Mgmt 383Mgmt 383

Chapter 8Chapter 8

Selecting Human ResourcesSelecting Human Resources

Spring 2009Spring 2009

Selection ResponsibilitiesSelection Responsibilities

• HR StaffHR Staff• Initial reception.Initial reception.• Conducts screening Conducts screening

interview.interview.• Administers pre-Administers pre-

employment tests.employment tests.• Obtains reference Obtains reference

information.information.• Refers top candidates to Refers top candidates to

upper level management.upper level management.• Conducts post-offer Conducts post-offer

physical exams.physical exams.• Evaluates the selection Evaluates the selection

processprocess

• Operating ManagersOperating Managers• Submit HR requisitions.Submit HR requisitions.• Participate in the selection Participate in the selection

process (search process (search committees).committees).

• Interview finalists.Interview finalists.• Make final selection.Make final selection.• Provide follow up Provide follow up

information on suitability information on suitability of new hiresof new hires..

Placement v. SelectionPlacement v. Selection

• Placement Placement – – Fitting the person to the right Fitting the person to the right jobjob..

• SelectionSelection - - The process of choosing The process of choosing individuals who have the relevant individuals who have the relevant qualifications to fill jobs in the qualifications to fill jobs in the organizationorganization..

Types of “Fit”Types of “Fit”

• Person/Job FitPerson/Job Fit – matching the individual’s – matching the individual’s KSA with the characteristics of the job.KSA with the characteristics of the job.

• A staunch individualist being assigned to a SDWT A staunch individualist being assigned to a SDWT is not a good fit.is not a good fit.

• Interpersonal abilities should the interpersonal Interpersonal abilities should the interpersonal demands of the job.demands of the job.

• Person/Organization FitPerson/Organization Fit – congruence – congruence between individuals and organizational factors between individuals and organizational factors (cultural compatibility)(cultural compatibility)

Criterion and PredictorsCriterion and Predictors• Selection Criterion Selection Criterion - a characteristic that a - a characteristic that a

person must possess in order to do a job person must possess in order to do a job successfully (reasoning ability, intelligence, successfully (reasoning ability, intelligence, motor skills, etc.). Should be derived from job motor skills, etc.). Should be derived from job analysis.analysis.

• PredictorsPredictors – measurable indicators of the – measurable indicators of the selection criterion.selection criterion.• ValidityValidity – – the extent to which a predictor actually the extent to which a predictor actually

what it is supposed to predict (usually job what it is supposed to predict (usually job performance)performance)

• ReliabilityReliability – the extent to which the predictor is – the extent to which the predictor is consistent in its results.consistent in its results.

Steps in Conducting Steps in Conducting Concurrent ValidationConcurrent Validation

• Conduct job analysis.Conduct job analysis.• Identify critical TDR.Identify critical TDR.• Determine relevant KSAs.Determine relevant KSAs.• Select criteria for job success (job performance).Select criteria for job success (job performance).• Choose experimental predictors (employment test).Choose experimental predictors (employment test).• Administer predictors (employment test) to Administer predictors (employment test) to current

employees..• Score the testScore the test• Compare the results (Correlation between predictor Compare the results (Correlation between predictor

and criterion).and criterion).

Predictive ValidationPredictive Validation

• The “test” is given to applicants who hired.The “test” is given to applicants who hired.• At the conclusion of a period of time At the conclusion of a period of time

(probationary period or evaluation cycle) (probationary period or evaluation cycle) performance is evaluated.performance is evaluated.

• Test scores and work performance are then Test scores and work performance are then correlated.correlated.

• Moderate to strong correlations would Moderate to strong correlations would validate the “test.”validate the “test.”

Standards for Selection Standards for Selection CriteriaCriteria

• Clearly identified KSA.Clearly identified KSA.

• Must be based on accurate job-related Must be based on accurate job-related predictors of future job performance.predictors of future job performance.• Validation is absolutely criticalValidation is absolutely critical..

Selection ProcessSelection ProcessApplicant Job Interest

Pre-Employment Screening

Application Forms

Background Investigations

Conditional Offer*

Medical Exam/Drug Test

Placement

Employment testing

Selection Interviews

*May have additional interviews

Realistic Job PreviewRealistic Job Preview

• Realistic Job Preview (RJP)Realistic Job Preview (RJP) - P - Provides rovides the applicant with a realistic set of job the applicant with a realistic set of job expectations.expectations.

• Some candidates may deselect themselves.Some candidates may deselect themselves.• Reduces future dissatisfaction.Reduces future dissatisfaction.

Pre-Employment ScreeningPre-Employment Screening

• Determines whether applicants have the Determines whether applicants have the minimum qualificationsminimum qualifications..• Electronic ScreeningElectronic Screening – computers are used to – computers are used to

screen electronically submitted applications.screen electronically submitted applications.• Application FormsApplication Forms – records applicants desire for – records applicants desire for

employment, applicant profile, source for flow employment, applicant profile, source for flow analysis, basis for evaluating effectiveness of analysis, basis for evaluating effectiveness of selection process.selection process.

Applicant FormsApplicant Forms

• Application forms serve four basic purposes:Application forms serve four basic purposes:• Provides a record of the applicant’s desire to Provides a record of the applicant’s desire to

obtain a given position.obtain a given position.• Provides interviewers with a profile of the Provides interviewers with a profile of the

candidate to be used during the interview.candidate to be used during the interview.• Becomes the basic employee record for those Becomes the basic employee record for those

candidates who are hired.candidates who are hired.• Can provide data for research into the Can provide data for research into the

effectiveness of the selection process.effectiveness of the selection process.

