Employee selection.ppt

HUMAN RESOURCE MANAGEMENT
Employee Selection

BUSINESS OBJECTIVES
RECRUITMENT
HR PLANNING
JOB DESCRIPTION JOB SPECIFICATION
JOB ANALYSIS
SELECTION

Significance of Employee Selection
• Selection:
 Selection is the process of choosing from a
group of applicants the individual best suited
for a particular position and the organization.
• Selection
 The process of choosing individuals who
have needed qualities to fill jobs in an
organization.
 Organizations need qualified employees to
succeed
 “Good training will not make up for bad
selection.”
 “Hire hard, manage easy.”
6–4

• Goal of Selection:
 Properly matching people with jobs and the organization is the
goal of the selection process.
 If individuals are overqualified, under-qualified, or for any reason
so not fit either the job or the organization’s culture, they will be
ineffective and probably leave the firm, voluntarily or otherwise.
 A bad hire can affect the morale of the entire staff, especially in a
position where teamwork is critical.
 Selecting the wrong person for any job can be costly,
Copyright © 2011 Pearson Education 6–5

Why Careful Selection is Important
Organizational
performance
Costs of recruiting
and hiring
The Importance of Selecting
the Right Employees
Legal obligations
and liability

Environmental factors affecting the
selection process
• Other HR functions (i.e compensation package, health
and safety)
• Legal considerations
• Organizational hierarchy (like hiring a chief executive
officer verses a data entry clerk)
• Applicant pool
• Type of organization (private, governmental, not for
profit)

© 2002 Southwestern College Publishing. All rights reserved. 8–8
Selection
Process Flow
Chart
Figure 8–4

HR 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
• Maintaining employee
records and reports.

Placement
• Placement
 Fitting a person to the right job.
• Person-job fit
 Matching the knowledge, skills and abilities (KSAs) of people to
the characteristics of jobs (tasks, duties and responsibilities).
 Benefits of person-job fit
 Higher employee performance
 Lower turnover and absenteeism
KSAs = TDRs = Job Success?

Limiting Who Becomes an Applicant
Figure 8–5

Preliminary Interview
• The selection process often begins with a preliminary
interview. The basic purpose of this initial screening of
applicants is to eliminate those who obviously do not
meet the position’s requirements.
• At this stage, the interviewer asks a few straightforward
questions.

Review of Applications
• Having the candidate complete an application for
employment is another early step in the selection
process.
• This may either precede or follow the preliminary
interview.
• The employer then evaluate it to see whether there is an
apparent match between the individual and the position.
• Review of Resume/CV
• Assignment: make your CV and download 5 job
application forms of different companies.

Sample
Application
Form
Figure 8–6a

Sample Application Form (cont’d)
Figure 8–6b

Selection Test
• Recognizing the shortcomings of other selection tools,
many firms have added pre-employment test to their
hiring process.
• These tests rate the aptitude, personality, abilities, and
motivation of potential employees, allowing managers to
choose candidates according to how they will fit into the
open positions and corporate culture.
• Q: what are the advantages and disadvantages of
selection test?

How Do Employers Use Tests at Work?
• Major Types of Tests
 Personality tests
 Job skills tests
 Psychological tests
 Work-sample test

FIGURE 6–4 Sample Test

Computerized and Online Testing
• Online tests
 Telephone prescreening
 Offline computer tests
 Online problem-solving tests
• Types of Tests
 Specialized work sample tests
 Numerical ability tests
 Reading comprehension tests

© 2005 Prentice Hall Inc. All rights reserved. 7–20
Interviews
Definition
 A procedure designed to obtain information
from a person through oral responses to
oral inquiries

Key Features of Selection Interview
• Most common personnel selection tool
• Is a subjective evaluation of applicant
suitability that relies on human judgment
• Is used to make decisions about degree
of fit between people and jobs

Types of Selection Interviews
Figure 8–9

Formats of Interviews
• Unstructured or nondirective
interview
 An unstructured conversational-style interview in which the
interviewer pursues points of interest as they come up in
response to questions.
 Less reliable and valid
• Structured or directive interview
 An interview following a set sequence of questions.
 More reliable and valid

Interview Content:
Types of Questions
• Job-related interview
 A series of job-related questions
that focus on relevant past job-related behaviors.
• Behavioral interview
 A series of job-related questions that focus on how they reacted
to actual situations in the past.
• Situational interview
 A series of job-related questions that focus on how the
candidate would behave in a given situation.
• STAR questions and answers

Types of Questions: Behavioral
• Behavioral Question: Asks about candidate’s actual
previous behavior.
• Assumes that people’s most recent behaviors predict their
near future behaviors.
• Examples:
 Tell me about a time that you ...
 Give me an example of when ...

Type of Question: Situational
• Situational Question: Poses a situation related to the job,
and asks what the candidate would do.
• Assumes that people will do what they say should be
done.
• Examples:
 Suppose an employee came
to you with a personal
problem ...
 What would you do if ...
What if…?

STAR Approach to Questions
Ask for short, specific,
BEHAVIORAL answers.
E.g., STAR approach.
• Situation: What was the problem situation?
• Task: What result did you desire?
• Action: What did you actually do?
• Result: What was the result, money saved, problem
solved, etc.

Interview Content:
Types of Questions
• Stress interview
 An interview in which the interviewer seeks to make the applicant
uncomfortable with occasionally rude questions that supposedly
spot sensitive applicants and those with low or high stress
tolerance.
• Puzzle questions
 Recruiters for technical, finance, and other types of jobs use
questions to pose problems requiring unique (“out-of-the-box”)
solutions to see how candidates think under pressure.

Number of Interviewers
• Solo Interview
 One interviewer questions one
applicant and forms an opinion.
• Sequential interview
 Each of a number of interviewers forms an independent opinion
after separately questioning the applicant.
• Panel interview
 A group of interviewers together questions the applicant.
• Mass interview
 A panel of raters interviews several candidates simultaneously.

Designing and Conducting the
Interview
• The structured situational interview
 Step 1: Job Analysis
 Step 2: Rate the Job’s Main Duties
 Step 3: Create Interview Questions
 Step 4: Create Benchmark Answers
 Step 5: Appoint the Interview Panel and Conduct Interviews

Common
Selection
Interview
Questions
Figure 8–10

Initial Impressions
• Timing, preparation, grooming
• Handshake, eye-contact, poise
• Talking and listening
• Enthusiasm, attitude
The first few
minutes of
the interview
are when
most hiring
decisions
are made.

Background Investigations and
Other Selection Methods
• Investigations and Checks
 Reference checks
 Background employment checks
 Criminal records
 Driving records
• Why?
 To verify factual information provided by applicants
 To uncover damaging information

Background Investigations and
Reference Checks
Former Employers
Current Supervisors
Written References
Social Networking Sites
Sources of
Information

Making Background Checks More Useful
1. Include on the application form a statement for
applicants to sign explicitly authorizing a background
check.
2. Use telephone references if possible.
3. Be persistent in obtaining information.
4. Compare the submitted résumé to the application.
5. Ask open-ended questions to elicit more information
from references.
6. Use references provided by the candidate as a source
for other references.

Physical Examinations
• Reasons for preemployment medical examinations:
 To verify that the applicant meets the physical requirements of
the position.
 To discover any medical limitations to be taken into account in
placing the applicant.
 To establish a record and baseline of the applicant’s health for
future insurance or compensation claims.
 To reduce absenteeism and accidents.
 To detect communicable diseases that may be unknown to the
applicant.

Employee selection.ppt

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