Foundations%20of%20Selection

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CHAPTER 7

• Foundations of Selection

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CHAPTER 7 TOPICS

• 1 Selection process
• 2 Purpose of selection activities
• 3 Application forms
• 4 Performance simulation tests
• 5 Job interviews
• 6 Realistic job previews
• 7 Background investigations
• 8 Validity
• 9 Determining validity

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1 SELECTION PROCESS

• Standard pattern
• Skip some steps
• Inform applicants
• Get more information
• Background
• Motivation
• Abilities
• Multiple decision makers

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1 SELECTION PROCESS STEPS

• 1. Initial screening interview
• 2. Complete application form
• 3. Employment tests
• 4. Comprehensive interview
• 5. Background investigation
• 6. Conditional job offer
• 7. Physical exam
• 8. Permanent job offer

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2 PURPOSE OF SELECTION ACTIVITIES

• Needs careful planning and thought
• Successively higher hurdles
• Provide decision makers with information to
  determine that applicant will be a successful
  performer

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3 STEP 1 - INITIAL SCREENING

• Two parts
• Screening applications
• Screening interview
• Result???
• Applicant pool
• HRM can describe job
• Identify salary range

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3 INITIAL SCREENING

• Applicants eliminated due to
• Inappropriate skills, experience
• Red flags
• Gaps in employment history
• Courses instead of degrees
• Lots of brief jobs

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3 STEP 2 - APPLICATION FORMS

• Provides basic information
• Must be work related
• EEO requirement
• Work history
• Indicates ability to follow directions
• Documents employment at will

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3 APPLICATION FORMS

• Signature on form
• Grounds for later dismissal if falsified
• Permission to check background and work history
• Communicates employment at will

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3 WEIGHTED APPLICATION FORMS

• Differentiate between successful and unsuccessful
  job performers
• Weighted more heavily in hiring decision
• Potential outcomes
• Performance
• Organization tenure

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3 WEIGHTED APPLICATION FORMS

• Possible weighted factors
• Education
• Prior work experience
• Salary data
• Military experience
• Which ones to use???

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3 GOOD APPLICATION FORMS

• Useful for a number of jobs
• Good predictive ability
• Legal
• Validated for each job

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4 STEP 3 - EMPLOYMENT TESTS

• Historical uses - intelligence, aptitude,
  ability, honesty, interest
• Legal issues caused decrease in use- job
  relatedness
• 60 of companies use some form of employment test

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4 TYPES OF EMPLOYMENT TESTS

• Performance simulation tests
• Engage in actual job behaviors
• Avoid criticism about aptitude, psychological or
  other paper and pencil tests
• Work sampling
• Assessment centers

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4 WORK SAMPLING

• Based on job analysis
• Work sample element matched to job performance
  element
• Content validity EEOC
• Difficult to construct appropriate actions
• Not applicable to all levels (managers)

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4 ASSESSMENT CENTERS

• Manager potential
• Group and individual exercises
• Evaluated by peers, supervisors, psychologists
• Good indicators of job performance potential

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5 STEP 4 - JOB INTERVIEWS

• Multiple people - HR managers, supervisors,
  colleagues
• Probe areas not accessed by application forms or
  employment tests
• Questions must be job related

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5 INTERVIEW RELIABILITY

• Types
• Individual
• Panel
• Technical
• Stress
• Situational
• Almost all jobs have the 1on1 aspect in selection
• HOWEVER.

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5 INTERVIEWS ARE BIASED

• Impression management
• Interviewers have bad, inaccurate memories
• When are decisions made??? First few minutes
• SO..

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5 INFLUENCING AN INTERVIEW

• Prior knowledge
• Stereotype
• Order of interviews is important
• Order of information presented is important
• Negatives get high weight
• See Exhibit 7-3
• see page 199 more stuff here

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Exhibit 7-3 Conclusions About Interviewing
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5 GOOD INTERVIEWERS

• Take meaningful notes
• Use structured interviews
• Same questions
• Same order
• Are aware of their bias
• Use multiple decision factors

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6 REALISTIC JOB PREVIEWS

• Reduce voluntary turnover
• Present favorable and unfavorable job features
• Part of interview
• Create work expectations
• Best use with good jobs

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7 STEP 5 - BACKGROUND INVESTIGATIONS

