Staffing the organisation

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Staffing the organisation

  1. 1. Copyright © 2005 Thomson Business & Professional Publishing. All rights reserved. ROBERT L. MATHIS JOHN H. JACKSON PowerPoint Presentation by Charlie Cook The University of West Alabama Selecting Human ResourcesSelecting Human Resources Chapter 8Chapter 8 SECTION 2SECTION 2 Staffing theStaffing the OrganizationOrganization
  2. 2. Copyright © 2005 Thomson Business & Professional 8–2 Learning ObjectivesLearning ObjectivesLearning ObjectivesLearning Objectives • 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 in 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.
  3. 3. Copyright © 2005 Thomson Business & Professional 8–3 Selection and PlacementSelection and PlacementSelection and PlacementSelection and Placement • Selection The process of choosing individuals with qualifications needed to fill jobs in an organization. Organizations need qualified employees to succeed.  “Hire hard, manage easy.”  “Good training will not make up for bad selection.” • Placement Fitting a person to the right job.
  4. 4. Copyright © 2005 Thomson Business & Professional 8–4 Typical Division of HR Responsibilities: SelectionTypical Division of HR Responsibilities: SelectionTypical Division of HR Responsibilities: SelectionTypical Division of HR Responsibilities: Selection Figure 8–1
  5. 5. Copyright © 2005 Thomson Business & Professional 8–5 HR Employment FunctionsHR Employment FunctionsHR Employment FunctionsHR 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.
  6. 6. Copyright © 2005 Thomson Business & Professional 8–6 PlacementPlacementPlacementPlacement • Person-job Fit Matching the knowledge, skills and abilities (KSAs) of people to the characteristics of jobs (tasks, duties and responsibilities–TDRs). Benefits of person-job fit  Higher employee performance  Lower turnover and absenteeism • Person-organization Fit The congruence between individuals and organizational factors. KSAs = TDRs = Job Success?KSAs = TDRs = Job Success?
  7. 7. Copyright © 2005 Thomson Business & Professional 8–7 Criteria, Predictors, and Job PerformanceCriteria, Predictors, and Job PerformanceCriteria, Predictors, and Job PerformanceCriteria, Predictors, and Job Performance • Selection Criterion  A characteristic that a person must have to do a job successfully • Predictors  The measurable or visible indicators of a selection criterion • Validity  The correlation between a predictor and job performance • Reliability  The extent to which a predictor repeatedly produces the same results, over time
  8. 8. Copyright © 2005 Thomson Business & Professional 8–8 Job Performance, Selection Criteria, and PredictorsJob Performance, Selection Criteria, and PredictorsJob Performance, Selection Criteria, and PredictorsJob Performance, Selection Criteria, and Predictors Figure 8–2
  9. 9. Copyright © 2005 Thomson Business & Professional 8–9 Combining PredictorsCombining PredictorsCombining PredictorsCombining Predictors • Multiple Hurdles Establishing a minimum cutoff (level of performance) for each predictor, and requiring that each applicant must score at least the minimum on each predictor to be considered for hiring. • Compensatory Approach Scores on all predictors are added together, allowing a higher score on one predictor to offset a lower score on another predictor.
  10. 10. Copyright © 2005 Thomson Business & Professional 8–10 The Selection ProcessThe Selection ProcessThe Selection ProcessThe Selection Process • Legal Concerns in the Selection Process Equal employment opportunity (EEO) laws and regulations  Non-discriminatory job-related selection practices Who is an applicant?  The employer must have taken steps to fill a particular job.  The individual must follow the application procedure.  The individual must have expressed interest in a particular position. Applicant Flow Documentation  Employers must collect data on the race, sex, and other demographics of applicants to fulfill EEO reporting requirements.
  11. 11. Copyright © 2005 Thomson Business & Professional 8–11 SelectionSelection ProcessProcess FlowchartFlowchart SelectionSelection ProcessProcess FlowchartFlowchart Figure 8–3
  12. 12. Copyright © 2005 Thomson Business & Professional 8–12 Applicant Job InterestApplicant Job InterestApplicant Job InterestApplicant 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.
