Selecting Employees
Selection <ul><li>A process of choosing from a pool of candidates the persons who are most likely to meet the criteria of ...
Selection Decision Outcomes Accept Reject Successful Unsuccessful Correct Decision Correct Decision Reject Error Accept Er...
Importance of  Recruitment & Selection <ul><li>Why careful recruitment & selection? </li></ul><ul><li>Evaluate, hire, and ...
Key Selection Methods <ul><li>Application blank </li></ul><ul><li>References </li></ul><ul><li>Psychometric tests (ability...
<ul><li>Six types of information </li></ul><ul><ul><li>Background personal information and social circumstances </li></ul>...
Application Blank <ul><li>A initial screening tool to predict future performance </li></ul><ul><li>Weighted application bl...
Choice of Selection Methods <ul><li>In choosing the right selection methods, several technical factors need to be consider...
Test Validity <ul><li>Test validity checks whether or not a test measures what it is supposed to measure. </li></ul><ul><l...
Test Reliability <ul><li>Test reliability tests consistency or accuracy of scores obtained by the same person when reteste...
Validation of Selection Methods Job Analysis Identification of Predictors Identification of Criteria Measurement of Predic...
Effectiveness of Selection Predictors Predictor Validity Cost  Legality Reaction Application blank Low Low ? Neutral Weigh...
Selection Approaches <ul><li>Single predictor approach </li></ul><ul><ul><li>Using one piece of information </li></ul></ul...
Socializing New Employees <ul><li>A process of facilitating adaptation and adjustment to new environment for new organizat...
Socializing New Employees Pre-arrival Expectations Attitudes Perceptions Encounter If similar, reaffirmation If not, socia...
Socializing New Employees <ul><li>Orientation program </li></ul><ul><ul><li>Formal or informal </li></ul></ul><ul><ul><li>...
Orientation Program <ul><li>A major socialization process </li></ul><ul><li>Expands on the information provided during rec...
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Selection=7

