C h a p t e rC h a p t e r

PART TWO - STAFFING THE ORGANIZATION

SelectingEmployees

88

McGraw-Hill/Irwin© 2004 The McGraw-Hill Companies, Inc. All

rights reserved. 8 - 2

Chapter 8 Overview

The Selection Process

Validation of Selection Procedures

Reliability

Uniform Guidelines on Employee Selection Procedures

McGraw-Hill/Irwin© 2004 The McGraw-Hill Companies, Inc. All

rights reserved. 8 - 3

The Selection Process Application Form

EEOC Requirements Processing Accuracy of Information Applicant Flow Record

Preliminary Interview Formal Testing

Aptitude Tests Psychomotor Tests Job Knowledge and Proficiency Test Interest Tests Personality Tests Polygraph Tests Graphology Drug and AIDS Testing Genetic Testing

McGraw-Hill/Irwin© 2004 The McGraw-Hill Companies, Inc. All

rights reserved. 8 - 4

Figure 8.1

|

Steps in the Selection Process

McGraw-Hill/Irwin© 2004 The McGraw-Hill Companies, Inc. All

rights reserved. 8 - 5

The Selection Process Application Form

EEOC Requirements Processing Accuracy of Information Applicant Flow Record

Preliminary Interview Formal Testing

Aptitude Tests Psychomotor Tests Job Knowledge and Proficiency Test Interest Tests Personality Tests Polygraph Tests Graphology Drug and AIDS Testing Genetic Testing

The Selection Process Application Form

EEOC Requirements Processing Accuracy of Information Applicant Flow Record

Preliminary Interview Formal Testing

Aptitude Tests Psychomotor Tests Job Knowledge and Proficiency Test Interest Tests Personality Tests Polygraph Tests Graphology Drug and AIDS Testing Genetic Testing

The Selection Process Application Form

EEOC Requirements Processing Accuracy of Information Applicant Flow Record

Preliminary Interview Formal Testing

Aptitude Tests Psychomotor Tests Job Knowledge and Proficiency Test Interest Tests Personality Tests Polygraph Tests Graphology Drug and AIDS Testing Genetic Testing

McGraw-Hill/Irwin© 2004 The McGraw-Hill Companies, Inc. All

rights reserved. 8 - 6

Second or Follow-up Interview Types of Interviews Problems in Conducting Interviews Conducting Effective Interviews

Reference Checking Physical Examination Making the Final Selection Decision

Validation of Selection Procedures Criterion-Related Validity

Predictive Validity Concurrent Validity

Content and Construct ValidityReliabilityUniform Guidelines on Employee Selection Procedures

Adverse (or Disparate) Impact Where Adverse Impact Exists: The Basic Options

Second or Follow-up Interview Types of Interviews Problems in Conducting Interviews Conducting Effective Interviews

Reference Checking Physical Examination Making the Final Selection Decision

Validation of Selection Procedures Criterion-Related Validity

Predictive Validity Concurrent Validity

Content and Construct ValidityReliabilityUniform Guidelines on Employee Selection Procedures

Adverse (or Disparate) Impact Where Adverse Impact Exists: The Basic Options

Second or Follow-up Interview Types of Interviews Problems in Conducting Interviews Conducting Effective Interviews

Reference Checking Physical Examination Making the Final Selection Decision

Validation of Selection Procedures Criterion-Related Validity

Predictive Validity Concurrent Validity

Content and Construct ValidityReliabilityUniform Guidelines on Employee Selection Procedures

Adverse (or Disparate) Impact Where Adverse Impact Exists: The Basic Options

Second or Follow-up Interview Types of Interviews Problems in Conducting Interviews Conducting Effective Interviews

Reference Checking Physical Examination Making the Final Selection Decision

Validation of Selection Procedures Criterion-Related Validity

Predictive Validity Concurrent Validity

Content and Construct ValidityReliabilityUniform Guidelines on Employee Selection Procedures

Adverse (or Disparate) Impact Where Adverse Impact Exists: The Basic Options

Second or Follow-up Interview Types of Interviews Problems in Conducting Interviews Conducting Effective Interviews

Reference Checking Physical Examination Making the Final Selection Decision

Validation of Selection Procedures Criterion-Related Validity

Predictive Validity Concurrent Validity

Content and Construct ValidityReliabilityUniform Guidelines on Employee Selection Procedures

