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Employee Selection
The selection process involves choosing the best applicant for a job based on how well their qualifications match the job requirements and organizational culture. Key parts of the selection process include reviewing applications, preliminary interviews, tests, employment interviews, reference and background checks, and making a selection decision. The goal is to properly match people with jobs and the organization while avoiding legal issues from discrimination.
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Employee Selection
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- 2. Selection • The processof choosing from a group of applicants the individual best suited for a particular position and an organization • Goal of the selection process is to properly match people with jobs and the organization • Individuals overqualified, underqualified, or do not fit either the job or the organization’s culture, will probably leave the firm
- 3. Environmental Factors Affecting theSelection Process • Legal considerations • Decision making speed • Organizational hierarchy • Applicant pool • Type of organization • Probationary period
- 4. Legal Considerations • Humanresource management is greatly influenced by legislation, executive orders, and court decisions • Hiring managers must have extensive knowledge of the legal aspects of selection
- 5. Speed of DecisionMaking • At times, speed is crucial and a few phone calls and two brief interviews may constitute the entire selection procedure • Conducting a national search to select a chief executive officer may take months • In bureaucracies, the selection process often requires a considerable amount of time
- 6. Organizational Hierarchy • Extensivebackground checks and interviewing are conducted for the executive position • An applicant for a clerical position would most likely take a word processing test and perhaps have a short employment interview
- 7. Applicant Pool • SelectionRatio - The number of people hired for a particular job compared to the individuals in the applicant pool • A selection ratio of 1:10 indicates that there is only one applicant hired out of 10 applicants. • The common rule selection ratio is 1:3 i.e. to hire 1 person the pool of candidates should be 3.
- 8. Type of Organization •Prospective employees in private sector are screened with regard to how they can help achieve profit goals • Government civil service systems typically identify qualified applicants through competitive examinations • Individuals being considered for positions in non-profit organizations must not only be qualified but also dedicated to this type work
- 9. Probationary Period • Practicemay be to check on the validity of the process. • If an individual can successfully perform the job during the probationary period, other selection tools are not needed
- 10. The Selection Process •Review Applications/ Short-listing • Preliminary interviews • Selection tests • Employment interviews • Reference and background checks • Selection decision • Physical examination
- 11. Review of Applications •Each person completes an application to determine if there is a match between individual and the position • Essential information included and presented in a standardized format • Certification that everything on the form is true • Checking of Qualification/ training/ job experience/ reference etc.
- 12. Preliminary Interview • Removesobviously unqualified individuals • Ask a few straightforward questions • May qualify to work in other open positions • Telephone interviews • Videotaped interviews • Computer interviews
- 13. Advantages of SelectionTests • Reliable and accurate means of selecting qualified candidates • Identify attitudes and job-related skills • Deficiencies in other techniques
- 14. Choose the Tests –Psychological – Intellectual – Technical – Aptitude – Interest inventories – Clerical skills test – Service ability tests – Management aptitude test – Team skills test – Sales ability test Available tests include:
- 15. Psychomotor Abilities Tests •Strength • Coordination
- 16. Job Knowledge Tests •Measure a candidate's knowledge of the duties of the position for which he or she is applying.
- 17. Work-Sample (Simulation) • Teststhat require an applicant to perform a task or set of tasks representative of the job • Such tests by their nature are job related • Produces a high predictive validity, reduces adverse impact, and is more acceptable to applicants
- 18. Vocational Interests • Indicatethe occupation in which a person is most interested and is most likely to be satisfied with
- 19. Personality Tests • Traits •Temperaments • Dispositions (Nature/Character)
- 20. Genetic Testing • Determineswhether a person carries the gene transformation for certain diseases, including heart disease, Hypertension, cancer TB etc.
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- 22. The Employment Interview Goal-orientedconversation in which interviewer and applicant exchange information
- 23. The Employment Interview BasicRules –Interview planning –Content of the interview
- 24. Interview Planning • Compareapplication and resume with job requirements • Develop questions related to qualities sought • Step-by-step plan to present position, company, division, and department • Determine how to ask for examples of past applicant behavior, not what future behavior might be
- 25. Content of theInterview • Occupational experience • Academic achievement • Interpersonal skills • Personal qualities • Organizational fit • Candidate’s objectives
- 26. Types of Interviews •Unstructured (nondirective) • Structured (directive or patterned) • Behavior Description
- 27. Unstructured (Nondirective) Interview • Asksprobing, open-ended questions • Encourages applicant to do much of the talking • Often time-consuming • Different information from different candidates • Potential legal woes
- 28. Structured (Directive) Interview •Situational questions • Job knowledge questions • Job-sample simulation questions • Worker requirements questions
- 29. Behavior Description Interview •Find knowledge, skills, abilities and behaviors (STAR) important for job success • Determine which behavioral questions to ask about particular job to elicit desired behaviors • Develop structured format tailored for each job • Set benchmark responses - examples of good, average and bad answers • Train interviewers
- 30. Methods of Interviewing •One-on-one interview - Applicant meets one-on-one with an interviewer • Group interview - Several applicants interact in the presence of one or more company representatives • Board interview - Several of the firm’s representatives interview one candidate • Stress interview - Anxiety is intentionally created • Realistic job previews - Job information is conveyed to the applicant in an unbiased manner
- 31. Potential Interviewing Problems • Inappropriatequestions • Premature judgments • Interviewer domination • Inconsistent questions • Central tendency
- 32. Potential Interviewing Problems (Continued) •Halo error – like me tendency • Interviewer bias • Lack of training • Nonverbal communication
- 33. Assessment Centers • Candidatessubjected to exercises that simulate actual job tasks • In-basket exercises • Management games • Leaderless discussion groups • Mock interviews • Measures candidates’ skills in prioritizing, delegating and decision- making
- 34. Personal Reference Checks •Provides additional insight into applicant information • Verification of accuracy • Applicant often required to provide names of several references • More emphasis on previous employment investigations
- 35. Professional References and BackgroundInvestigations • Previous employment • Education verification • Personal reference check • Criminal history • Driving record • Civil litigation • Workers’ compensation history • Credit history • Social security number verification
- 36. Negligent Hiring andRetention • Negligent Hiring - Liability incurs when no reasonable investigation of applicant’s background is made and potentially dangerous person is assigned to the position where he or she can inflict harm • Negligent Retention - Keeping persons on payroll whose records indicate strong potential for wrongdoing
- 37. The Selection Decision •Most critical step of all • Person whose qualifications (knowledge, skills, competence) most closely conform to the requirements of the open position should be selected
- 38. Physical Examination • Determinewhether applicant is physically capable of working – Medical Examination – Fitness Certificate
- 39. Notification to Candidates •Results should be made known to candidates as soon as possible • Delay may result in firm losing prime candidate • Unsuccessful candidates should also be promptly notified