Part 2: Staffing the Organization

Chapter 6: Selection of Human ResourcesPrepared by Linda Eligh, University of Western Ontario

Learning ObjectivesAfter you have read this chapter, you should be able to:Describe the relationships between criteria, predictors, job performance and selection.Diagram the sequence of a typical selection process.Identify three types of selection tests and legal concerns about their uses.Discuss several types of selection interviews and some key considerations in conducting these interviews.Explain how legal concerns affect background investigations of applicants and use of medical examinations in the selection process.Describe the major issues to be considered when selecting candidates for global assignments.

Selection and PlacementSelectionThe process of choosing individuals with qualifications needed to fill jobs in an organization.Organizations need qualified employees to succeed.Hire hard, manage easy.Good training will not make up for bad selection.PlacementFitting a person to the right job.

Typical Division of HR Responsibilities: Selection Fig. 6-1

HR Employment FunctionsReceiving applicationsInterviewing applicantsAdministering tests to applicantsConducting background investigationsArranging physical examinationsPlacing and assigning new employeesCoordinating follow-up of new employeesExit interviews with departing employeesMaintaining employee records and reports

PlacementPerson-job FitMatch between individual knowledge, skills and abilities (KSAs) and demands of the job or the needs/desires of an individual and what is provided by the jobBenefits of person-job fitHigher employee performanceLower turnover and absenteeismPerson-organization FitThe congruence between individuals and organizational factors

Criteria, Predictors, and Job PerformanceSelection CriterionA characteristic that a person must have to do a job successfully.PredictorsThe measurable or visible indicators of a selection criterion.ValidityThe correlation between a predictor and job performance, or the extent to which a test actually measures what it says it measures.ReliabilityThe degree to which an instrument measures the same way each time it is used under the same conditions, with the same subjects.

Job Performance, Selection Criteria, and Predictors Fig. 6-2

Validity and Equal EmploymentEmployment testAny employment procedure used as the basis for making an employment-related decision.Must have both reliability and job-related validity.Selection Procedures and ValidityEmployers must demonstrate that tests of knowledge, skills, and abilities (KSAs) are valid when disparate impact exists.Content ValidityValidity as measured by a logical, nonstatistical method (job analysis) to identify the KSAs and other characteristics necessary to perform the job.Example: A work sample test measuring how well an applicant performed essential tasks of the job.

Validity and Equal Employment (contd)Criterion-Related ValidityValidity measured by a procedure that uses a test as the predictor of how well an individual wool perform on the job.Correlation CoefficientIndex number giving the relationship between a predictor (a test) and a criterion variable (a measure of success on the job).Predictor (test score)Criterion (Job Success)

Test Scores and Job Performance Fig. 6-3Note: Correlation looks at the relationships between the test scores and job performance of the whole group.

Validation Strategies: Construct ValidityConcurrent ValidityMeasured when an employer tests current employees and correlates the scores with their performance ratings.Predictive ValidityMeasured when test results of applicants are compared with subsequent job performance.

Concurrent and Predictive Validity Fig. 6-4

Selection Process FlowchartFig. 6-5

The Selection ProcessLegal Concerns in the Selection ProcessHuman Rights LegislationNon-discriminatory job-related selection practicesOnly exception is for BFORsApplicant Job InterestJob applicants perceptions of the organization will be influenced by how they are treatedRealistic Job Previews (RJPs)

Applicant Job InterestRealistic Job PreviewThe process through which a 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.

Pre-Employment ScreeningPre-Screening InterviewPurpose: verify minimum qualificationsElectronic ScreeningUse applicant tracking systems when:The volume of applicants is largeThe quality of hires needs to be increasedHiring cycles need to be shortenedThe cost of hiring needs to be reducedThe firm needs to reach geographic areas not visited by recruiters

Application FormsPurposes of Application FormsRecord of applicants interest in the jobProvides a profile of the applicantBasic record for applicants who are hiredResearch effectiveness of the selection processResumes as ApplicationsEmployers must avoid utilizing information that is personal and non-job related in nature which may appear on a resume.Biodata and Weighted Application FormsDifferentiates between satisfactory and poor performers.

Application Disclaimers and NoticesPrivacy Act Confirms to the applicant that privacy is protected.Reference ContactsObtains applicants permission to contact references.Employment TestingNotifies applicants of required drug tests, physical exams, or other tests.Application Time LimitsIndicates how long the application will remain active (i.e. 6 mos).Information FalsificationIndicates that false information is grounds for termination.Legality of the Application Form Notifies applicants the form has been approved by the HRC.

Human Rights Considerations and Application FormsApplication Forms should not contain illegal (non job-related) questions concerning:Marital statusHeight/weightNumber and ages of dependentsInformation on spouseDate of high school graduationContact in case of emergency

Selection Testing: Ability TestsCognitive Ability TestsMeasure an individuals thinking, memory, reasoning, and verbal and mathematical abilities.Physical Ability TestsMeasure an individuals strength, endurance, and muscular movement.Psychomotor TestsMeasure an individuals dexterity, hand-eye coordination, arm-hand steadiness, and other factors.

Selection Testing: Ability Tests (contd)Work Sample TestsRequire an applicant to perform a simulated task.Situational Judgment TestsMeasure a persons judgment in work settings.Assessment CentresA series of evaluation exercises and tests used for the selection and development of managerial personnel.Multiple raters assess participants in multiple exercises and problems that are job content-related to the jobs for which the individuals are being screened.

