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Selection and PlacementSelection and Placement

SelectionSelection

– Process of choosing individuals with Process of choosing individuals with qualifications needed to fill jobsqualifications needed to fill jobs

– Organizations need qualified Organizations need qualified employees to succeedemployees to succeed

PlacementPlacement

– Fitting a person to the right jobFitting a person to the right job

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Applicant Knowledge, Skills, Applicant Knowledge, Skills, and Abilitiesand Abilities

Person-Job FitPerson-Job Fit– Matching knowledge, skills and Matching knowledge, skills and

abilities (KSAs) of individuals to abilities (KSAs) of individuals to characteristics of jobs (tasks, duties characteristics of jobs (tasks, duties and responsibilitiesand responsibilities–TDRs–TDRs).).

– Benefits of good person-job fit:Benefits of good person-job fit:Higher employee performanceHigher employee performance

Lower turnover and absenteeismLower turnover and absenteeism

KSAs = TDRs = Job SuccessKSAs = TDRs = Job Success

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Applicant Knowledge, Skills, Applicant Knowledge, Skills, and Abilitiesand Abilities

Person-Organization FitPerson-Organization Fit– Congruence between individuals Congruence between individuals

and organizational culture.and organizational culture.

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Criteria, Predictors, and Job Criteria, Predictors, and Job PerformancePerformance

Selection CriterionSelection Criterion

– A characteristic that a person must A characteristic that a person must have to do a job successfullyhave to do a job successfully

PredictorsPredictors

– Measurable or visible indicators of a Measurable or visible indicators of a selection criterionselection criterion

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Criteria, Predictors, and Job Criteria, Predictors, and Job PerformancePerformance

ValidityValidity

– Criterion-related validityCriterion-related validity: Correlation : Correlation between a predictor and job between a predictor and job performance; accuracyperformance; accuracy

– Content validityContent validity: Selection method : Selection method reflects job contentreflects job content

ReliabilityReliability

– Extent to which a predictor repeatedly Extent to which a predictor repeatedly produces the same results, over time; produces the same results, over time; consistencyconsistency

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Job Performance, Selection Criteria, and Predictions

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Concurrent and

Predictive Validity

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Combining PredictorsCombining Predictors

Multiple HurdlesMultiple Hurdles

– Establishing minimum cutoff (level of Establishing minimum cutoff (level of performance) for each predictor, requiring performance) for each predictor, requiring each applicant to score at least the minimum each applicant to score at least the minimum on each predictor to be considered for hiring.on each predictor to be considered for hiring.

Compensatory ApproachCompensatory Approach

– Scores on all predictors are added Scores on all predictors are added together, allowing higher score on one together, allowing higher score on one predictor to compensate for lower score on predictor to compensate for lower score on another.another.

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Typical Division of HR Responsibilities: Selection

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HR HR EmploymentEmployment FunctionsFunctions

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

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Selection Process

Flowchart

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Reality or Sugar-Coating?Reality or Sugar-Coating?

Realistic Job PreviewRealistic Job Preview– Process through which job applicant Process through which job applicant

receives an accurate picture of the receives an accurate picture of the organizational realities of the job.organizational realities of the job.

Prevents the development of unrealistic Prevents the development of unrealistic job expectations that cause job expectations that cause disenchantment, dissatisfaction, and disenchantment, dissatisfaction, and turnover in new employees.turnover in new employees.

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Large volume of applicants

Quality of hires needs

to be increasedTo shorten hiring

cycleTo reduce cost of

hiring

To reach unvisited geographic areas

When To Use Electronic Screening

Pre-Employment ScreeningPre-Employment ScreeningTo verify minimum qualificationsTo verify minimum qualifications

Electronic ScreeningElectronic Screening

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ApplicationsApplications

Purposes of Applications formsPurposes of Applications forms– Record of applicant’s interestRecord of applicant’s interest– Provides a profile of applicantProvides a profile of applicant– Basic record for applicants hiredBasic record for applicants hired– To assess effectiveness of selection To assess effectiveness of selection

processprocess

Resumes as ApplicationsResumes as Applications– EEO recognizes as applicationEEO recognizes as application– Retain resumes at least three yearsRetain resumes at least three years..

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Application DisclaimersApplication Disclaimers

Employment-At-Will

Reference Contacts

Employment Testing

Application Time Limit

Information Falsification

Application

Form

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Acceptable

Documents for

Verifying Eligibility to Work in the United

States

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EEO Considerations and EEO Considerations and Application FormsApplication Forms

Applications should not contain illegal (nonjob-related) questions concerning:– Marital statusMarital status

– Height/weightHeight/weight

– Number and ages of dependentsNumber and ages of dependents

– Information on spouseInformation on spouse

– Date of high school graduationDate of high school graduation

– Contact in case of emergencyContact in case of emergency

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Sample Application

Form

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Selection Testing: Ability Selection Testing: Ability TestsTests

Ability Tests

Aptitude and

Achievement

Cognitive Ability Tests

Psychomotor

Tests

Physical Ability Tests

Work Sample

Tests

Situational Judgment

Tests

Assessment Centers

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Other AssessmentsOther Assessments

