Selecting Human Resources Module 3 Like and archer who wounds
at random is he who hires a fool or any passer-by. -Solomon
Slide 3
Jack Welch (Winning) on Selection Nothing matters more in
winning than getting the right people on the field. All the clever
strategies and advanced technologies in the world are nowhere near
as effective without great people to put them to work. Looking for
Integrity You also have to rely on your gut. Does the person seem
real? Does she openly admit mistakes? Does he talk about his life
with equal measures of candor and discretion? When hiring for the
top: The first characteristic is authenticity. Why? Its simple. A
person cannot make hard decisions, hold unpopular positions or
stand tall for what he believes unless he knows who he is an feels
comfortable with that. Every leader makes mistakes. Every leader
stumbles and falls. The question for a senior level leader is: does
she learn from her mistakes, regroup, and them get going again with
renewed speed, conviction and confidence.
Slide 4
Leaders are Readers Peter Drucker (1974)- Management: Tasks,
Responsibilities, Practices An employer has no business with a mans
personality. It is immoral as well as an illegal intrusion of
privacy. It is an abuse of power. Employment is a specific contract
calling for a specific performancean employee owes no loyalty, he
owes no love and no attitudeshe owes performance and nothing
else.
Slide 5
General Eric Shinseki Shinseki Top U.S. Army General. (retired)
Initiated Future Combat Systems and Stryker Interim- Force Brigade
Combat Teams (Urban warfare) Accurately predicted Iraq requirements
When asked the number one attribute needed by soldiers and
commanders said judgment. How do you hire this?
Slide 6
Perspectives https://www.youtube.com/watch?v=Y7Zpm8OK3jY Longer
Video if interested:
https://www.youtube.com/watch?v=R9ki2SQdGT8
Slide 7
Selection and Placement Selection The 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. The state (developable) or trait (stable) distinction
Placement Fitting a person to the right job. Target- Person-job Fit
Matching the knowledge, skills and abilities (KSAs) of people to
the characteristics of jobs (tasks, duties and
responsibilitiesTDRs). Benefits of person-job fit Higher employee
performance Lower turnover and absenteeism Other types of fit:
Person-Organization fit- alignment with values and expectations
Person-Supervisor fit- alignment with preferred supervision
style
Slide 8
Applicant Job Interest Realistic Job Preview The 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. Refining the
psychological contract with an RJP
Slide 9
Electronic Screening Use 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
Slide 10
Applications Purposes of Applications Record of applicants
interest in the job Part of defining who is an applicant Provides a
profile of the applicant Basic record for applicants who are hired
Research effectiveness of the selection process Resumes as
Applications Resumes are applications for EEO purposes. Resumes
should be retained for at least three years. Immigration Forms
(Eligibility to Work) INS I-9 form must be completed within 72
hours.
Slide 11
Application Disclaimers and Notices Employment-at-will
Indicates the right of the employer or employee to terminate the
employment relationship at any time with or without notice or
cause. References Obtain applicants permission to contact
references on the application itself. Employment testing Notifies
applicants of required drug tests, physical exams, or other tests.
Application time limits Indicates how long the application will
remain active. Information falsification Indicates that false
information is grounds for termination.
Slide 12
EEO Considerations and Application Forms Applications should
not contain illegal (nonjob- 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
Slide 13
Acceptable Documents for Verifying Eligibility to Work in the
U.S.
Slide 14
Job Tests: Legal Concerns and Selection Testing Legal Concerns
and Selection Testing Job-relatedness (validity) of selection tests
(PERFORMANCE) Reliability- tests the same thing over and over
Compliance with EEO and ADA laws and regulations Proper Use of
Tests in Selection Use for additional information, not
disqualification Negative reactions by test takers to certain tests
Costs of testing versus bad hires Example- strong relationship
between conscientiousness and absenteeism
Slide 15
2011 Cengage Learning. All rights reserved. May not be scanned,
copied or duplicated, or posted to a publicly accessible Web site,
in whole or in part. 714 Selection Testing: Ability Tests Ability
Tests Aptitude and Achievement Cognitive Ability Tests Psychomotor
Tests Physical Ability Tests Work Sample Tests Situational Judgment
Tests Assessment Centers
Slide 16
715 Other Tests Personality Tests Minnesota Multiphasic
Personality Inventory (MMPI) Myers-Briggs Fakability and
personality tests Honest/Integrity Tests Socially desirable
responses False positives Polygraph tests (lie detector) The
Employee Polygraph Protection Act prohibits pre- employment testing
(in most instances).
Slide 17
716 FIGURE 76 Big Five Personality Characteristics
Slide 18
717 Controversies in Selection Testing General Mental Ability
Testing Minority groups tend to score lower on tests Requires
business necessity defense and validation. Personality Testing
Explains very little about actual job outcomes.