Selection Overview Human Resource Management

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Selection Overview Human Resource Management

  1. 1. SELECTION<br />OVERVIEW<br />
  2. 2. 1.<br />THE SIGNIFICANCE OF EMPLOYEE SELECTION<br />
  3. 3. … a process of choosing <br />
  4. 4. P<br />P<br />P<br />P<br />P<br />P<br />P<br />P<br />P<br />P<br />P<br />P<br />P<br />P<br />P<br />P<br />P<br />P<br />P<br />P<br />P<br />P<br />P<br />P<br />P<br />P<br />P<br />… from a group of ap licants <br />P<br />P<br />P<br />P<br />P<br />P<br />
  5. 5. GOAL<br />… MATCH PEOPLE WITH JOBS AND THE ORGANIZATION <br />
  6. 6. ENVIRONMENT FACTORS AFFECTING THE SELECTION PROCESS<br />2.<br />
  7. 7. CONSIDERATION<br />
  8. 8. SPEED OF DECISION MAKING<br />
  9. 9. ORGANIZATIONAL HIERARCHY<br />
  10. 10. APPLICANT POOL <br />
  11. 11. TYPE OF ORGANIZATION <br />
  12. 12. Probationary period<br />
  13. 13. 3.<br />THE PRELIMINARY INTERVIEW <br />
  14. 14. to eliminate those who do not meet position’s requirements<br />
  15. 15. HOW<br />interviewers ask straight forward questions<br />
  16. 16. WHY<br />to prevent both firms and applicants from wasting times<br />
  17. 17. ADVANTAGES<br />Build good will for firms<br />Maximize recruitment<br />Selection effectiveness<br />
  18. 18. PHONE INTERVIEW <br />
  19. 19. VIDEOTAPED<br />INTERVIEW<br />
  20. 20. COMPUTER INTERVIEW<br />
  21. 21. 4.<br />ADMINISTRATION OF SELECTION TESTS<br />
  22. 22. in the public sectormedium-sizeDlarge companies<br />
  23. 23. ADVANTAGES<br />honestysafetywork valuesdruG avoidancecustomer service skillsattitude toward supervision <br />
  24. 24. POTENTIAL PROBLEMS<br />…so numerous & complex <br />
  25. 25. CHARACTERISTICS<br />Standardization<br />Objectivity<br />Norm<br />Reliability<br />Validity <br />
  26. 26. 5.<br />TYPES OF VALIDATION STUDIES<br />
  27. 27. Criterion-Related Validity<br />Concurrent validity<br />Predictive validity<br />
  28. 28. ContentValidityConstructValidity<br />
  29. 29. 6.<br />TYPES OF EMPLOYMENT TESTS<br />
  30. 30. Cognitive Aptitude Tests <br />ability memory<br />vocabulary<br />verbal fluency<br />numerical ability <br />
  31. 31. Psychomotor Abilities Tests <br />strength coordination dexterity <br />
  32. 32. Job-Knowlegde Tests <br />candidate’s knowledge of the duties of the job <br />
  33. 33. Work-Sample Tests <br />a high predictive validity, reduces adverse impact, be more acceptable to applicants.<br />
  34. 34. Vocaltional Interest Tests <br />compares one’s interests with those of successful employees <br />
  35. 35. Personality Tests<br />firms can create diverse teams for creativity or homogeneous teams for compatibility.<br />
  36. 36. Drug and Alcohol Testing <br />Drug testing is more commonplace in the U.S<br />
  37. 37. Genetic Testing <br />determine whether a person carries the gene mutation for heart disease, colon cancer, breast cancer, and Hutington’s disease <br />
  38. 38. 7.<br />THE EMPLOYMENT INTERVIEW <br />
  39. 39. a goal – oriented conversation in which the interviewer and applicant exchange information <br />
  40. 40. INTERVIEW PLANNING<br />Compare an applicant’s application and resume with job requirements Develop questions related to the qualities sought Prepare the information of company Determine how to ask for examples of past behavior of applicants <br />
  41. 41. CONTENT OF THE INTERVIEW <br />Occupational Experience Academic Achievement Interpersonal Skills Personal Qualities Organizational Fit Candidate Objectives <br />
  42. 42. 8.<br />TYPE OF INTERVIEW<br />
  43. 43. U STRUCTURED<br />N<br />COMPREHENSIVE<br />MORE TIME CONSUMING <br />The applicants may volunteer information that the interviewer does no need to know.<br />
  44. 44. STRUCTURED <br />Situational questions<br />Job-knowledge questions<br />Job-sample simulation questions<br />Worker requirements questions<br />
  45. 45. BEHAVIORAL INTERVIEW <br />Analyzing the job Determine which behavioral questions to ask about the particular jobDevelop a structured format tailored for each job.Set benchmark responsesTrain the interviewers.<br />
  46. 46. 9.<br />METHODS OF INTERVIEWING<br />
  47. 47. ONE ON ONE<br />INTERVIEW<br />Less threatening<br />
  48. 48. GROUP<br />INTERVIEW<br />interpersonal competence as engaging in group discussion<br />saves time for busy professionals and executives<br />
  49. 49. BOARD<br />INTERVIEW<br />The candidate has learned a lot about the company, the strong team culutre, its people.<br />
  50. 50. STRESS INTERVIEW<br />While some degree of stress may be felt in any job, it seems clear that the stress interview is not appropriate for the majority of situations.<br />
  51. 51. Realistic Job Previews <br />
  52. 52. LEGAL IMPLICATIONS OF INTERVIEWING<br />One simple rule, all questions must be job-related<br />
  53. 53. LEGAL IMPLICATIONS OF INTERVIEWING<br />Avoiding of discrimination appearance<br />
  54. 54. In case there are disabled candidates, interviewers should inquire about the need for reasonable accomodations.<br />
  55. 55. When the interview has obtained the necessary information and answered the applicant’s questions, the interview should be concluded. At this point, the interviewer should tell the applicant that he or she will be notified of the selection decision shortly<br />
  56. 56. 10.<br />ASSESSMENT CENTER<br />
  57. 57. technique used to identify and select employees for positions in the organizations <br />Requires individuals to perform activities similar to those they might encounter in an actual job. <br />
  58. 58. 11.<br />PERSONAL REFERENCE CHECKS<br />
  59. 59. gain additional insight into the information provided by an applicant and to verify the accuracy of the information provided.<br />
  60. 60. 12.<br />PROFESSIONAL REFERENCES AND BACKGROUND INVESTIGATIONS<br />
  61. 61. Previous employmentEducationPersonal referencesCriminal historyDriving recordCivil litigationWorkers’ compensation historyCredit historySocialSecurity number<br />
  62. 62. 13.<br />NEGLIGENT HIRING AND RETENTION<br />
  63. 63. Negligent hiring<br />
  64. 64. Negligent retention<br />
  65. 65. 14.<br />POLYGRAPH TESTS<br />
  66. 66. …to verify background information <br />
  67. 67. 15.<br />THE SELECTION DECISION<br />
  68. 68. The person whose qualifications most closely conform to the requirements SHOULD BE SELECTED.<br />
  69. 69. 16.<br />PHYSICAL EXAMINATION<br />
  70. 70. to determine whether an applicant is physically capable of performing the work<br />
  71. 71. 17.<br />NOTIFICATION OF CANDIDATES<br />
  72. 72. The selection process results should be made known to both successful and unsuccessful candidates as soon as possible.<br />
  73. 73. THANK YOU<br />

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