Adverse (or Disparate) Impact Where Adverse Impact Exists: The Basic Options

McGraw-Hill/Irwin© 2004 The McGraw-Hill Companies, Inc. All

rights reserved. 8 - 7

Figure 8.2

|

Relationship between Job Analysis and Validity

McGraw-Hill/Irwin© 2004 The McGraw-Hill Companies, Inc. All

rights reserved. 8 - 8

Second or Follow-up Interview Types of Interviews Problems in Conducting Interviews Conducting Effective Interviews

Reference Checking Physical Examination Making the Final Selection Decision

Validation of Selection Procedures Criterion-Related Validity

Predictive Validity Concurrent Validity

Content and Construct ValidityReliabilityUniform Guidelines on Employee Selection Procedures

Adverse (or Disparate) Impact Where Adverse Impact Exists: The Basic Options

McGraw-Hill/Irwin© 2004 The McGraw-Hill Companies, Inc. All

rights reserved. 8 - 9

Figure 8.3

|

Predictive Validation Process

McGraw-Hill/Irwin© 2004 The McGraw-Hill Companies, Inc. All

rights reserved. 8 - 10

Second or Follow-up Interview Types of Interviews Problems in Conducting Interviews Conducting Effective Interviews

Reference Checking Physical Examination Making the Final Selection Decision

Validation of Selection Procedures Criterion-Related Validity

Predictive Validity Concurrent Validity

Content and Construct ValidityReliabilityUniform Guidelines on Employee Selection Procedures

Adverse (or Disparate) Impact Where Adverse Impact Exists: The Basic Options

McGraw-Hill/Irwin© 2004 The McGraw-Hill Companies, Inc. All

rights reserved. 8 - 11

Figure 8.4

|

Concurrent Validation Process

McGraw-Hill/Irwin© 2004 The McGraw-Hill Companies, Inc. All

rights reserved. 8 - 12

Second or Follow-up Interview Types of Interviews Problems in Conducting Interviews Conducting Effective Interviews

Reference Checking Physical Examination Making the Final Selection Decision

Validation of Selection Procedures Criterion-Related Validity

Predictive Validity Concurrent Validity

Content and Construct ValidityReliabilityUniform Guidelines on Employee Selection Procedures

Adverse (or Disparate) Impact Where Adverse Impact Exists: The Basic Options

Second or Follow-up Interview Types of Interviews Problems in Conducting Interviews Conducting Effective Interviews

Reference Checking Physical Examination Making the Final Selection Decision

Validation of Selection Procedures Criterion-Related Validity

Predictive Validity Concurrent Validity

Content and Construct ValidityReliabilityUniform Guidelines on Employee Selection Procedures

Adverse (or Disparate) Impact Where Adverse Impact Exists: The Basic Options

Second or Follow-up Interview Types of Interviews Problems in Conducting Interviews Conducting Effective Interviews

Reference Checking Physical Examination Making the Final Selection Decision

Validation of Selection Procedures Criterion-Related Validity

Predictive Validity Concurrent Validity

Content and Construct ValidityReliabilityUniform Guidelines on Employee Selection Procedures

Adverse (or Disparate) Impact Where Adverse Impact Exists: The Basic Options

McGraw-Hill/Irwin© 2004 The McGraw-Hill Companies, Inc. All

rights reserved. 8 - 13

Figure 8.5

|

Determining Adverse Impact in an Employer’sWork Force

McGraw-Hill/Irwin© 2004 The McGraw-Hill Companies, Inc. All

rights reserved. 8 - 14

Figure 8.6

|

Determining Adverse Impact in an Employer’sHiring Decisions

McGraw-Hill/Irwin© 2004 The McGraw-Hill Companies, Inc. All

rights reserved. 8 - 15

Second or Follow-up Interview Types of Interviews Problems in Conducting Interviews Conducting Effective Interviews

Reference Checking Physical Examination Making the Final Selection Decision

Validation of Selection Procedures Criterion-Related Validity

Predictive Validity Concurrent Validity

Content and Construct ValidityReliabilityUniform Guidelines on Employee Selection Procedures

Adverse (or Disparate) Impact Where Adverse Impact Exists: The Basic Options

McGraw-Hill/Irwin© 2004 The McGraw-Hill Companies, Inc. All

rights reserved. 8 - 16

QuestionsQuestions