Chapter 07 dessler 12-ce_ppt_ch07

Chapter 7: Selection

Selection | 7-1

Copyright © 2014 Pearson Canada Inc. All rights reserved.

Dessler, Chhinzer, Cole
Human Resources
Management in Canada
Canadian Twelfth Edition

Learning Outcomes

• DEFINE reliability and validity and EXPLAIN
their importance in selection techniques.
• DESCRIBE at least four types of testing used
in selection and ANALYZE the conflicting
legal concerns related to alcohol and drug
testing.
Selection | 7-2


• DEFINE selection and DISCUSS its strategic
importance.

Learning Outcomes

• EXPLAIN the importance of reference
checking, DESCRIBE strategies to make
such checking effective, and ANALYZE the
legal issues involved.

Selection | 7-3


• DESCRIBE the major types of selection
interviews by degree of structure, type of
content, and manner of administration.

Selection

• the strategic importance of selection:
• quality of human resources determines
organizational performance
• inappropriate selection decisions are costly
• significant legal implications

Selection | 7-4


• the process of choosing individuals to fill
job openings

• use selection criteria based on the job
• assess applicant’s ability to meet
expectations
• scrutinize applicant-provided information
• obtain authorization for reference checking
• save all records and information
• reject applicants who make false
statements
Selection | 7-5


Avoiding Legal Problems

reserved.
Copyright © 2014 Pearson Canada Inc. All rights reserved

The Selection Process

Selection | 7-6

Designing the Selection Process
• develop selection criteria
• specify musts and wants and weight the
wants
• develop an evaluation form
• develop interview questions (for all
candidates)
• develop candidate-specific questions

Selection | 7-7


Preparations:

continued

Selection | 7-8
reserved.

Selection Worksheet

reserved.

Selection Worksheet

Selection | 7-9

Acquiring Employees and the Law
• do not ask questions that would violate
human rights legislation
• treat all candidates in the same manner
• do not cut short an interview based on
preconceived notions about the gender or
race of the “ideal” candidate
• focus on the job description and job
specification when gathering information
from applicants
Selection | 7-10


Considerations:

Step 1: Preliminary Applicant
Screening
• initial screening is performed by HR
department
• candidates not meeting selection criteria are
eliminated

• remaining candidates matching the job
specifications are given further consideration
• use of technology is becoming increasingly
popular

Selection | 7-11


• application forms and résumés are reviewed

• screening device used by approximately
two thirds of Canadian organizations
• assesses specific job-related skills, general
intelligence, personality characteristics,
mental abilities, interests, and preferences
• efficient, standardized methods for
screening large numbers of applicants
• must be reliable and valid

Selection | 7-12


Step 2: Selection Testing

Importance of Reliability and
Validity
• the degree to which selection procedures
yield comparable data over time
• in other words, the degree of
dependability, consistency, or stability of
the measures used
Validity:

• the accuracy with which a predictor
measures what it is intended to measure
Selection | 7-13


Reliability:

Types of Validity
Differential Validity

Criterion-Related Validity

• extent to which a selection tool predicts or
correlates with important elements of
work behaviour
Selection | 7-14


• confirmation that the selection tool
accurately predicts the performance of all
possible employee subgroups

Types of Validity
Content Validity

Construct Validity

• extent to which a selection tool measures
a theoretical construct or trait deemed
necessary to perform the job
Selection | 7-15


• extent to which a selection tool (e.g. a
test) adequately samples the knowledge
and skills needed to perform the job

Types of Tests Used in Selection

• Motor/Physical Abilities
• Personality and Interests
• Achievement Tests
• Work Sampling
Selection | 7-16

• Management
Assessment Centres
• Situational Testing
• Micro-assessments
• Physical Examination,
Substance Abuse
Testing, Polygraphs


• Cognitive Abilities
• intelligence tests
• emotional intelligence
tests
• specific cognitive
abilities

reserved.

Tests of Motor and Physical Abilities

Selection | 7-17

reserved.

Tests of Motor and Physical
Abilities

Selection | 7-18

reserved.

Measuring Personality and
Interests

Selection | 7-19

Medical Examination
• only permitted after a written offer of
employment

• to determine qualification of physical requirements
and if not, to document accommodation requirements
• to establish a record and baseline of health for future
insurance or compensation claims
• to reduce absenteeism and accidents by identifying
any health issues that need to be addressed

Selection | 7-20


• reasons for inclusion in the selection
process:

Substance Abuse Testing

• substance addiction is considered a
disability which cannot be discriminated
against during the selection process

• elsewhere, pre-employment substance
abuse testing may be used to avoid hiring
employees who would pose unnecessary
risks or perform below expectations
Selection | 7-21


• in Canada, employers are not permitted to
screen candidates for substance abuse

Polygraph Testing
• widely rejected in most jurisdictions

• unable to produce valid and reliable results


• validated tests of honesty or integrity are
more useful

Selection | 7-22

Step 3: The Selection Interview
Applicant Objectives:

• assess qualifications

• present positive
image

• observe behaviour
• predict future
performance
• communicate
information about job,
promote organization

• determine how well
applicant would fit in
Selection | 7-23

• sell their skills and
attributes
• gather information
about job and
organization


Interviewer Objectives:

Types of Interviews
Degree of Structure
•

unstructured, structured, or mixed/semi-structured

•

situational, behavioural

Administering the Interview
•

one-on-one or panel

•

sequentially or all at once

•

face-to-face or technology enabled

Selection | 7-24


Content

Common Interviewing Mistakes
• snap judgments
• negative emphasis

• influence of
nonverbal behaviour
• leading

• halo effect

• too much/too little
talking

• poor job knowledge

• similar-to-me bias

• contrast error

Selection | 7-25


• poor planning

Conducting an Effective Interview
• planning the interview

• establishing rapport
• closing the interview
• evaluating the candidate

Selection | 7-26


• asking questions

reserved.

Supplementary Questions

Selection | 7-27

reserved.

Interview Evaluation

continued

Selection | 7-28

reserved.

Interview Evaluation

Selection | 7-29

Step 4: Background Investigation/
Reference Checking
• verify accuracy of information provided
criminal record check
verification of educational qualifications
verification of previous employment
performance-related references from past
supervisors
• credit check may also be included
•
•
•
•

Selection | 7-30


• includes

Step 4: Background Investigation/
Reference Checking
Considerations:

• obtain written permission
• qualified privilege

• negligent misrepresentation

Selection | 7-31


• possible public sources (e.g. Facebook)

reserved.

Common Lies on Résumés

Selection | 7-32

Step 5: Supervisory Interview and
Realistic Job Preview
The supervisor:
• is best qualified to assess job knowledge/ skills
• can answer job-specific questions
• can assess fit with current team members
Realistic Job Preview (RJP)
• provides applicants with realistic information,
both positive and negative, about the job
Selection | 7-33


• must feel comfortable with new hire

Step 6: Hiring Decision and
Candidate Notification
compile information from all techniques used

•

evaluate information about each candidate

•

immediate supervisor usually makes final
hiring decision

•

make offer that specifies terms and
conditions of employment

•

give candidates time to think about the offer

•

notify all finalists who were not selected

Selection | 7-34


•

Chapter 07 dessler 12-ce_ppt_ch07

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