errors can be eliminated or reduced through proper training of interviewers to make them more aware of personal behaviors and biases that influence their assessments of applicants.

Obtaining reliable and valid information

Reliability The degree to which test,

interviews and other procedure produce data can be compared over time. e.g. The same test scores to a student that is the same a few days apart.

Validity The degree to which a test or other

selection procedures such as an interview measures a person’s characteristics. e.g. an interview can determine how well an applicant can perform his/her job. Examples of validity include:

Obtaining reliable and valid information cont’d

(a)Criterion-related validity – the extent to which a selection tool “relates” with other elements of work behaviour. e.g. the results of a test relates to an actual supervisor’s rating.

(b)Content validity – the extent to which a selection instrument such as a test satisfactorily samples the knowledge and skill of an applicant to do a particular job.

(c)Construct validity – the extent to which a selection tool measures a theoretical construct or trait such as concepts relation to HRM

REACHING A SELECTION DECISION

Interviewer(s)/organisations before the final selection would assess what they are looking for in the candidate and whether the person: could do the job (assessment against the person specification) would do the job (judgements of motivation and commitment) would fit (elements of person-organisation fit)

(Note: a well-developed person specification should include criteria relating to all three areas.)

REACHING A SELECTION DECISION cont’d

The most critical step is the decision to accept or reject applicants. Fundamentally, an employer is interested in what an applicant can do and will do. The "can-do" factors include a candidate's ‘knowledge and skills, as well as the aptitude (the potential) for acquiring new knowledge and skills’. The "will-do" factors include the candidate's ‘motivation, interests, and other personality characteristics’.


Both factors are essential to successful performance on the job. The can-do factors are readily evident from test scores and verified information. What the individual will do can only be inferred from the responses to interview and application form questions and references.

“Can-Do” and “Will-Do” Factors in Selection Decisions


Decision–making strategy: Different strategies are used for different categories of jobs (managerial, executive and technical).Many factors are taken into consideration in terms of decision-making, but some of the questions considered include: 1. Should the individuals be hired according to their highest potential or according to the needs of the organisation?


2. Should the selection be concerned primarily with finding an ideal employee to match the job opening, or should a candidate’s potential advancement in the organisation be considered?

3. To what extent should those who are not qualified but are “qualifiable” be considered?

4. Should overqualified individuals be considered?


There are two basic approaches to selection.

1. Clinical approach

In this approach, those making the selection decision review all the data on the applicants and then on the basis of their understanding of the job and the individuals who have been successful in that job, they make a decision.

The decision making could be subjective.


2. Statistical approachThis approach involves the valid predictors and weighted using statistical methods.Quantified data such as scores from interviews, tests, an other procedures are then combined according to their weighted value. e.g. a candidate’s high score in one predicator (such as cognitive ability test) will make up for a low score on another predicator (such as the interview). The decision making is more objective.


Final Decision

After a preliminary selection/screening by a firm's HR department has been conducted, the applicants who appear most promising are then referred to the departments with vacancies.

These people are then interviewed by the managers or supervisors, who usually make the final decision and communicate it to the human resources department.


Notifying applicants of the decision that has been made and making job offers is often the responsibility of HR departments.

An offer is often made contingent on the applicant's passing the examination.

The combination of the different selection methods and the increased use of more objective methods can enhance the quantity and quality of information about each applicant.

Require return of a signed acceptance of the offer.

MAKING THE JOB OFFER

Medical examinations are used to determine if the applicant is physically healthy enough to perform the job, has any serious communicable diseases, has the stamina and physical conditioning to perform a hazardous or strenuous job. e.g. drug testing can be required as a condition of employment. But it must be conducted under rigorously controlled conditions and the results must be true and verifiable.

PRE-ENGAGEMENT PROCESS

Transition from applicant to employee is the final sub-system in the recruitment and selection process.

The employer-employee relationship begins to be formalised through job offer and acceptance.

The contract of employment is enacted through the employee being ready, willing and able to work on the agreed date and the employer having work and wages available.

PRE-ENGAGEMENT PROCESS

The objective of the pre-engagement activity is to ensure that the channels of communication developed up to the selection decision actively continues during the period between offer and employment.An offer letter (usually in writing) has the main features of employment e.g. Job, hours, start date, pay and benefits. The offer letter specifies any conditions to which the offer is subject and states a method and a time scale for candidate acceptance or rejection.Pre-engagement checklists may be designed to collect and provide information necessary to integrate the candidate as an employee.

orientation

Activated during the pre-engagement process and is not complete until the employer and the employee are reasonably satisfied with the employment relationship.A formal process of familiarising new employees with the organisation, their jobs, and their work units.The orientation process is a continuous activity and the elements include:the provision of organisational information, including sources of rules and regulations

ORIENTATION

provision of job and department information the communication of organisational

values and beliefs the encouragement of effective

organisational relationshipsthe analysis of training needs and the

consideration of short-, medium- and long- term development responses

the formal and informal review of performance and access to

mentoring system

ORIENTATION

Benefits:1.Lower turnover2.Increased productivity3.Improved employee morale4.Lower recruiting and training costs5.Facilitation of learning6.Reduction of the new employee’s anxiety

SUMMARY

Selection is a process that matches individuals and their qualification to jobs in an organisation

Interview methods include unstructured, structured and semi-structured interview techniques

Structured interviews, including behavioural and situational are more effective than nondirective and unstructured interviews.

Interviews can be conducted by a single individual, by a panel, or via a computer.

Training should be given in order to avoid biases.

In the process of making decisions, all can-do and will-do factors are assembled and weighted so that the final offer can be based on a composite of the most reliable and valid information.

Medical examination may be an appropriate part of the selection process for some employers.

The transition from applicant to employee is a vital element of the recruitment and selection process.

Documents

(Managing talent in the employment relationships) · applicant: application forms/online application Advantages include: Generate a larger number of applicants tend to promote greater