Selection and Placement
Selection
– Process of choosing individuals with
qualifications needed to fill jobs
– Organizations need qualified employees to
succeed
Placement
– Fitting a person to the right job
1
Applicant Knowledge, Skills, and
Abilities
Person-Job Fit
– Matching knowledge, skills and abilities
(KSAs) of individuals to characteristics of
jobs (tasks, duties and responsibilities–
TDRs).
– Benefits of good person-job fit:
Higher employee performance
Lower turnover and absenteeism
KSAs = TDRs = Job Success
2
Applicant Knowledge, Skills, and
Abilities
Person-Organization Fit
– Congruence between individuals and
organizational culture.
3
Criteria, Predictors, and Job
Performance
Selection Criterion
– A characteristic that a person must have to
do a job successfully
Predictors
– Measurable or visible indicators of a
selection criterion
4
Criteria, Predictors, and Job
Performance
Validity
– Criterion-related validity: Correlation between
a predictor and job performance; accuracy
– Content validity: Selection method reflects
job content
Reliability
– Extent to which a predictor repeatedly
produces the same results, over time;
consistency
5
Job Performance, Selection
Criteria, and Predictions
6
Concurrent
and
Predictive
Validity
7
Combining Predictors
Multiple Hurdles
– Establishing minimum cutoff (level of
performance) for each predictor, requiring
each applicant to score at least the minimum
on each predictor to be considered for hiring.
Compensatory Approach
– Scores on all predictors are added
together, allowing higher score on one
predictor to compensate for lower score
on another.
8
Typical Division of HR Responsibilities: Selection
9
HR Employment Functions
1. Receiving applications
2. Interviewing applicants
3. Administering tests to applicants
4. Conducting background investigations
5. Arranging physical examinations
6. Placing and assigning new employees
7. Coordinating follow-up of new employees
8. Exit interviewing departing employees
9. Maintaining employee records and reports
10
Selection
Process
Flowchart
11
Reality or Sugar-Coating?
Realistic Job Preview
–Process through which job applicant receives
an accurate picture of the organizational
realities of the job.
Prevents the development of unrealistic job
expectations that cause disenchantment,
dissatisfaction, and turnover in new employees.
12
Pre-Employment Screening
To verify minimum qualifications
Electronic Screening
Large volume
of applicants
Quality of hires needs
to be increased
When To Use
Electronic
Screening
To shorten hiring cycle
To reduce cost of hiring
To reach unvisited
geographic areas
13
Applications
Purposes of Applications forms
– Record of applicant’s interest
– Provides a profile of applicant
– Basic record for applicants hired
– To assess effectiveness of selection
process
Resumes as Applications
– EEO recognizes as application
– Retain resumes at least three years.
14
Application Disclaimers
Employment-At-Will
Reference Contacts
Employment Testing
Application
Form
Application Time Limit
Information Falsification
15
Acceptable
Documents
for
Verifying
Eligibility
to Work in
the United
States
16
EEO Considerations and
Application Forms
Applications should not contain illegal
(nonjob-related) questions concerning:
– Marital status
– Height/weight
– Number and ages of dependents
– Information on spouse
– Date of high school graduation
– Contact in case of emergency
17
Sample
Application
Form
18
Selection Testing: Ability Tests
Cognitive
Ability
Tests
Physical Ability
Tests
Work Sample
Tests
Psychomotor
Tests
Ability Tests
Aptitude and
Achievement
Situational
Judgment
Tests
Assessment
Centers
19
Other Assessments
Personality Tests
– Minnesota Multiphasic Personality
Inventory (MMPI)
– Myers-Briggs
– “Fakability”; socially desirable responses
– Honesty/Integrity tests
– Violence potential tests
Employee Polygraph Protection Act
20
Big Five
Personality
Traits
21
Structured Interviews
Structured
Interviews
Biographical
Interview
Behavioral
Interview
Competency
Interview
Situational
Interview
22
More on Structured Interviews
Benefits of Structured
Interviews
Obtain
consistent
information
needed for
selection
decision
More reliable and
valid than other
interview formats
Meet federal
EEO guidelines
for the selection
process
23
Types of Selection Interviews
24
Less Structured Interviews
Nondirective Interview
– Questions are developed based on
answers to previous questions.
– May not obtain needed information.
– Information obtained may not be not jobrelated or comparable to that obtained
from other applicants.
25
Less Structured Interviews
Stress Interviews
– Designed to create anxiety and put
pressure on an applicant to see how
the person responds.
26
Questions
Commonly
Used in
Selection
Interviews
27
Who Conducts Interviews?
Interviewers
Individuals
Individuals
Sequentially
Panel
Interview
Team
Interview
28
Effective Interviewing
Conducting an Effective Interview
Plan the
Interview
Control the
Interview
Questioning
Techniques
29
Effective Interviewing
Questions to Avoid
– Yes/No questions
– Obvious questions
– Questions that rarely produce a true
answer
– Leading questions
– Illegal questions
– Questions that are not job related
30
Problems in the Interview
Snap Judgments
Negative Emphasis
Halo Effect
Poor
Interviewing
Techniques
Biases and Stereotyping
Cultural Noise
31
Sources of Background Information
32
Legal Issues in Background
Investigations
Risks of negligent hiring and retention
– Employers are liable for employees’ actions.
– Federal Privacy Act of 1974 requires signed
releases from applicants to avoid privacy
issues.
Negligent hiring
– Employer fails to check the background of
an employee who injures someone.
33
Legal Issues in Background
Investigations
Negligent retention
– Employer is aware an employee may be
unfit for employment, continues to
employ the person, and the person
injures someone.
34
Background Investigation
Fair Credit Reporting Act
– Requires disclosure of a credit check.
– Requires written consent of applicant.
– Requires copy of report be given to the
applicant.
35
Medical Examinations and Inquires
American With Disabilities Act (ADA)
– Prohibits pre-employment medical exams.
– Prohibits rejecting persons for disabilities or
asking disability-related questions until after a
conditional job offer is made.
Drug Testing
– Use of drug testing in the selection process is
increasing.
– Test must be monitored to protect integrity of
results.
36
Making the Job Offer
Offer Guidelines
– Formalize the offer with a letter to
applicant clearly stating the terms and
conditions of employment.
– Avoid vague, general statements and
promises.
– Require return of signed acceptance of
offer.
37
Global Staffing Issues
Types of Global
Employees
Expatriates
Host-Country
Nationals
ThirdCountry
Nationals
38
Selection
Factors for
Global
Employees
39
Who Is an Applicant?
EEOC and OFCCP definition of “applicant”:
– Has expressed interest electronically and is being
considered for a specific position by the employer.
– Has identified that he/she has the basic position
qualifications.
– Maintains his/her interest in the position throughout
selection process.
– Has been ranked using “hit features” by employer
software or other data techniques
40