Matching People & Jobs


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This presentation discusses the Employee Selection Process and how it is conducted. Details like Recruitment, Selection, Employee Interviews, Background Checks and Information Validation are included as well.

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  • Disadvantages:- Recruiters often see themselves as the perfect example of a person-organization fit individual- It narrows down the possible employees due to the strict criteria that a recruiter looks for an applicant- Applicant may pose themselves as the perfect images of their recruiters which leads to misalignment of skills and real personality.
  • Matching People & Jobs

    1. 1. Outline 1 2 3 4 1 The Selection Process 2 Sources of Information 3 Employment Tests 4 Employment Interview 5 Selection Decisions
    2. 2. Selection Process • Process of choosing individuals possessing the necessary qualifications to fill a job vacancy. • A Turnover Process for leaving or filling up job positions • Person – Job Fit • Person – Organization Fit 1
    3. 3. Person – Job Fit • The process of evaluating an individual’s competencies with that required from a job. • Are assessed through a series of tests or skill sets that a manager looks for in an applicant. • Knowledge • Skills • Abilities • Other Factors 1
    4. 4. Person – Organization Fit • The process of selecting qualified individuals who matches the broader organization requirements (i.e. the values and cultures of an organization). • Raises diversity concerns and the exaggeration of a unified workforce 1
    5. 5. Maximizing Hits Miss Hit Inaccurate Prediction (Person would have succeeded on the job) Accurate Prediction (Person succeeds on the job) Hit Miss Accurate Prediction (Person would not have succeeded on the job) Inaccurate Prediction (Person fails on the job) High HighLow Low JobPerformance Predicted Success 1
    6. 6. The Selection Process • Obtaining reliable and valid information • Criterion – Related validity • Content – Validity • Construct - Validity 1
    7. 7. Reliability & Validity • Information extracted from applicants and organizations must be both: • Reliable – whereas information or practice is traceable and consistent (comparable data over time). • Valid – refers to the degree of measurability pitted against a person’s attributes. 1
    8. 8. Selection Process Application Completion Initial HR Interview Employee Testing Hiring Decision Background Investigation Medical Exam/ Drug Test Preliminary Selection (HR) Supervisor / Team Interview 1
    9. 9. Criterion Related Validity • The extent to which a selection tool predicts, or significantly correlates with important elements of work behavior. • Types: • Concurrent Validity • Predictive Validity 1
    10. 10. Type: Concurrent Validity • The extent to which test scores (or other predictor information) match criterion data obtained about at the same time from current employees. 1
    11. 11. Type: Predictive Validity • The extent to which applicants’ test scores match criterion data obtained from those applicants / employees after they have been on the job for some indefinite period. 1
    12. 12. Cross Validation • Verifying the results obtained from a validation study by administering a test or a test battery to a different sample (drawn from the same population). 1
    13. 13. Cross Validation • Verifying the results obtained from a validation study by administering a test or a test battery to a different sample (drawn from the same population). 1
    14. 14. Content Validity • The extent to which a selection instrument, such as a test, adequately samples the knowledge and skills needed to perform a particular job. 1
    15. 15. Construct Validity • The extent to which a selection tool measures a theoretical construct or trait. • An approach whose scope is a broader, more general categories of human functions based on behaviors. 1
    16. 16. Sources of Information
    17. 17. About Job Candidates 2 • Application Forms • Online Application Forms • Biographical Information Blanks • Background Investigation • Checking References • Polygraph Tests • Honesty and Integrity Test • Graphology • Medical Information • Drug Testing
    18. 18. Application Forms 2 • Are systematic methods to quickly gather information about an applicant. • Serve two purposes: • Provide basis for questions that an interviewer may throw to an applicant • A tool to extract and conduct reference checks.
