Chapter 07 dessler 12-ce_ppt_ch07

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Chapter 07 dessler 12-ce_ppt_ch07

  1. 1. Chapter 7: Selection Selection | 7-1 Copyright © 2014 Pearson Canada Inc. All rights reserved. Dessler, Chhinzer, Cole Human Resources Management in Canada Canadian Twelfth Edition
  2. 2. Learning Outcomes • DEFINE reliability and validity and EXPLAIN their importance in selection techniques. • DESCRIBE at least four types of testing used in selection and ANALYZE the conflicting legal concerns related to alcohol and drug testing. Selection | 7-2 Copyright © 2014 Pearson Canada Inc. All rights reserved. • DEFINE selection and DISCUSS its strategic importance.
  3. 3. Learning Outcomes • EXPLAIN the importance of reference checking, DESCRIBE strategies to make such checking effective, and ANALYZE the legal issues involved. Selection | 7-3 Copyright © 2014 Pearson Canada Inc. All rights reserved. • DESCRIBE the major types of selection interviews by degree of structure, type of content, and manner of administration.
  4. 4. Selection • the strategic importance of selection: • quality of human resources determines organizational performance • inappropriate selection decisions are costly • significant legal implications Selection | 7-4 Copyright © 2014 Pearson Canada Inc. All rights reserved. • the process of choosing individuals to fill job openings
  5. 5. • use selection criteria based on the job • assess applicant’s ability to meet expectations • scrutinize applicant-provided information • obtain authorization for reference checking • save all records and information • reject applicants who make false statements Selection | 7-5 Copyright © 2014 Pearson Canada Inc. All rights reserved. Avoiding Legal Problems
  6. 6. reserved. Copyright © 2014 Pearson Canada Inc. All rights reserved The Selection Process Selection | 7-6
  7. 7. Designing the Selection Process • develop selection criteria • specify musts and wants and weight the wants • develop an evaluation form • develop interview questions (for all candidates) • develop candidate-specific questions Selection | 7-7 Copyright © 2014 Pearson Canada Inc. All rights reserved. Preparations:
  8. 8. continued Selection | 7-8 reserved. Copyright © 2014 Pearson Canada Inc. All rights reserved Selection Worksheet
  9. 9. reserved. Copyright © 2014 Pearson Canada Inc. All rights reserved Selection Worksheet Selection | 7-9
  10. 10. Acquiring Employees and the Law • do not ask questions that would violate human rights legislation • treat all candidates in the same manner • do not cut short an interview based on preconceived notions about the gender or race of the “ideal” candidate • focus on the job description and job specification when gathering information from applicants Selection | 7-10 Copyright © 2014 Pearson Canada Inc. All rights reserved. Considerations:
  11. 11. Step 1: Preliminary Applicant Screening • initial screening is performed by HR department • candidates not meeting selection criteria are eliminated • remaining candidates matching the job specifications are given further consideration • use of technology is becoming increasingly popular Selection | 7-11 Copyright © 2014 Pearson Canada Inc. All rights reserved. • application forms and résumés are reviewed
  12. 12. • screening device used by approximately two thirds of Canadian organizations • assesses specific job-related skills, general intelligence, personality characteristics, mental abilities, interests, and preferences • efficient, standardized methods for screening large numbers of applicants • must be reliable and valid Selection | 7-12 Copyright © 2014 Pearson Canada Inc. All rights reserved. Step 2: Selection Testing
  13. 13. Importance of Reliability and Validity • the degree to which selection procedures yield comparable data over time • in other words, the degree of dependability, consistency, or stability of the measures used Validity: • the accuracy with which a predictor measures what it is intended to measure Selection | 7-13 Copyright © 2014 Pearson Canada Inc. All rights reserved. Reliability:
  14. 14. Types of Validity Differential Validity Criterion-Related Validity • extent to which a selection tool predicts or correlates with important elements of work behaviour Selection | 7-14 Copyright © 2014 Pearson Canada Inc. All rights reserved. • confirmation that the selection tool accurately predicts the performance of all possible employee subgroups
  15. 15. Types of Validity Content Validity Construct Validity • extent to which a selection tool measures a theoretical construct or trait deemed necessary to perform the job Selection | 7-15 Copyright © 2014 Pearson Canada Inc. All rights reserved. • extent to which a selection tool (e.g. a test) adequately samples the knowledge and skills needed to perform the job
  16. 16. Types of Tests Used in Selection • Motor/Physical Abilities • Personality and Interests • Achievement Tests • Work Sampling Selection | 7-16 • Management Assessment Centres • Situational Testing • Micro-assessments • Physical Examination, Substance Abuse Testing, Polygraphs Copyright © 2014 Pearson Canada Inc. All rights reserved. • Cognitive Abilities • intelligence tests • emotional intelligence tests • specific cognitive abilities