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  • Selection=7

    1. 1. Selecting Employees
    2. 2. Selection <ul><li>A process of choosing from a pool of candidates the persons who are most likely to meet the criteria of the job </li></ul><ul><li>Purpose: </li></ul><ul><ul><li>Matches people with jobs </li></ul></ul><ul><ul><li>Predicts future success on the job </li></ul></ul>
    3. 3. Selection Decision Outcomes Accept Reject Successful Unsuccessful Correct Decision Correct Decision Reject Error Accept Error
    4. 4. Importance of Recruitment & Selection <ul><li>Why careful recruitment & selection? </li></ul><ul><li>Evaluate, hire, and place job applicants in the best interests of both organization & individual </li></ul><ul><li>High performance of employees from the beginning </li></ul><ul><li>High costs of recruitment & hiring (cost, induction and training/development cost, labor turnover cost) </li></ul><ul><li>Costly legal implications of incompetent hiring (negligent hiring litigation) </li></ul>
    5. 5. Key Selection Methods <ul><li>Application blank </li></ul><ul><li>References </li></ul><ul><li>Psychometric tests (ability, aptitude, achievement, personality, motivation) </li></ul><ul><li>Performance/ work sample test </li></ul><ul><li>Interview (structured, unstructured, individual, group, situational) </li></ul><ul><li>Assessment center </li></ul>
    6. 6. <ul><li>Six types of information </li></ul><ul><ul><li>Background personal information and social circumstances </li></ul></ul><ul><ul><li>Necessary education or experience </li></ul></ul><ul><ul><li>Job and professional competencies and interests </li></ul></ul><ul><ul><li>Previous work record or career history </li></ul></ul><ul><ul><li>Previous progress and growth </li></ul></ul><ul><ul><li>Reasons for applying </li></ul></ul>Application Blank
    7. 7. Application Blank <ul><li>A initial screening tool to predict future performance </li></ul><ul><li>Weighted application blank more effective predictor </li></ul><ul><li>Appl blk1.jpg </li></ul><ul><li>Appl blk2.jpg </li></ul>
    8. 8. Choice of Selection Methods <ul><li>In choosing the right selection methods, several technical factors need to be considered like predictors and criteria to use. </li></ul><ul><li>Usefulness of methods used depends on their reliability and validity. </li></ul>
    9. 9. Test Validity <ul><li>Test validity checks whether or not a test measures what it is supposed to measure. </li></ul><ul><li>Does the test actually measure what we need for it to measure? </li></ul><ul><ul><li>2 main ways to demonstrate test’s validity: </li></ul></ul><ul><ul><li>1. Criterion validity : positive correlations between predictor (test scores) and criterion (performance) </li></ul></ul><ul><ul><li>2. Content : identify task & behavior critical to performance and select a sample of the tasks and bahavior to be tested. If content of test correlates highly with job content then the test is content valid. </li></ul></ul>
    10. 10. Test Reliability <ul><li>Test reliability tests consistency or accuracy of scores obtained by the same person when retested with the same or equivalent methods. </li></ul><ul><ul><li>Are the test results stable over time? </li></ul></ul><ul><li>Causes of test unreliability </li></ul><ul><ul><li>Focus of test </li></ul></ul><ul><ul><li>Errors on testing </li></ul></ul>
    11. 11. Validation of Selection Methods Job Analysis Identification of Predictors Identification of Criteria Measurement of Predictors Measurement of Criteria +VE Correlation Validated Continue, Review -VE Correlation Invalidated Change Predictors Correlation of Scores
    12. 12. Effectiveness of Selection Predictors Predictor Validity Cost Legality Reaction Application blank Low Low ? Neutral Weighted application High High High Neutral Recommendation letters Low Low ? Positive Cognitive ability tests High Low Low Negative Job knowledge tests High High High Positive Work sample tests High High High Positive Assessment centers High High High Positive Interviews (unstructured) Low Low Low Negative Interviews (situational) High High High Positive
    13. 13. Selection Approaches <ul><li>Single predictor approach </li></ul><ul><ul><li>Using one piece of information </li></ul></ul><ul><li>Multiple predictor approach </li></ul><ul><ul><li>More than one methods being used </li></ul></ul><ul><ul><li>Multiple hurdle/ discrete </li></ul></ul><ul><ul><ul><li>Screening of candidates at each step </li></ul></ul></ul><ul><ul><ul><li>Useful: large number and long selection process </li></ul></ul></ul><ul><ul><li>Compensatory/ Comprehensive </li></ul></ul><ul><ul><ul><li>Selection based on aggregate performance on selection tests </li></ul></ul></ul><ul><ul><ul><li>Useful: small number and few tests </li></ul></ul></ul><ul><ul><li>Hybrid </li></ul></ul><ul><ul><ul><li>Combination of both </li></ul></ul></ul>
    14. 14. Socializing New Employees <ul><li>A process of facilitating adaptation and adjustment to new environment for new organizational members </li></ul><ul><li>Assumptions </li></ul><ul><ul><li>Influences performance and stability </li></ul></ul><ul><ul><li>New employees suffer from anxiety </li></ul></ul><ul><ul><li>Takes place anyway </li></ul></ul><ul><ul><li>Planned approach leads to adoption of desirable behaviors </li></ul></ul>
    15. 15. Socializing New Employees Pre-arrival Expectations Attitudes Perceptions Encounter If similar, reaffirmation If not, socialization to detach from past Total disillusionment - resignation Metamorphosis Outcomes Productivity Commitment Turnover
    16. 16. Socializing New Employees <ul><li>Orientation program </li></ul><ul><ul><li>Formal or informal </li></ul></ul><ul><ul><li>Individual or collective </li></ul></ul><ul><ul><li>Fixed or variable time </li></ul></ul><ul><ul><li>Serial (predecessor available for guidance) or disjuncture (no predecessor) </li></ul></ul><ul><ul><li>Investiture (confirm the incoming identity) or divestiture (dismantle) </li></ul></ul>
    17. 17. Orientation Program <ul><li>A major socialization process </li></ul><ul><li>Expands on the information provided during recruitment and selection </li></ul><ul><li>Major actions </li></ul><ul><ul><li>Familiarize with the organization </li></ul></ul><ul><ul><li>Communicate relevant personnel policies, rules, procedures </li></ul></ul><ul><ul><li>Review the job responsibilities and methods </li></ul></ul><ul><ul><li>Provide a tour </li></ul></ul><ul><ul><li>Introduce and arrange for interactions with other employees </li></ul></ul>

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