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ToHireOrNotToHire

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To Hire Or Not To Hire: The Employee Selection Process
and the Role of Assessments

Published in: Business, Technology
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ToHireOrNotToHire

  1. 1. To Hire or Not to Hire: The Employee Selection Process
  2. 2. Employee Selection is… a process of interviewing and evaluating candidates for a specific job and selecting and individual for employment based on certain criteria.
  3. 3. So, what is negligent hiring? Negligent Retention occurs where a party failed to remove an It is based on the principal position of that the employee from a employer has an obligation to protect their authority or responsibility employees, clients, and/or third parties after it became of harm by another from foreseeable actsapparent that the employee. was in fact misusing that employee authority or responsibility in a way that posed a danger to others.
  4. 4. Putting it into perspective… Negligent hiring cases have had verdicts of up to $40 million. Source: Gurtin vs. Nurse Connection, et. al., 2002 The average settlement of a negligent hiring lawsuit is… nearly $1 million. Source: Human Resources Management, 2008 Employers have lost more than 79% of negligent hiring cases. Source: Fortune, 2/00
  5. 5. The Cost to Employers… $7,000 to replace a salaried employee, $10,000 to replace a mid-level employee, And $40,000 to replace a senior executive. Source: Recruiting Times
  6. 6. 53% of all job applications contain inaccurate information. Taking another look… Source: Society of Human Resources Management, 2003 9% of job applicants falsely claimed they had a college degree, listed false employers, or identified jobs that didn't exist. Source: Resume Inflation: Two Wrongs May Mean No Rights, by Barbara Kat Repa, Nolo.com, 2001 11% of job applicants misrepresented why they left a former employer. Source: Resume Inflation: Two Wrongs May Mean No Rights, by Barbara Kat Repa, Nolo.com, 2001 34% of all application forms contain outright lies about experience, education, and ability to perform essential functions on the job. Source: Wall Street Journal, 2003
  7. 7. Understanding the Limitation within the Evaluation Process…
  8. 8. C h a r a c te r i s t i c s o f a Character Skill Issue B Issue X Poor work quality (67%) X a Not a team player (60%) X d Negative attitude (59%) X Attendance problems (54%) X Customer complaints (44%) X X Does not meet deadlines (44%) X X H i r e
  9. 9. How can the organizational culture influence the hiring process?
  10. 10. Corrections very charismatic or having the gift of gab
  11. 11. On
  12. 12. Ability Measures of “can do” Personality Measures of “will do”
  13. 13. Benefits of using assessments… Cost Savings Depth of Information Consistency
  14. 14. Taking another look… DISC Assessment The DISC explores behavior across four dimensions: Dominance, Influence, Steadiness, and Conscientiousness. It reveals how an individual will react under different circumstances and situations, such as during communication, in conflict and under stress.
  15. 15. Resistance The Budget… This will upset candidates… The legality… The assessment takes too long…
  16. 16. “To escape fear, you have to go through it, not around.” ― Richie Norton
  17. 17. References Aamodt, M. G. (2006). Validity of recommendations and references. Assessment Council News, February, 4-6. Bolman, L. G. & Deal, T. E. (2008). Reframing organizations: Artistry, choice, and leadership. San Francisco, CA: Jossey-Bass. Bowers, T. (2009, September 30). Are employee self-evaluations worthless? [Web log comment]. Retrieved from www.techrepublic.com/blog/career/are-employee-selfevaluations-worthless/1283 Cook, M. & Cripps, B. (2005). Psychological assessment in the workplace: A manager’s guide. Hoboken, NJ: John Wiley and Sons, Ltd. Day, A. and Carroll, S. (2003). Situational and Patterned Behavior Description Interviews: A Comparison of Their Validity, Correlates, and Perceived Fairness. Human Performance. 16:1. 25-47 United States Office of Personal Management. (2008). Structured Interviews: A Practical Guide. Retrieved from www.opm.gov/policy-data-oversight/assessment-andselection/structured-interviews/guide.pdf U.S. Equal Employment Opportunity Commission. (n.d.). Employment Tests and Selection Procedures. Retrieved from www.eeoc.gov/policy/docs/factemployment_procedures.html Snider-Lotz, T.G. (n.d.). Discovery Report Assessment Validation Study Results: DISC Model of Human Behavior. Retrieve from www.discoveryreport.com/disc_personality_model_validation.htm
  18. 18. Stabilet, S.J. (2002). The Use of Personality Test as a Hiring Tool: Is the Benefit Worth the Cost?. Journal of Labor and Employment Law. 4:2, 279-313 Hr 321 Kahon, A. (n.d.). Matching People with Organizational Culture. Retrieved from www.themanager.org/HR/Matching_People_with_Organizational_Culture.pdf Minton-Eversole, T. (2010). Avoiding Bias in Pre-Employment Testing. HR Magazine. 55, 12 Mowry, M. J. (2012). References: What Can I Say?. Business NH Magazine, 29(2), 16. U.S. Department of Labor. (1999). TESTING AND ASSESSMENT: AN EMPLOYER’S GUIDE TO GOOD PRACTICES. Retrieved from wdr.doleta.gov/opr/fulltext/99-testassess.pdf Wolfe, I. (2009). 10 Reasons Hiring Managers Fear Pre-Employment Tests. Ezinearticles. Retrieved from ezinearticles.com/?10-Reasons-Hiring-Managers-Fear-Pre-EmploymentTests&id=1997725

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