• Accuracy of application form
• Contact former employers
• Contact references
• Verify education
• Legal status to work
• Credit history
• Criminal records

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7 BACKGROUND INVESTIGATION

• Performed by
• Internal - HR staff (cheaper)
• External - Third party investigators - (more
  thorough)

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7 BACKGROUND INVESTIGATION

• Nearly half of all applicants exaggerate
  something
• Qualified privilege legal
• Documentation is important

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7 STEP 6 - CONDITIONAL JOB OFFER

• So far, so good
• Usually made by HR
• Depending on medical, drug, or other remaining
  tests

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7 STEP 7 - PHYSICAL EXAM

• Only used to identify people physically unable to
  perform jobs
• ADA issues
• Baseline for health insurance (after employment)
• Drug testing

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7 STEP 8 - PERMANENT JOB OFFER

• Decision made by manager
• Best able to decide
• No one else to blame
• Offer made by HR for administrative purposes
• EEO compliance

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7 COMPREHENSIVE APPROACH

• All applicant put through all steps
• Most people have strengths and weaknesses
• Good candidates are not eliminated early

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7 COMPREHENSIVE APPROACH

• Expensive
• Time
• Money
• People
• ANY TECHNIQUE NEEDS TO STAND UP TO ALLEGATIONS
  OF DISCRIMINATORY PRACTICE

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7 JOB CHOICE - THE CANDIDATE

• Match job to personality
• Attractiveness of company
• Meet goals
• Positive expectations
• Treat those you dont select well - image for
  later years and friends

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7 SELF-MANAGED TEAMS SELECTION

• STRENGTHS
• Workers empowered to select potential coworkers
• Two (many) heads are better than one!
• AND.

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7 SELF-MANAGED TEAMS SELECTION

• Commitment to new worker
• Focus on
• Technical skills
• Personal traits (reliability, communication)

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7 SELF-MANAGED TEAM SELECTION

• WEAKNESSES
• Legal issues
• Interview techniques
• Friction about decision made

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8 GOOD PREDICTORS

• Reliable - consistent (A yard is a yard with a
  yardstick)
• Valid - meaningful, related to relevant criteria
• (How about using eye color to determine course
  grades?)

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8 VALIDITY

• Content
• What is measured is relevant
• Typing test
• Typing - good
• Spelling - maybe not
• Construct
• Complex, abstract
• SAT
• College success???

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8 AND.MORE VALIDITY

• Criterion-related (relevance to doing A Job)
• Predictive
• Test now for later performance
• Concurrent
• Test current employees employees
• PREDICTIVE IS BETTER

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9 DETERMINING VALIDITY

• Correlation coefficient
• Validity coefficient
• Cut scores
• Raise - better quality
• Lower - more applicants
• See Exhibit 7-6

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Exhibit 7-6 Validity Correlation Analysis After
Cut Score Is Raised
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9 VALIDITY GENERALIZATION

• Meta analysis
• Useful for multiple jobs
• Consistency
• Efficiency

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9 GLOBAL SELECTION ISSUES

• Broader issues
• Family
• Culture
• Personal (health)
• American women.

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QUICK REVIEW CHAPTER 7

• ANSWER THESE QUESTIONS ON A SHEET OF PAPER.
• 1. THE MOST IMPORTANT THING WE DID IN CLASS
  TODAY _______.
• 2. I STILL HAVE QUESTIONS ABOUT_______.
• 3. THE BEST THING IN CLASS TODAY WAS ____.
• 4. DONT D0 ____________ ANYMORE.
• TURN IN YOUR PAPERS, PLEASE. NO NAMES. WELL
  TALK NEXT CLASS SESSION

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PREVIEW CHAPTER 8

• Remember what you did the first day on a job?
• What did you do on the first day of the job you
  have liked the best?
• What did you do on the first day of the job you
  have liked the least?
• Not enough experience on your own? Ask a friend
  or family member
• Bring these with you to class next time.

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Exhibit 7-1 Selection Excellence at Toyota
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Exhibit 7-2 The Selection Process
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Exhibit 7-4 Immigration Reform and Control Act
of 1986
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Exhibit 7-5 Predictive v. Concurrent Validation
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Exhibit 7-7 Validity Correlation Analysis After
Cut Score Is Lowered