Human Resource Management ELEVENTH EDITON

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Human ResourceManagement ELEVENTH EDITON
SECTION 2StaffingtheOrganization
Robert L. Mathis ? John H. Jackson
Chapter 8

• Selecting Human resources

PowerPoint Presentation by Dr. Zahi Yaseen
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Selecting Human resources

• After you have read this chapter, you should be
  able to
• Diagram the sequence of a typical selection
  process.
• Identify three types of selection tests and legal
  concerns about their uses.
• Discuss several types of selection interviews and
  some key considerations when conducting these
  interviews.
• Explain how legal concerns affect background
  investigations of applicants and use of medical
  examinations in the selection process.
• Describe the major issues to be considered when
  selecting candidates for global assignments.

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Selecting Human resources

• Selection the process of choosing individuals
  who have relevant qualifications to fill jobs in
  an organization.
• - Good training will not make up for bad
  selection.
• - Hire hard, manage easy.
• Selection responsibilities Figure 1

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Typical Division of HR Responsibilities
Selection
Figure 1
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Selecting Human resources

• Placement
• Fitting a person to the right job.
• Person-job fit
• Matching the knowledge, skills and abilities
  (KSAs) of people to the characteristics of jobs
  (tasks, duties and responsibilities).
• Benefits of person-job fit
• Higher employee performance
• Lower turnover and absenteeism

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Selecting Human resources

• Criteria, predictors, and job performance
  criteria of selection consists of characteristics
  needed to do the job well. Predictors is a
  measurable indicators of selection criteria.
  Figure 2
• Validity
• The correlation between a predictor and job
  performance
• Reliability
• The extent to which a predictor repeatedly
  produces the same results, over time.
• Legal concerns with selection discrimination,
  equal employment, applicants reviewed according
  to specific criteria, due date, clear job
  vacancies.

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Job performance, selection criteria, and
predictors
Figure 2
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HR Employment Functions

• Receiving applications
• Interviewing applicants
• Administering tests to applicants
• Conducting background investigations
• Arranging physical examinations
• Placing and assigning new employees
• Coordinating follow-up of new employees

• Exit interviewing departing employees
• Maintaining employee records and reports.

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Selection Process Flow Chart
Figure 3
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Selecting Human resources

• 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.

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Selecting Human resources
Pre-Employment Screening

• Pre-screening interview
• Verify minimum qualifications
• Electronic pre-screening
• Scanning resumes and applications
• Electronic submission
• of applications

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Selecting Human resources
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 contacts
• Obtains applicants permission to contact
  references.
• 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.

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Selecting Human resources
Selection Testing

• Ability Tests
• - Cognitive Ability Tests
• Measure an individuals thinking, memory,
• reasoning, and verbal and mathematical
  abilities.
• - Physical Ability Tests
• Measure strength, endurance, and muscular
  movement
• - Psychomotor Tests
• Measure dexterity, hand-eye coordination,
  arm-hand steadiness, and other factors.
• - Situational Judgment tests
• persons responds in certain situations.

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Selecting Human resources
Selection Testing

• Personality Tests
• Minnesota Multiphasic Personality Inventory
  (MMPI)
• Honest and Integrity Testing
• Overt integrity tests
• Personality-oriented integrity tests
• Polygraphs (lie detector)
• Controversial and Questionable Tests
• - Graphology (Handwriting Analysis)
• - Psychics Persons who are supposedly able
  to determine
• a persons intellectual and emotional
  suitability for
• employment

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Big Five Personality Characteristics
Figure 4
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Selecting Human resources
Selection Interviewing

• Selection Interviewing designed to identify
  information on a candidate and clarify
  information from other sources.
• Types of Interviews
• 1- Structured Interview
• 2- Less structured interview
• 3- Stress Interview