Personality TestsPersonality Tests– Minnesota Multiphasic Personality Minnesota Multiphasic Personality

Inventory (MMPI)Inventory (MMPI)

– Myers-BriggsMyers-Briggs

– ““Fakability”; socially desirable Fakability”; socially desirable responsesresponses

– Honesty/Integrity testsHonesty/Integrity tests

– Violence potential testsViolence potential tests

Employee Polygraph Protection ActEmployee Polygraph Protection Act

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Big Five Personality

Traits

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Structured InterviewsStructured Interviews

Structured

Interviews

Biographical Interview

Behavioral Interview

Competency Interview

Situational Interview

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More on Structured More on Structured InterviewsInterviews

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

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Types of Selection Interviews

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Less Structured InterviewsLess Structured Interviews

Nondirective InterviewNondirective Interview

– Questions are developed based on Questions are developed based on answers to previous questions.answers to previous questions.

– May not obtain needed information.May not obtain needed information.

– Information obtained may not be Information obtained may not be not job-related or comparable to not job-related or comparable to that obtained from other that obtained from other applicantsapplicants..

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Less Structured InterviewsLess Structured Interviews

Stress InterviewsStress Interviews

– Designed to create anxiety and Designed to create anxiety and put pressure on an applicant to put pressure on an applicant to see how the person responds.see how the person responds.

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Questions Commonly

Used in Selection Interviews

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Who Conducts Interviews?Who Conducts Interviews?

Interviewers

IndividualsIndividuals

SequentiallyPanel

InterviewTeam

Interview

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Effective InterviewingEffective Interviewing

Conducting an Effective InterviewConducting an Effective Interview

Plan the Interview

Control the

Interview

Questioning

Techniques

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Effective InterviewingEffective Interviewing

Questions to AvoidQuestions to Avoid– Yes/No questionsYes/No questions– Obvious questionsObvious questions– Questions that rarely produce a Questions that rarely produce a

true answertrue answer– Leading questionsLeading questions– Illegal questionsIllegal questions– Questions that are not job relatedQuestions that are not job related

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Problems in the InterviewProblems in the Interview

Snap Judgments

Negative Emphasis

Halo Effect

Biases and Stereotyping

Cultural Noise

Poor Interviewin

g Techniques

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Sources of Background Information

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Legal Issues in Background Legal Issues in Background InvestigationsInvestigations

Risks of negligent hiring and Risks of negligent hiring and retentionretention– Employers are liable for employees’ Employers are liable for employees’

actions.actions.

– Federal Privacy Act of 1974 requires Federal Privacy Act of 1974 requires signed releases from applicants to avoid signed releases from applicants to avoid privacy issues. privacy issues.

Negligent hiring– Employer fails to check the background Employer fails to check the background

of an employee who injures someoneof an employee who injures someone..

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Legal Issues in Background Legal Issues in Background InvestigationsInvestigations

Negligent retentionNegligent retention– Employer is aware an employee Employer is aware an employee

may be unfit for employment, may be unfit for employment, continues to employ the person, continues to employ the person, and the person injures someone.and the person injures someone.

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Background InvestigationBackground Investigation

Fair Credit Reporting ActFair Credit Reporting Act

– Requires disclosure of a credit Requires disclosure of a credit check.check.

– Requires written consent of Requires written consent of applicant.applicant.

– Requires copy of report be given to Requires copy of report be given to the applicant.the applicant.

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Medical Examinations and Medical Examinations and InquiresInquires

American With Disabilities Act (ADA)American With Disabilities Act (ADA)

– Prohibits pre-employment medical exams.Prohibits pre-employment medical exams.

– Prohibits rejecting persons for disabilities Prohibits rejecting persons for disabilities or asking disability-related questions until or asking disability-related questions until after a conditional job offer is made.after a conditional job offer is made.

Drug TestingDrug Testing

– Use of drug testing in the selection process Use of drug testing in the selection process is increasing.is increasing.

– Test must be monitored to protect integrity Test must be monitored to protect integrity of results.of results.

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Making the Job OfferMaking the Job Offer

Offer GuidelinesOffer Guidelines

– Formalize the offer with a letter to Formalize the offer with a letter to applicant clearly stating the terms applicant clearly stating the terms and conditions of employment.and conditions of employment.

– Avoid vague, general statements Avoid vague, general statements and promises.and promises.

– Require return of signed Require return of signed acceptance of offer.acceptance of offer.

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Global Staffing IssuesGlobal Staffing Issues

Types of Global Employees

Expatriates

Host-Country

Nationals

Third-Country

Nationals

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Selection Factors for

Global Employees

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Who Is an Applicant?Who Is an Applicant?

EEOC and OFCCP definition of EEOC and OFCCP definition of “applicant”:“applicant”:– Has expressed interest electronically and is being Has expressed interest electronically and is being

considered for a specific position by the employer.considered for a specific position by the employer.

– Has identified that he/she has the basic position Has identified that he/she has the basic position qualifications.qualifications.

– Maintains his/her interest in the position Maintains his/her interest in the position throughout selection process.throughout selection process.

– Has been ranked using “hit features” by employer Has been ranked using “hit features” by employer software or other data techniquessoftware or other data techniques