Other TestsPersonality TestsMyers-Briggs Type Indicator (MBTI)16 Personality Factors and othersFakability and personality testsHonest and Integrity TestingStandardized honesty/integrity testsFakability of honesty testsPolygraph tests (lie detector)Prohibited in Ontario and New Brunswick for purposes of pre-employment screening

Big Five Personality Characteristics Fig. 6-7

Controversial and Questionable TestsGraphology (Handwriting Analysis)Analysis of the characteristics of an individuals writing that purports to reveal personality traits and suitability for employment.PsychicsPersons who are supposedly able to determine a persons intellectual and emotional suitability for employment.

Legal Concerns and Selection TestingLegal Concerns and Selection TestingJob-relatedness (validity) of selection testsCompliance with human rights and language issuesTests represent only one data source in the selection process

Types of Selection Interviews Fig. 6-8

Selection InterviewingFace ValidityInterrater ReliabilityIntrarater ReliabilityInterview Reliability and Validity Issues

Selection InterviewingReliability and Validity of InterviewsIntra-rater reliability: interviewers who are consistent in their ability to select individuals who will perform well.Inter-rater reliability: the extent to which different interviewers agree in the selection of individuals who will perform well.Face validity: a test that appears to be valid because external observers assume, without proof, that it is.Unstructured interviews are less reliable and less valid than structured interviews.

Structured InterviewsStructured InterviewUses a set of standardized questions asked of all job applicantsUseful for initial screening and comparisonsBenefitsObtains consistent information needed for selection decisionIs more reliable and valid than other interview formatsMeets human rights guidelines for the selection process

Structured Interviews (contd)Biographical InterviewFocuses on a chronological exploration of the candidates past experiences.Behavioural InterviewApplicants are asked to give specific examples of how they have performed a certain task or handled a problem in the past.Helps discover applicants suitability for current jobs based on past behaviours.Assumes that applicants have had experience related to the problem.

Structured Interviews (contd)Competency InterviewSimilar to the behavioural interview except that the questions are designed specifically to provide the interviewer with something to measure the applicants response againstthat is, the competency profile for the position, which includes a list of competencies necessary to do that particular job.Situational InterviewApplicants are asked how they would respond to a specific job situation related to the content of the job they are seeking.

Less Structured InterviewsNondirective InterviewApplicants are queried using questions that are developed from the answers to previous questions.Possibility of not obtaining needed information.Information obtained may not be not job-related or comparable to that obtained from other applicants.Stress InterviewsAn interview designed to create anxiety and put pressure on an applicant to see how the person responds.

Who Conducts Interviews?Video InterviewingIndividualsPanel InterviewsTeam InterviewsInterviews

Selection InterviewingConducting an Effective InterviewPlanning the interviewControlling the interviewUsing effective questioning techniquesTaking excessive notes during all stages of the interview process

Questions Commonly Used in Selection Interviews Fig. 6-9

Selection InterviewingEffective Interviewing Questions to AvoidClose ended questionsObvious questionsQuestions that rarely produce a true answerLeading questionsIllegal questionsQuestions that are not job related

Selection InterviewingProblems in the Interview

Background InvestigationFour Goals of Background Screening:Demonstrates due diligence in hiringProvides factual information about candidatesDiscourages applicants who have something to hideEncourages applicants to be honest on application forms and in interviews

Background Investigation

Sources of Background InformationMotor vehicle recordsCredit historyHonesty testsSocial Insurance NumberSex offenders listsPrevious-employment recordsCriminal recordsDrug testsEducation/degree documentationProfessional certifications/licenses

Background InvestigationReference Checking MethodsTelephoning the referenceUse of preprinted reference formsGiving References on Former EmployeesEmployers may incur liability for statements made about former employees.Employers have adopted policies restricting the release of reference information to name, employment dates, and job title.Employers fear incurring liability for failing to reveal an employee was fired for criminal behaviour.

Background InvestigationLegal Constraints on Background InvestigationRisks of negligent hiring and retentionDue diligence: investigating an applicants background to avoid suits for actions of the employee.Obtaining signed releases from applicants is necessary to avoid problems with privacy issues. Negligent hiringOccurs when an employer fails to check an employees background and the employee injures someone.Negligent retentionOccurs when an employer becomes aware that an employee may be unfit for employment, continues to employ the person, and the person injures someone.

Background InvestigationCredit ChecksRequires disclosure of a credit checkRequires written consent of applicantRequires copy of report be given to the applicantMedical Examinations and InquiriesDetermines physical and mental capabilities for performing jobsImplemented once a conditional offer is madeEmployer pays for the exam

Medical Examinations and InquiriesDrug TestingAcceptable Uses in Canada: As part of an investigation in an unfit for duty (reasonable cause) or post accident/incident situationAs part of a monitoring program after treatmentAs a condition of return to duty after a policy violationOn an on-going follow-up basisAs a condition of certification to a higher safety-risk position and on a random basis for alcohol onlyAs part of a comprehensive policy which includes accommodation measures for alcohol or drug dependency Genetic TestingProhibited in employment testing in Canada

Making the Final DecisionCombining PredictorsMultiple HurdlesEstablishing a minimum cutoff (level of performance) for each predictor, and requiring that each applicant must score at least the minimum on each predictor to be considered for hiring.Compensatory ApproachScores on all predictors are added together, allowing a higher score on one predictor to offset a lower score on another predictor.

Making the Job Offer Offer GuidelinesFormalize the offer with a letter to the applicant clearly stating the terms and conditions of employment.Avoid vague, general statements and promises.Have legal counsel review the offer document.Require return of a signed acceptance of the offer.

Staffing Global AssignmentsTypes of Global Employees

Selection Factors for Global Employees Fig. 6-11