  13. 13. Copyright © 2005 Thomson Business & Professional 8–13 Pre-Employment ScreeningPre-Employment ScreeningPre-Employment ScreeningPre-Employment Screening • Pre-Screening Interview Purpose: verify minimum qualifications • Electronic Screening Use applicant tracking systems when:  The volume of applicants is large  The quality of hires needs to be increased  Hiring cycles need to be shortened  The cost of hiring needs to be reduced  The firm needs to reach geographic areas not visited by recruiters
  14. 14. Copyright © 2005 Thomson Business & Professional 8–14 ApplicationsApplicationsApplicationsApplications • Purposes of Applications Record of applicant’s interest in the job Provides a profile of the applicant Basic record for applicants who are hired Research effectiveness of the selection process • Resumes as Applications Resumes are applications for EEO purposes. Resumes should be retained for at least three years. • Immigration Forms (Eligibility to Work) INS I-9 form must be completed within 72 hours.
  15. 15. Copyright © 2005 Thomson Business & Professional 8–15 Application Disclaimers and NoticesApplication Disclaimers and NoticesApplication Disclaimers and NoticesApplication 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 applicant’s 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.
  16. 16. Copyright © 2005 Thomson Business & Professional 8–16 AcceptableAcceptable Documents forDocuments for VerifyingVerifying Eligibility toEligibility to Work in theWork in the U.S.U.S. AcceptableAcceptable Documents forDocuments for VerifyingVerifying Eligibility toEligibility to Work in theWork in the U.S.U.S. Figure 8–4
  17. 17. Copyright © 2005 Thomson Business & Professional 8–17 SampleSample ApplicationApplication FormForm SampleSample ApplicationApplication FormForm Figure 8–5
  18. 18. Copyright © 2005 Thomson Business & Professional 8–18 EEO Considerations and Application FormsEEO Considerations and Application FormsEEO Considerations and Application FormsEEO Considerations and Application Forms • Applications should not contain illegal (nonjob- related) questions concerning: Marital status Height/weight Number and ages of dependents Information on spouse Date of high school graduation Contact in case of emergency
  19. 19. Copyright © 2005 Thomson Business & Professional 8–19 Selection Testing: Ability TestsSelection Testing: Ability TestsSelection Testing: Ability TestsSelection Testing: Ability Tests • Cognitive Ability Tests  Measure an individual’s thinking, memory, reasoning, and verbal and mathematical abilities. • Physical Ability Tests  Measure an individual’s strength, endurance, and muscular movement • Psychomotor Tests  Measure an individual’s dexterity, hand-eye coordination, arm- hand steadiness, and other factors. • Work Sample Tests  Require an applicant to perform a simulated task.
  20. 20. Copyright © 2005 Thomson Business & Professional 8–20 Selection Testing: Ability Tests (cont’d)Selection Testing: Ability Tests (cont’d)Selection Testing: Ability Tests (cont’d)Selection Testing: Ability Tests (cont’d) • Situational Judgment Tests  Measure a person’s judgment in work settings. • Assessment Centers  A series of evaluation exercises and tests used for the selection and development of managerial personnel.  Multiple raters assess participants in multiple exercises and problems that are job content-related to the jobs for which the individuals are being screened.
  21. 21. Copyright © 2005 Thomson Business & Professional 8–21 Other TestsOther TestsOther TestsOther Tests • Personality Tests Minnesota Multiphasic Personality Inventory (MMPI) Myers-Briggs “Fakability” and personality tests • Honest and Integrity Testing Standardized honesty/integrity tests  “Fakability of honesty tests Polygraph tests (“lie detector”)  Polygraph testing in pre-employment is prohibited (in most instances) by the Employee Polygraph Protection Act.
