The document discusses the employee selection process. It begins by explaining the importance and goal of employee selection is to match the right people with jobs and the organization's environment. It then covers the various stages of selection including preliminary interviews to screen applicants, administering tests to assess skills and personality fits, conducting employment interviews, and checking references. The document provides details on different types of interviews, tests, reference and background checks used in selection as well as legal implications and best practices to follow in selection.

1. SELECTION OVERVIEW

2. 1. THE SIGNIFICANCE OF EMPLOYEE SELECTION

3. … a process of choosing

4. P P P P P P P P P P P P P P P P P P P P P P P P P P P … from a group of ap licants P P P P P P

5. GOAL … MATCH PEOPLE WITH JOBS AND THE ORGANIZATION

6. ENVIRONMENT FACTORS AFFECTING THE SELECTION PROCESS 2.

7. CONSIDERATION

8. SPEED OF DECISION MAKING

9. ORGANIZATIONAL HIERARCHY

10. APPLICANT POOL

11. TYPE OF ORGANIZATION

12. Probationary period

13. 3. THE PRELIMINARY INTERVIEW

14. to eliminate those who do not meet position’s requirements

15. HOW interviewers ask straight forward questions

16. WHY to prevent both firms and applicants from wasting times

17. ADVANTAGES Build good will for firms Maximize recruitment Selection effectiveness

18. PHONE INTERVIEW

19. VIDEOTAPED INTERVIEW

20. COMPUTER INTERVIEW

21. 4. ADMINISTRATION OF SELECTION TESTS

22. in the public sectormedium-sizeDlarge companies

23. ADVANTAGES honestysafetywork valuesdruG avoidancecustomer service skillsattitude toward supervision

24. POTENTIAL PROBLEMS …so numerous & complex

25. CHARACTERISTICS Standardization Objectivity Norm Reliability Validity

26. 5. TYPES OF VALIDATION STUDIES

27. Criterion-Related Validity Concurrent validity Predictive validity

28. ContentValidityConstructValidity

29. 6. TYPES OF EMPLOYMENT TESTS

30. Cognitive Aptitude Tests ability memory vocabulary verbal fluency numerical ability

31. Psychomotor Abilities Tests strength coordination dexterity

32. Job-Knowlegde Tests candidate’s knowledge of the duties of the job

33. Work-Sample Tests a high predictive validity, reduces adverse impact, be more acceptable to applicants.

34. Vocaltional Interest Tests compares one’s interests with those of successful employees

35. Personality Tests firms can create diverse teams for creativity or homogeneous teams for compatibility.

36. Drug and Alcohol Testing Drug testing is more commonplace in the U.S

37. Genetic Testing determine whether a person carries the gene mutation for heart disease, colon cancer, breast cancer, and Hutington’s disease

38. 7. THE EMPLOYMENT INTERVIEW

39. a goal – oriented conversation in which the interviewer and applicant exchange information

40. INTERVIEW PLANNING 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

41. CONTENT OF THE INTERVIEW Occupational Experience Academic Achievement Interpersonal Skills Personal Qualities Organizational Fit Candidate Objectives

42. 8. TYPE OF INTERVIEW

43. U STRUCTURED N COMPREHENSIVE MORE TIME CONSUMING The applicants may volunteer information that the interviewer does no need to know.

44. STRUCTURED Situational questions Job-knowledge questions Job-sample simulation questions Worker requirements questions

45. BEHAVIORAL INTERVIEW 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.

46. 9. METHODS OF INTERVIEWING

47. ONE ON ONE INTERVIEW Less threatening

48. GROUP INTERVIEW interpersonal competence as engaging in group discussion saves time for busy professionals and executives

49. BOARD INTERVIEW The candidate has learned a lot about the company, the strong team culutre, its people.

50. STRESS INTERVIEW 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.

51. Realistic Job Previews

52. LEGAL IMPLICATIONS OF INTERVIEWING One simple rule, all questions must be job-related

53. LEGAL IMPLICATIONS OF INTERVIEWING Avoiding of discrimination appearance

54. In case there are disabled candidates, interviewers should inquire about the need for reasonable accomodations.

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

56. 10. ASSESSMENT CENTER

57. technique used to identify and select employees for positions in the organizations Requires individuals to perform activities similar to those they might encounter in an actual job.

58. 11. PERSONAL REFERENCE CHECKS

59. gain additional insight into the information provided by an applicant and to verify the accuracy of the information provided.

60. 12. PROFESSIONAL REFERENCES AND BACKGROUND INVESTIGATIONS

61. Previous employmentEducationPersonal referencesCriminal historyDriving recordCivil litigationWorkers’ compensation historyCredit historySocialSecurity number

62. 13. NEGLIGENT HIRING AND RETENTION

63. Negligent hiring

64. Negligent retention

65. 14. POLYGRAPH TESTS

66. …to verify background information

67. 15. THE SELECTION DECISION

68. The person whose qualifications most closely conform to the requirements SHOULD BE SELECTED.

69. 16. PHYSICAL EXAMINATION

70. to determine whether an applicant is physically capable of performing the work

71. 17. NOTIFICATION OF CANDIDATES

72. The selection process results should be made known to both successful and unsuccessful candidates as soon as possible.

73. THANK YOU