Transcript Document

Human Resource Management
Chapter 7
EMPLOYEE SELECTION
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Objectives
• Explain strategic selection.
• Understand the need for validation of employee
selection procedures.
• Describe sone of the major research findings on
selection.
• Evaluate the use of psychological tests in selection
• Appreciate the factors that make for successful
selection interviewing.
• Discuss two approaches to making the selection
decision.
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What is Selection?
• The hiring and retention of key
human resources
• Choosing the right people for the
right job
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Strategic Selection
• The linking of selection activities to the
organization’s strategic business objectives and
culture.
• An organisation’s ultimate success depends on the
best applicants being selected.
• Jobs and people must be matched to ensure
employee satisfaction and organisational
effectiveness.
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The Cost of a Poor selection Decision
DIRECT COSTS
Employee may not complete probationary period
 Re-advertising costs
 Panel time and effort
 Personnel staff time and effort
INDIRECT COSTS
• Disruption to work routines
 Frustration
 Quality issues
 Colleague investment
• Loss of investment
•Difference in performance level
Optimum level performance sought
- Marginal performance achieved
=Performance gap
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Selection Policy
• Selection decisions must accord with organisational
policy
• Issues to be considered include:
- Equal employment opportunity
- Quality of people
- Source of people
- Management roles
- Selection techniques
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Selection Policy
Equal employment opportunity
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Means giving people a fair chance to succeed without discrimination
based on unrelated job factors such as age, race, sex or nationality
Quality of people: how would the “suitability” of candidates be measured?
Source of people: Internal/external/domestic/international people
Management roles: Who make final decision on hiring? Role of HRM?
Selection techniques: interviews/tests/medical examination?
Legal issues: licensed person for the professional?
Costs: Budget? Which department is responsible for the costs?
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TYPICAL SELECTION STEPS IN LARGE ORGANISATIONS
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Reception of applicant
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Preliminary interview
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Application form
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Tests
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Interviews
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Background investigations
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Preliminary screening by human resource department
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Final selection by line managers
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Medical examination
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Placement on the job
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Application Form and EEO
Requirements (Questions not to ask)
Questions not to ask on an application form:
• Marital status
• sex
• Age
• Residential status
• National or ethnic origin
• Photographs
• Race or colour
• Relatives
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Tests
• Employment tests: assess the match between
applicant and job requirements
• Interest tests: compare applicant’s interest patterns
with successful people in a particular job
• Aptitude tests: measure special abilities that are
required in specific jobs
• Intelligence tests: measure an applicant’s
intelligence or ‘IQ’
• Personality tests: measure basic aspects of a
person’s personality
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Testing and EEO
• Tests must be proven as being able to
predict job performance
• Tests must not discriminate
• Tests must be job related
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Selection Interviews
• Selection interviews confirm/reject information in
the application
BUT…
• The selection interview is a subjective process and
prone to
– bias
– stereotypes
– initial impressions
– poor memory
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How to interview successfully
• Know the job
• Know the personal attributes, experience, skills
and qualifications
• Set specific objectives
• Provide the proper setting for the interview
• Review the application form or résumé
• Beware of prejudices
• Don’t make snap decisions
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How to interview successfully (cont)
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Put the applicant at ease
Watch the body language
Encourage the applicant to do most of the talking
Keep control of the interview
Explain the job
Close the interview
Write up the interview
Check references
Evaluate the interview
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Listening
There are three types of listening
• Listening to understand
• Listening to empathise
• Listening to evaluate
• Listening is not easy. Many learn to be passive
listeners, merely accepting what is said. This is not
good enough for an interviewer.
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Non-Verbal Actions
Non-verbal actions complement words, add meaning and
feelings
Non-verbal actions may be used instead of words. Silence is
not a void that has to be filled.
Non-verbal actions may contradict words, convey a different
message from what is being said.
Some non-verbal may give a positive or negative impression.
Some examples of non-verbal interactions:
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Head nods, shakes
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Facial expressions
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Voice inflection
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Posture
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Interview Questions
Questions should be clear and
concise, should follow a natural
conversational sequence, and be in
words the candidate can understand.
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Questions
Types of Questions to Use
• Open questions - those requiring more than one
word answers
• Closed questions - when you want specific
information, or wish to limit or close discussion of
a topic, eg, How many? How long? When?
• Comparative questions - these save time and also
give assessment information, eg, ‘Which job did
you prefer?’; then ‘Why?’ or ‘How do/did these
two jobs differ?’
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Types of Questions to Avoid
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Vague or Ambiguous:
eg, ‘How did you find that job?’
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Direct:
eg, ‘I take it you are good with people?’
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Double or Triple:
eg, ‘What made you choose that job, how did you like it; was it all
you had hoped it would be?’
Ask one question at a time, using the others as
supplementary questions if necessary.
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Leading or Loaded:
eg, ‘When are you going to settle down to a real career?’
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Trick Questions:
These could land you in trouble and make you look foolish, with no useful
knowledge gained in the process.
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Other Selection Techniques
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Biographical information blank (BIB)
Panel interviews
Group interviews
Computer interviewing
Video interviewing
Assessment centres
The polygraph
Honesty tests
Graphology
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The Selection Decision
• Compensatory approach: the manager considers
all of the selection data for candidates who have
successfully passed the initial screening. This
allows a better overall impression of the applicant.
• Successive hurdles approach: the selection
predictors are ranked according to their
effectiveness (from most valid to least valid). For
example, if an intelligence test has the highest
correlation with job success, it will be the first
hurdle in the selection process.
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