    19. 19. Application Forms 2 • Most application forms however, are found to have questions that tend to discriminate women and are often not job related. • Application Date • Educational Background • Experience • Arrests and Criminal Conviction • Country of Citizenship • References • Disabilities
    20. 20. Online Applications 2 • A type of job application that is integrated with online services and has already expanded up to 95% of companies. • A method wherein an online resume is stored and mined by companies to spot qualified applicants. • Creates greater employee diversity.
    21. 21. Biographical Information Blanks 2 • … also known as BIBs, it is one of the oldest methods for predicting job success through the utilization of biographical information. • Some examples include: Family Life, Hobbies, Club Memberships, Sales Experience and Investment. • At what age did you leave home? • How large was the city which you lived as a child?
    22. 22. Background Investigations 2 • A standard procedure conducted after the post selection process. • A comprehensive check to ensure the prevention of embezzlements and workplace violence. • Social Security Verification • Past Employment Record • Criminal Records Check
    23. 23. Background Investigations 2 88% 86% 79% 74% 68% 59% 50% 39% 7% • Criminal Records Check • Employment Verification • Drug Screening • Education Verification • Reference Check • Certifications, Records • Motor Vehicle Records • Credit History • Integrity Evaluation
    24. 24. Checking References 2 • A process commonly used to screen, select and verify employees. • May also be used to provide employee performance reviews / predictions. • Are generally conveyed through mails and telephone calls.
    25. 25. Using Credit Reports 2 • A part of employee background checking that is governed by the Fair Credit Reporting Act. • Checks the existing credit balances of an employee and other related information such as: • Social Security Number • Credit Debts / Late Payments • Mortgage • Car Payments • Student Loans
    26. 26. Using Credit Reports 2 1 Inform applicants through written consents 2 Written Certification to Consumer Reporting Bodies 3 Send a copy of consumer report / summary of rights to applicants 4 Inform the reporting agency and the applicant about the results of the credit check (letters)
    27. 27. Polygraph Test 2 • Is a methodology which makes use of a device that measures the blood pressure and pulse of the person being questioned. • Questions are close ended ones and are often the following: • Drug Usage • Undetected Professional Crimes • Governed by the Employee Polygraph Protection Act
    28. 28. Honesty & Integrity Tests 2 • Tests which are primarily executed on retail or merchandise business where potential applicants have direct access to money. • Two Types • Overt • Honesty, dependability, trustworthiness, conscientiousness, and reliability • Personal • Dependability, social conformity, thrill seeking, and conscientiousness
    29. 29. Graphology 2 • A penmanship analysis used against employees (and potential ones) to reveal the writer’s: • Traits • Intelligence • Energy Level • Creativity • Integrity
    30. 30. Medical Examinations 2 • A given exam given to applicants to ensure that their health is adequate enough to meet the job requirements. • Its primary objective is to determine any work related disabilities that can be covered by the worker’s compensation law.
    31. 31. Drug Testing 2 • A mandatory examination conducted to applicants to detect drug abuse or over usage. • Most common methodology to enforce drug tests is Urine Sampling. Others may be: • Hair Tests • Saliva • Sweat Tests • A part of the later phase of the selection process in accordance with the Comprehensive Dangerous Drugs Act of 2002
    32. 32. Nature of Employment Tests 3 • Employment Tests are objective, standardized measures conducted to applicants to evaluate their knowledge, skills, abilities and other characteristics (KSAO). • An employment test is not simply the answer to hiring, it must be first validated by an HR staff. • KSAO directed • Face Validity • Cost • East of Administration
    33. 33. Classifications 3 • Aptitude Tests: • Measures a person’s capacity to learn or achieve. • Achievement Tests: • Measures a person’s current skills and what he can accomplish as of the time being.