  17. 17. reserved. Copyright © 2014 Pearson Canada Inc. All rights reserved Tests of Motor and Physical Abilities Selection | 7-17
  18. 18. reserved. Copyright © 2014 Pearson Canada Inc. All rights reserved Tests of Motor and Physical Abilities Selection | 7-18
  19. 19. reserved. Copyright © 2014 Pearson Canada Inc. All rights reserved Measuring Personality and Interests Selection | 7-19
  20. 20. Medical Examination • only permitted after a written offer of employment • to determine qualification of physical requirements and if not, to document accommodation requirements • to establish a record and baseline of health for future insurance or compensation claims • to reduce absenteeism and accidents by identifying any health issues that need to be addressed Selection | 7-20 Copyright © 2014 Pearson Canada Inc. All rights reserved. • reasons for inclusion in the selection process:
  21. 21. Substance Abuse Testing • substance addiction is considered a disability which cannot be discriminated against during the selection process • elsewhere, pre-employment substance abuse testing may be used to avoid hiring employees who would pose unnecessary risks or perform below expectations Selection | 7-21 Copyright © 2014 Pearson Canada Inc. All rights reserved. • in Canada, employers are not permitted to screen candidates for substance abuse
  22. 22. Polygraph Testing • widely rejected in most jurisdictions • unable to produce valid and reliable results Copyright © 2014 Pearson Canada Inc. All rights reserved. • validated tests of honesty or integrity are more useful Selection | 7-22
  23. 23. Step 3: The Selection Interview Applicant Objectives: • assess qualifications • present positive image • observe behaviour • predict future performance • communicate information about job, promote organization • determine how well applicant would fit in Selection | 7-23 • sell their skills and attributes • gather information about job and organization Copyright © 2014 Pearson Canada Inc. All rights reserved. Interviewer Objectives:
  24. 24. Types of Interviews Degree of Structure • unstructured, structured, or mixed/semi-structured • situational, behavioural Administering the Interview • one-on-one or panel • sequentially or all at once • face-to-face or technology enabled Selection | 7-24 Copyright © 2014 Pearson Canada Inc. All rights reserved. Content
  25. 25. Common Interviewing Mistakes • snap judgments • negative emphasis • influence of nonverbal behaviour • leading • halo effect • too much/too little talking • poor job knowledge • similar-to-me bias • contrast error Selection | 7-25 Copyright © 2014 Pearson Canada Inc. All rights reserved. • poor planning
  26. 26. Conducting an Effective Interview • planning the interview • establishing rapport • closing the interview • evaluating the candidate Selection | 7-26 Copyright © 2014 Pearson Canada Inc. All rights reserved. • asking questions
  27. 27. reserved. Copyright © 2014 Pearson Canada Inc. All rights reserved Supplementary Questions Selection | 7-27
  28. 28. reserved. Copyright © 2014 Pearson Canada Inc. All rights reserved Interview Evaluation continued Selection | 7-28
  29. 29. reserved. Copyright © 2014 Pearson Canada Inc. All rights reserved Interview Evaluation Selection | 7-29
  30. 30. Step 4: Background Investigation/ Reference Checking • verify accuracy of information provided criminal record check verification of educational qualifications verification of previous employment performance-related references from past supervisors • credit check may also be included • • • • Selection | 7-30 Copyright © 2014 Pearson Canada Inc. All rights reserved. • includes
  31. 31. Step 4: Background Investigation/ Reference Checking Considerations: • obtain written permission • qualified privilege • negligent misrepresentation Selection | 7-31 Copyright © 2014 Pearson Canada Inc. All rights reserved. • possible public sources (e.g. Facebook)
  32. 32. reserved. Copyright © 2014 Pearson Canada Inc. All rights reserved Common Lies on Résumés Selection | 7-32
  33. 33. Step 5: Supervisory Interview and Realistic Job Preview The supervisor: • is best qualified to assess job knowledge/ skills • can answer job-specific questions • can assess fit with current team members Realistic Job Preview (RJP) • provides applicants with realistic information, both positive and negative, about the job Selection | 7-33 Copyright © 2014 Pearson Canada Inc. All rights reserved. • must feel comfortable with new hire
  34. 34. Step 6: Hiring Decision and Candidate Notification compile information from all techniques used • evaluate information about each candidate • immediate supervisor usually makes final hiring decision • make offer that specifies terms and conditions of employment • give candidates time to think about the offer • notify all finalists who were not selected Selection | 7-34 Copyright © 2014 Pearson Canada Inc. All rights reserved. •

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