  22. 22. Copyright © 2005 Thomson Business & Professional 8–22 Big Five PersonalityBig Five Personality CharacteristicsCharacteristics Big Five PersonalityBig Five Personality CharacteristicsCharacteristics Figure 8–6
  23. 23. Copyright © 2005 Thomson Business & Professional 8–23 Controversial and Questionable TestsControversial and Questionable TestsControversial and Questionable TestsControversial and Questionable Tests • Graphology (Handwriting Analysis) Analysis of the characteristics of an individual’s writing that purports to reveal personality traits and suitability for employment. • Psychics Persons who are supposedly able to determine a person’s intellectual and emotional suitability for employment • Standardized Tests SAT, ACT scores
  24. 24. Copyright © 2005 Thomson Business & Professional 8–24 Legal Concerns and Selection TestingLegal Concerns and Selection TestingLegal Concerns and Selection TestingLegal Concerns and Selection Testing • Legal Concerns and Selection Testing Job-relatedness (validity) of selection tests Compliance with EEO and ADA laws and regulations • Proper Use of Tests in Selection Use for additional information, not disqualification Negative reactions by test takers to certain tests Costs of testing versus “bad hires”
  25. 25. Copyright © 2005 Thomson Business & Professional 8–25 Reliability and Validity in InterviewsReliability and Validity in InterviewsReliability and Validity in InterviewsReliability and Validity in Interviews FaceFace ValidityValidity FaceFace ValidityValidity InterraterInterrater ReliabilityReliability InterraterInterrater ReliabilityReliability IntraraterIntrarater ReliabilityReliability IntraraterIntrarater ReliabilityReliability InterviewInterview Reliability andReliability and Validity IssuesValidity Issues InterviewInterview Reliability andReliability and Validity IssuesValidity Issues
  26. 26. Copyright © 2005 Thomson Business & Professional 8–26 Selection InterviewingSelection InterviewingSelection InterviewingSelection Interviewing • Reliability and Validity of Interviews Intra-rater reliability: interviewers who are consistent in their ability to select individuals who will perform well. Inter-rater reliability: the extent to which different interviewers agree in the selection of individuals who will perform well. Face validity: a test that appears to be valid because external observers assume, without proof, that it is. Unstructured interviews are less reliable and less valid than structured interviews.
  27. 27. Copyright © 2005 Thomson Business & Professional 8–27 Types of Selection InterviewsTypes of Selection InterviewsTypes of Selection InterviewsTypes of Selection Interviews Figure 8–7
  28. 28. Copyright © 2005 Thomson Business & Professional 8–28 Structured InterviewsStructured InterviewsStructured InterviewsStructured Interviews • 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
  29. 29. Copyright © 2005 Thomson Business & Professional 8–29 Structured Interviews (cont’d)Structured Interviews (cont’d)Structured Interviews (cont’d)Structured Interviews (cont’d) • Biographical Interview Focuses on a chronological exploration of the candidate’s past experiences. • Behavioral Interview Applicants are asked to give specific examples of how they have performed a certain task or handled a problem in the past.  Helps discover applicant’s suitability for current jobs based on past behaviors.  Assumes that applicants have had experience related to the problem.
  30. 30. Copyright © 2005 Thomson Business & Professional 8–30 Structured Interviews (cont’d)Structured Interviews (cont’d)Structured Interviews (cont’d)Structured Interviews (cont’d) • Competency Interview Similar to the behavioral interview except that the questions are designed specifically to provide the interviewer with something to measure the applicant’s response against—that is, the “competency profile” for the position, which includes a list of competencies necessary to do that particular job. • Situational Interview Applicants are asked how they would respond to a specific job situation related to the content of the job they are seeking.
  31. 31. Copyright © 2005 Thomson Business & Professional 8–31 Less Structured InterviewsLess Structured InterviewsLess Structured InterviewsLess Structured Interviews • Nondirective Interview Applicants are queried using questions that are developed from the answers to previous questions. Possibility of not obtaining needed information. Information obtained may not be not job-related or comparable to that obtained from other applicants. • Stress Interviews An interview designed to create anxiety and put pressure on an applicant to see how the person responds.
