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