Employee Selection Managing Human Resources Belcourt * Bohlander * Snell Copyright © 2008 by Nelson, a division of Thomson Canada Limited All rights reserved 5th Canadian edition PowerPoint Presentation by Monica Belcourt, York University and Charlie Cook The University of West Alabama Objectives After studying this chapter, you should be able to: Explain the objectives of the personnel selection process Identify the various sources of information used for personnel selection Compare the value of different types of employment tests Illustrate the different approaches to conducting an employment interview Describe the various decision strategies for selection Copyright © 2008 by Nelson, a 6–2 Matching People and Jobs • Selection  The process of choosing individuals who have relevant qualifications to fill existing or projected job openings • Selection Considerations  Person-job fit: job analysis identifies required individual competencies (KSAOs) for job success  Person-organization fit: the degree to which individuals are matched to the culture and values of the organization Copyright © 2008 by Nelson, a 6–3 The Goal of Selection: Maximize “Hits” Figure 6.1 Copyright © 2008 by Nelson, a 6–4 Steps in the Selection Process Hiring Hiringdecision decision Supervisor/team Supervisor/teaminterview interview Preliminary Preliminaryselection selectioninin HR HRdepartment department Background Backgroundinvestigation investigation Employment Employmenttesting testing (aptitude, achievement) (aptitude, achievement) Initial Initialinterview interviewinin HR HRdepartment department Completion Completionof ofapplication application Note: Steps may vary An applicant may be rejected after any step in the process Figure 6.2 Copyright © 2008 by Nelson, a 6–5 The Selection Process • Obtaining Reliable and Valid Information  Reliability  The degree to which interviews, tests, and other selection procedures yield comparable data over time and alternative measures  Validity  Degree to which a test or selection procedure measures a person’s attributes Copyright © 2008 by Nelson, a 6–6 Reliability as Stability over Time HIGH RELIABILITY APPLICANT Smith Perez Riley Chan TEST SCORE 90 65 110 80 RETEST SCORE 93 62 105 78 VERY LOW RELIABILITY APPLICANT Smith Perez Riley Chan TEST SCORE 90 65 110 80 RETEST SCORE 72 88 67 111 Copyright © 2008 by Nelson, a 6–7 Reliability as Consistency (Interrater Reliability) HIGH RELIABILITY APPLICANT Smith Perez Riley Chan Rater #1 Rater #2 8 Rater #3 5 VERY LOW RELIABILITY APPLICANT Smith Perez Riley Chan Rater #1 Copyright © 2008 by Nelson, a Rater #2 Rater #3 6–8 Valid and Invalid Tests Copyright © 2008 by Nelson, a 6–9 Approaches to Validation • Criterion-related Validity  The extent to which a selection tool predicts, or significantly correlates with, important elements of work behaviour  A high score indicates high job performance potential; a low score is predictive of low job performance • Concurrent Validity  The extent to which test scores (or other predictor information) match criterion data obtained at about the same time from current employees  High or low test scores for employees match their respective job performance Copyright © 2008 by Nelson, a 6–10 Interviewing Methods (cont’d) • Situational Interview  An interview in which an applicant is given a hypothetical incident and asked how he or she would respond to it • Behavioural Description Interview (BDI)  An interview in which an applicant is asked questions about what he or she actually did in a given situation • Panel Interview  An interview in which a board of interviewers questions and observes a single candidate Copyright © 2008 by Nelson, a 6–31 Interviewing Methods (cont’d) • Computer Interview  Using 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 • Video interviews  Using 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 Copyright © 2008 by Nelson, a 6–32 Highlights in HRM Highlights 6.3 Copyright © 2008 by Nelson, a 6–33 Variables in the Employment Interview Figure 6.8 Copyright © 2008 by Nelson, a 6–34 Ground Rules for Employment Interviews • Establish an interview plan • Establish and maintain rapport • Be an active listener • Pay attention to nonverbal cues • Provide information freely • Use questions effectively • Separate facts from inferences • Recognize biases and stereotypes • Control the course of the interview • Standardize the questions asked Copyright © 2008 by Nelson, a 6–35 Medical examination • To ensure health and fitness of applicants • Provides a baseline against which subsequent exams can be compared • BUT, can only be conducted after an offer of employment has been made and can only assess abilities to perform essential job duties Copyright © 2008 by Nelson, a 6–36 Drug Testing • The following types of testing are not allowed:  Pre-employment drug testing  Pre-employment alcohol testing  Random drug testing  Random alcohol testing Copyright © 2008 by Nelson, a 6–37 “Can-Do” and “Will-Do” Factors in Selection Decisions Figure 6.9 Copyright © 2008 by Nelson, a 6–38 Reaching a Selection Decision • Selection Considerations:  Should individuals to be hired according to their highest potential or according to the needs of the organization?  At what grade or wage level to start the individual?  Should selection be for employee- job match, or should advancement potential be considered?  Should those not qualified but qualifiable be considered?  Should overqualified individuals be considered?  What effect will a decision have on meeting employment equity plans and diversity considerations? Copyright © 2008 by Nelson, a 6–39 Selection Decision Strategies Clinical Clinical Approach Approach Subjectivity Subjectivity Statistical Statistical Approach Approach Objectivity Objectivity Compensatory CompensatoryModel Model Average Average Multiple MultipleCutoff CutoffModel Model Minimum Minimum Multiple MultipleHurdle Hurdle ModelModel-Sequential Sequential Copyright © 2008 by Nelson, a 6–40 Selection Decision Models • Compensatory Model  Permits a high score in one area to make up for a low score in another area • Multiple Cutoff Model  Requires an applicant to achieve a minimum level of proficiency on all selection dimensions • Multiple Hurdle Model  Only applicants with sufficiently high scores at each selection stage go on to subsequent stages in the selection process Copyright © 2008 by Nelson, a 6–41 Selection Process (cont’d) • Selection Ratio  The number of applicants compared with the number of people to be hired • Cutoff Score  The point in a distribution of scores above which a person is considered and below which a person is rejected Copyright © 2008 by Nelson, a 6–42 Test Score Scatterplot with Hypothetical Cutoffs Figure 6.10 Copyright © 2008 by Nelson, a 6–43 Selection Process (cont’d) • Final Decision  Selection of applicant by departmental or immediate supervisor to fill vacancy  Notification of selection and job offer by the human resources department Copyright © 2008 by Nelson, a 6–44 Key Terms • achievement tests • aptitude tests • behavioural description interview (BDI) • compensatory model • concurrent validity • construct validity • content validity • criterion-related validity ã cross-validation ã multiple cutoff model Copyright â 2008 by Nelson, a • • • • • • • • • • • multiple hurdle model nondirective interview panel interview predictive validity reliability selection selection ratio situational interview structured interview validity validity generalization 6–45