Transcript Document

Chapter 8
The Selection Process
McGraw-Hill/Irwin
Copyright © 2009 by The McGraw-Hill Companies, Inc., All Rights Reserved.
External Candidates
McGraw-Hill/Irwin
Copyright © 2009 by The McGraw-Hill Companies, Inc., All Rights Reserved.
Logic of Prediction: Past Performance
Predicts Future Performance
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Not specific enough to make selection decisions
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Job titles
Number of years of experience
What counts is the specific types of experiences
required and the level of success at each
8-3
Assessment Methods
by Applicant Flow
Stage
9-4
Resumes and Cover Letters
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Information provided is controlled by applicant
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Information needs to be verified by other predictors
to ensure accuracy and completeness
Major issues
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Large number received by organizations
Falsification and misrepresentation of information
8-5
Overview of Application Blanks
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What areas are covered?
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Education
Training
Job experience
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Key advantage -- Organization dictates
information provided
 Major issue -- Information requested should
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Be critical to job success and
Reflect KSAOs relevant to job
8-6
Reference Checks
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Approach involves verifying applicant’s
background via contact with
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Prior immediate supervisor(s) or coworkers, or
HR department of current of previous companies
What are the possible problems?
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Same as problems with letters of recommendation
Reluctance of companies to provide requested
information due to legal concerns
8-7
Fair Credit Reporting Act (1970)
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Purpose
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Required compliance
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Regulates organization’s acquisition and use of consumer
reports on job applicants
Before obtaining a report, organization must
 Give applicant notice in writing a report may be obtained
 Obtain written authorization from applicant
If an “adverse action” is taken, organization must
 Notify (written, oral, electronic) applicant of adverse action
 Provide information of consumer reporting agency to
applicant
 Provide notice of applicant’s rights to applicant
Enforcement
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Enforced by Federal Trade Commission
Noncompliance may result in fines up to $1,000
2-8
EEOC’s Enforcement Guidance on
Criminal Records (2012)
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For arrest and conviction records in employment
decisions
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Blanket policies may result in:
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Inquiring about arrest and/or conviction records, while not per
se unlawful, can lead to potential discrimination issues if not
handled properly.
Disparate impact
Disparate treatment
Race and national origin
Determinations should be made on an individual caseby-case basis
2-9
EEOC’s Enforcement Guidance on
Criminal Records (2012)
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Generally prohibits decisions based on
arrests/convictions that are not job related and
consistent with business necessity – criteria:
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Nature of the crime; and
Time elapsed since it occurred; and
Its relation to the nature of the job had or sought.
Employers need to
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Give notice to applicant or employee that they have been
screened out because of criminal conviction;
Provide with opportunity to demonstrate that exclusion should
not be applied due to their particular circumstances; and
Consider whether the additional information provided warrants
an exception to the exclusion and shows that the policy as
applied is not job related and consistent with business
necessity.
2-10
Use of Criminal Records - California
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Don’t ask applicants to disclose information
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About an arrest or detention that did not result in conviction.
Relating to a referral to or participation in a criminal diversion
program (a work education program as part of probation).
About convictions for most marijuana possession offenses
more than two years old.
You can’t seek the information from any other source,
nor use it as a factor in hiring, promoting, training, or
termination.
 You can ask employees and applicants about any
arrest for which the employee or applicant is out on
bail or out on their own recognizance pending trial.
 Certain exceptions exist for peace officers, health care
employees, and people with access to drugs and
medication.
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2-11
Initial Interview
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Characteristics
Begins process of necessary differentiation
 Purpose -- Screen out most obvious cases
of person / job mismatches
 Limitation -- Most expensive method
of initial assessment
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Video and computer interviews
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Offers cost savings
8-12
Evaluation of Initial Interview
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Guidelines to enhance usefulness
Ask questions assessing most basic KSAOs
 Stick to basic, fundamental questions
suitable for making rough cuts rather than
subjective questions
 Keep interviews brief
 Ask same questions of all applicants
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8-13
Discretionary Assessment
Methods
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Used to separate people who receive job
offers from list of finalists (assumes each
finalist is considered fully qualified for position)
 Often very subjective, relying heavily on
intuition of decision maker
 Factors other than KSAOs are evaluated
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Assess person/organization match
Assess motivation level
Assess people on relevant organizational
citizenship behaviors
9-14
Contingent Assessment Methods
“We offer you this job contingent upon
….”
 Might involve confirmation of
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Drug test results
 Medical exam results
 Background check results
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9-15
Internal Candidates
McGraw-Hill/Irwin
Copyright © 2009 by The McGraw-Hill Companies, Inc., All Rights Reserved.
Logic of Prediction: Past Performance
Predicts Future Performance

Advantages of internal over external selection
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Greater depth and relevance of data available
on internal candidates
Greater emphasis can be placed on samples
and criteria rather than signs
10-17
Skills Inventory
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Use skills inventory for data on employees
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List of KSAOs held by each employee
Records a small number of skills listed in generic
categories, such as education, experience, and
supervisory training received
10-18
Substantive Assessment Methods
Seniority and experience
 Job knowledge tests
 Performance appraisals
 Promotability ratings
 Assessment centers
 Interviews
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10-19
Overview of Seniority and Experience
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Definitions
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Seniority
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Experience
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Length of service with organization, department, or job
Not only length of service but also kinds of activities an employee
has undertaken
Why so widely used?
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Direct experience in a job content area reflects an
accumulated stock of KSAOs necessary to perform job
Information is easily and cheaply obtained
Protects employee from unfair treatment and favoritism
Promoting senior or experienced employees is socially
acceptable -- viewed as rewarding loyalty
10-20
Evaluation of Seniority and Experience
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Employees typically expect promotions will go to most
senior or experienced employee
Relationship to job performance
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Experience is superior because it is:
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Seniority is unrelated to job performance
Experience is moderately related to job performance,
especially in the short run
a more valid method than seniority
more likely to be content valid when past or present jobs are
similar to the future job
Experience is unlikely to remedy initial performance
difficulties of low-ability employees
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is better suited to predict short-term rather than long-term
potential
10-21
Job Knowledge Tests
Job knowledge includes elements of
both ability and seniority
 Measured by a paper-and-pencil test or
a computer
 Holds great promise as a predictor of job
performance
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Reflects an assessment of what was
learned with experience
 Also captures cognitive ability
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10-22
Performance Appraisal
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A possible predictor of future job performance
is past job performance collected by a
performance appraisal process
 Advantages
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Readily available
Probably capture both ability and motivation
Weaknesses
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Potential lack of a direct correspondence between
requirements of current job and requirements of
position applied for
10-23
Principles of Promotion
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“Peter Principle” - 1969
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Employees tend to be promoted until they reach a
position at which they cannot work competently.
“Dilbert Principle” – 1990’s
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Companies tend to systematically promote their
least-competent employees to management
(generally middle management), in order to limit the
amount of damage they are capable of doing.
10-24
Discretionary Assessment Methods
Narrows list of finalists to those who will
receive job offers
 Decisions often made on basis of
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Organizational citizenship behavior
Differences from external selection
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Previous finalists not receiving job offers do
not simply disappear
10-25