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Selecting Human resources

• Structured Interview
• Uses a set of standardized questions asked of all
  job applicants.
• Useful for initial screening and comparisons
• Benefits
• Obtains consistent information needed for
  selection decision
• Is more reliable and valid than other interview
  formats
• Meets EEO guidelines for the selection process
• Types of structured Interviews
• - Biographical Interview
• - behavioral Interview
• - Competency Interview
• - Situational Interview

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Selecting Human resources

• Biographical Interview
• -Focuses on chronological exploration of
  the candidates
• past experience.
• Behavioral Interview
• - giving specific examples of how they
  have performed a
• certain task or handled a problem in
  the past.
• - Helps discover applicants suitability
  for current jobs
• based on past behaviors
• Competency Interview
• - similar to behavior interview, except
  it provides specific
• measurement Describe your most
  significant
• accomplishments , the answer might
  discover
• competencies.

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Selecting Human resources

• Situational Interview
• -Applicants are asked how they would
  respond to a
• specific job situation related to the
  content of the job
• they are seeking.
• Less- Structured Interview
• Non- Directive interview
• Applicants are queried using questions that
  are developed from the answers to previous
  questions.
• Stress Interview
• An interview designed to create anxiety and
  put pressure on an applicant to see how the
  person responds.

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Selecting Human resources

• Who Does The Interview?
• Individual HR personnel for less skilled jobs.
• Multiple interviews starts with HR, then a
  manager
• Panel interview several interviewers meet with
  the candidate at the same time.
• Team interview applicants are interviewed by the
  team members with whom they work.
• Video interviewing used by large corporations,
  to lower the number of candidates.
• Figure 5

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Who Does Interviews
Figure 5
Individuals
PanelInterviews
Interviews
VideoInterviewing
TeamInterviews
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Selecting Human resources

• Effective interviews
• Questions should be asked the applicants, figure
  6
• Basics of the Interview
• - planning the interview selecting the time,
  place, private location, accurate info, make
  notes..
• - controlling the interview talk not more than
  25 of the time.
• Questions techniques
• - good questions talks about the past to
  predict the future, like when.
• - poor questions questions lead to unclear
  answer, obvious questions, not job related or
  illegal.

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• .

General questions What are your strengths
And weakness? Why did you leave last job? Why
should we hire you ?
Questions about Motivation How do you measure
success? What rewards mean most to you? What
projects make you excited?

• Working with others
• What kind of people do you
• like to work with?
• Describe your management style
• How do others see you ?

Problem solving Describe a difficult problem
you faced and solved Describe a sales you could
not make and explain why?
Selection Interview

• Integrity Indicators
• Tell me about a time when you were not honest
• How do you react when you asked to do something
  unethical ?
• When did you last break a rule?

Figure 6
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Selecting Human resources

• Effective interviews
• Questions should be asked the applicants, figure
  6
• Basics of the Interview
• - planning the interview selecting the time,
  place, private location, accurate info, make
  notes..
• - controlling the interview talk not more than
  25 of the time.
• Questions techniques
• - good questions talks about the past to
  predict the future, like when.
• - poor questions questions lead to unclear
  answer, obvious questions, not job related or
  illegal.
• - listening responses listen to the candidate to
  end.

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Selecting Human resources

• Effective interviews
• Problem in the Interview
• - Snap judgment very fast judgment before
  collect information.
• - Negative emphasize Unfavorable info weighted
  double.
• - Hallo affect one characteristic might hire a
  candidate, devil horn.
• - Biases similarity bias to the interviewer.
• - Cultural Noise applicants responses are
  socially acceptable rather than factual
  responses.

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Problems in the Interview
Problems in the Interview
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Selecting Human resources

• Background investigation
• It might take place before or after the in-depth
  interview. The employer must validate the resume.
  
• Types of references
• 1- Academic references University, college
• 2- Prior work references former employer, title,
  salary
• 3- financial references bills, creditors,
  banks..
• 4- law enforcement records police files
• 5- personal references relatives, friends,
• References checking methods
• - By phone
• - writing
• Medical Examination
• - Drug testing
• - Genetic testing