    34. 34. Cognitive Ability Test 3 • Measures a person’s mental capabilities such as general intelligence, numerical and reasoning ability. • Some key areas that this test covers are as follows: • Verbal • Quantitative • Reasoning • Mechanical
    35. 35. Personal/Interest Inventories 3 • An examination that measure an applicant’s disposition and temperament. • Are much better predictors than Cognitive Tests due to its nature to tests the following areas: • Extroversion • Agreeableness • Conscientiousness • Neuroticism • Openness to experience
    36. 36. Physical Ability Test 3 • One of the widely used today for every selection process. • Physical Ability Tests are stressed more in demanding or rigorous job positions that require endurance and strength. Police Officers and Firefighters are some examples of these.
    37. 37. Job Knowledge Test 3 • Achievement test designed to determine an applicant’s level of understanding about the position he is seeking for. • Job Knowledge Tests typically take the form of certification checks such as CPA or Civil Service exams
    38. 38. Work Sample Test 3 • A test that requires an applicant to perform a specific task which actually, is a part of the job position he is applying for. • A test to see an applicant in action. • Are tests aligned on the major business functions and is outlined to bring out the competency in an individual.
    39. 39. Interviewing Methods 4 • Non Directive Interview • Structured Interview • Situational Interview • Behavioral Description Interview • Panel Interview • Video Interview • Computer Interview
    40. 40. Non Directive Interview 4 • An interview in which the applicant is allowed the maximum amount of freedom in determining the course of the discussion, while the interviewer carefully refrains from influencing the applicant’s remarks.
    41. 41. Structured Interview 4 • An interview in which a set of standardized questions having an established set of answers is used.
    42. 42. Situational Interview 4 • An interview in which an applicant is given an open ended, hypothetical scenario and is asked how he would respond to it.
    43. 43. Behavioral Description Interview 4 • An interview in which an applicant is asked for situational answers that he might have done after a certain event.
    44. 44. Panel Interview 4 • An interview in which a board of interviewer questions or evaluates a single candidate. It may also be in reverse wherein a set of candidates are interviewed by one employer.
    45. 45. Video Interview 4 • Implements a virtual workspace environment wherein job candidates are asked to attend a video conference session. The actual interview takes place on that session and is also where applicants are evaluated.
    46. 46. Computer Interview 4 • Computer Interviews are becoming one of the dormant methodologies in evaluating possible employees. • Computer Interviews are usually accomplished through online forms and questionnaires wherein applicant answered forms are compared with other profiles.
    47. 47. Guidelines for Interviewers 4 • Interviewing Training • Structure • A Review of Resumé
    48. 48. Interviewing Training 4 • Establish an Interview Plan • Maintain Rapport • Be an Active Listener • Pay attention to nonverbal cues • Provide Information as freely and honestly as possible
    49. 49. Interviewing Training 4 Applicant KSAOs Education Experience Interests Perceptions Nonverbal Cues Age, Sex, Race Context Interview Purpose Laws / Regulations Economic Issues Physical Settings Interview Structures Interviewers Experience /Training Nonverbal Cues Goals Interview Process ________________ Outcome (Hiring Decision)
    50. 50. Selection Decisions 5 • Summarizing Information About Applicants • After the selection process, employers must now establish the can do and will do factors. It is also important that an applicant’s aptitude be determined before the entire process ends. • Decision Strategy Selection decisions are weighted by several factors. Some of the most common ones are: over qualification, organizational needs, diversity, etc.
    51. 51. Approaches 5 • Clinical Approach: all applicant data is reviewed and where each strength / weakness is weighted. • Statistical Approach: more objective style and focuses on valid predictors (tests, ratings, etc.) and compares it with quantifiable data.
    52. 52. Final Decision 5 • After a preliminary selection is made, promising applicants are referred to job vacancies. Departmental Managers / Supervisors shall conduct the final interview and a final decision will be made till then.
    53. 53. Wrap Up ∴ • All in all, the selection process must be: • Valid and Reliable • Interviews are conducted not because of sheer interest to an applicant. It is rather a conjunction of exams suited to determine the inner ability and perspectives on a person. • The Labor Industry is evolving. It is in the hands of applicants and organization to take advantage of this change.
    54. 54. Thank You!