  32. 32. Copyright © 2005 Thomson Business & Professional 8–32 Who Does InterviewsWho Does InterviewsWho Does InterviewsWho Does Interviews VideoVideo InterviewingInterviewing VideoVideo InterviewingInterviewing IndividualsIndividualsIndividualsIndividuals PanelPanel InterviewsInterviews PanelPanel InterviewsInterviews TeamTeam InterviewsInterviews TeamTeam InterviewsInterviews InterviewsInterviewsInterviewsInterviews
  33. 33. Copyright © 2005 Thomson Business & Professional 8–33 Effective InterviewingEffective InterviewingEffective InterviewingEffective Interviewing • Conducting an Effective Interview Planning the interview Controlling the interview Using effective questioning techniques • Questions to Avoid Yes/No questions Obvious questions Questions that rarely produce a true answer Leading questions Illegal questions Questions that are not job related
  34. 34. Copyright © 2005 Thomson Business & Professional 8–34 Questions Commonly UsedQuestions Commonly Used in Selection Interviewsin Selection Interviews Questions Commonly UsedQuestions Commonly Used in Selection Interviewsin Selection Interviews Figure 8–8
  35. 35. Copyright © 2005 Thomson Business & Professional 8–35 Problems in the InterviewProblems in the InterviewProblems in the InterviewProblems in the Interview Problems inProblems in the Interviewthe Interview Problems inProblems in the Interviewthe Interview HaloHalo EffectEffect HaloHalo EffectEffect SnapSnap JudgmentsJudgments SnapSnap JudgmentsJudgments NegativeNegative EmphasisEmphasis NegativeNegative EmphasisEmphasis Biases andBiases and StereotypingStereotyping Biases andBiases and StereotypingStereotyping CulturalCultural NoiseNoise CulturalCultural NoiseNoise
  36. 36. Copyright © 2005 Thomson Business & Professional 8–36 Background InvestigationBackground InvestigationBackground InvestigationBackground Investigation • Falsification of Background Information  Many applications and resumes contain factual misstatements or significant omissions. • Sources of Background Information  Previous-employment records  Criminal records  Drug tests  Education/degree documentation  Professional certifications/licenses  Motor vehicle records  Credit history  Honesty tests  Social Security number  Sex offenders lists  Worker’s compensation records  Military records
  37. 37. Copyright © 2005 Thomson Business & Professional 8–37 Background Investigation (cont’d)Background Investigation (cont’d)Background Investigation (cont’d)Background Investigation (cont’d) • Reference Checking Methods Telephoning the reference Use of preprinted reference forms • Giving References on Former Employees Employers can incur a civil liability for statements made about former employees. Employers have adopted policies restricting the release of reference information to name, employment dates, and job title.
  38. 38. Copyright © 2005 Thomson Business & Professional 8–38 Background Investigation (cont’d)Background Investigation (cont’d)Background Investigation (cont’d)Background Investigation (cont’d) • Legal Constraints on Background Investigation Risks of negligent hiring and retention  Due diligence: investigating an applicant’s background to avoid suits for actions of the employee.  Obtaining signed releases from applicants is necessary to avoid problems with privacy issues. Negligent hiring  Occurs when an employer fails to check an employee’s background and the employee injures someone. Negligent retention  Occurs when an employer becomes aware that an employee may be unfit for employment, continues to employ the person, and the person injures someone.
  39. 39. Copyright © 2005 Thomson Business & Professional 8–39 Background Investigation (cont’d)Background Investigation (cont’d)Background Investigation (cont’d)Background Investigation (cont’d) • Fair Credit Reporting Act Requires disclosure of a credit check Requires written consent of applicant Requires copy of report be given to the applicant
  40. 40. Copyright © 2005 Thomson Business & Professional 8–40 Medical Examinations and InquiresMedical Examinations and InquiresMedical Examinations and InquiresMedical Examinations and Inquires • American With Disabilities Act (ADA) Prohibits pre-employment medical exams Prohibits rejecting persons for disabilities or asking disability-related questions until after a conditional job offer is made. • Drug Testing Tests must be monitored to protect integrity of results. • Genetic Testing Tests for genetic links to workplace hazards Tests for genetic problems related to the workplace Tests to exclude workers for increased risks
  41. 41. Copyright © 2005 Thomson Business & Professional 8–41 Making the Job OfferMaking the Job OfferMaking the Job OfferMaking the Job Offer • Offer Guidelines Formalize the offer with a letter to the applicant clearly stating the terms and conditions of employment. Avoid vague, general statements and promises. Require return of a signed acceptance of the offer.
  42. 42. Copyright © 2005 Thomson Business & Professional 8–42 Staffing Global AssignmentsStaffing Global AssignmentsStaffing Global AssignmentsStaffing Global Assignments Types of Global EmployeesTypes of Global EmployeesTypes of Global EmployeesTypes of Global Employees ExpatriateExpatriateExpatriateExpatriate Third-CountryThird-Country NationalNational Third-CountryThird-Country NationalNational Host-CountryHost-Country NationalNational Host-CountryHost-Country NationalNational
  43. 43. Copyright © 2005 Thomson Business & Professional 8–43 Selection Factors for Global EmployeesSelection Factors for Global EmployeesSelection Factors for Global EmployeesSelection Factors for Global Employees Figure 8–9

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