Applicant FormsApplicant Forms

• Application forms should contain disclaimers Application forms should contain disclaimers and notices:and notices:• Employer retains EAW rights.Employer retains EAW rights.• Permission to contact references.Permission to contact references.• Notifies candidate of required drug tests, Notifies candidate of required drug tests,

physical exams, abilities tests, background physical exams, abilities tests, background checks, credit checks, etc.checks, credit checks, etc.

• Application time limits (usually applications are Application time limits (usually applications are goof for only 6 months).goof for only 6 months).

• Consequences of falsifying information.Consequences of falsifying information.

Applicant FormsApplicant Forms

• Limit application information to job-related data.Limit application information to job-related data.• Applications an other hiring-related forms are Applications an other hiring-related forms are

usually maintain on file for usually maintain on file for threethree years. years.• EEOC discourages the following:EEOC discourages the following:

• Marital statusMarital status

• Height/weight requirementsHeight/weight requirements

• Number and ages of childrenNumber and ages of children

• Information about spouseInformation about spouse

• Date of HS graduationDate of HS graduation

• Who to contact in an emergencyWho to contact in an emergency

Applicant FormsApplicant Forms

• Form I-9 Form I-9 ((within 3 business days of hiringwithin 3 business days of hiring)).*.*• Verification of applicant’s identity.Verification of applicant’s identity.

• Verification of applicant’s authorization to work in U.S.Verification of applicant’s authorization to work in U.S.

• Weighted Application Blanks (WAB)Weighted Application Blanks (WAB) - - Weights or Weights or numeric values are assigned to responses on the numeric values are assigned to responses on the application.application.

*8 C.F.R. § 274a.2(b)(ii). Except as provided in paragraph (b)(1)(viii) of this section, an employer, his or her agent, or anyone acting directly or indirectly in the interest thereof, must within three business days of the hire:

Resumes as ApplicationsResumes as Applications

• Resumes:Resumes:

• Not really informative.Not really informative.

• Can be falsified or exaggerated.Can be falsified or exaggerated.

• Individuals may inadvertently provide Individuals may inadvertently provide potentially “unlawful” information.potentially “unlawful” information.

Applicant Flow InformationApplicant Flow Information• Employer Information Report (EEO-1)Employer Information Report (EEO-1)

• Employers who hold federal contracts and Employers who hold federal contracts and subcontracts.subcontracts.

• Employers who receive federal grant and aid Employers who receive federal grant and aid money.money.

• Employers in the private sector with Employers in the private sector with >> 100 100 employees.employees.

• Used in applicant flow analysis by EEOC Used in applicant flow analysis by EEOC and utilization analysis by OFCCP.and utilization analysis by OFCCP.

• Data is collected through an applicant flow Data is collected through an applicant flow form.form.

Employment TestingEmployment Testing

• For EEO purposes, the For EEO purposes, the Uniform Guidelines Uniform Guidelines on Employee Selectionon Employee Selection defines as “test” as defines as “test” as any employment requirement.any employment requirement.• WeightWeight• EducationEducation• Work experienceWork experience• Ability testsAbility tests• Aptitude testsAptitude tests• Work sample testsWork sample tests

Employment TestingEmployment Testing

• Ability TestsAbility Tests - assess thinking, memory - assess thinking, memory reasoning, mathematical, and verbal abilities reasoning, mathematical, and verbal abilities the applicant the applicant currentlycurrently possesses (skills that possesses (skills that have already been learned). have already been learned). • Cognitive Ability Tests (language, math and Cognitive Ability Tests (language, math and

reasoning skills).reasoning skills).• Physical Ability Tests (strength, endurance, etc.).Physical Ability Tests (strength, endurance, etc.).• Psychomotor Tests (dexterity).Psychomotor Tests (dexterity).

• Work Sample Tests (actual work tasks).Work Sample Tests (actual work tasks).• Situational Judgmental Tests.Situational Judgmental Tests.

Personality Personality TestingTesting

• Personality TestsPersonality Tests • ““Big Five” Personality TraitsBig Five” Personality Traits

• ConscientiousnessConscientiousness (Achievement oriented) (Achievement oriented)**• Agreeableness (Cooperative)Agreeableness (Cooperative)• Openness to Experience (Flexibility)Openness to Experience (Flexibility)• Extrovertism (Sociability) [useful in sales positions]Extrovertism (Sociability) [useful in sales positions]• Emotional StabilityEmotional Stability *Related to job success across most organizations*Related to job success across most organizations

• Meyers-Briggs - identifies and describes 16 distinctive Meyers-Briggs - identifies and describes 16 distinctive personality types that result from the interactions among personality types that result from the interactions among the preferences selected on a questionnaire.the preferences selected on a questionnaire.

• Fakeability of personality tests reduces their Fakeability of personality tests reduces their validity.validity.

Personality Personality TestingTesting• Garry Kranz (January 8, 2008).Garry Kranz (January 8, 2008). Academics: Psych Tests are Academics: Psych Tests are

Poor Indicators for Hiring. Poor Indicators for Hiring. Workforce Management.Workforce Management.• Industrial psychologists say the tests remain an incomplete Industrial psychologists say the tests remain an incomplete

means of finding top candidates. means of finding top candidates. • Companies may want to rethink their use of personality Companies may want to rethink their use of personality

assessments when recruiting and hiring, according to a group of assessments when recruiting and hiring, according to a group of five industrial psychologists. The five academics, whose five industrial psychologists. The five academics, whose conclusions were published recently in the journal conclusions were published recently in the journal Personnel Personnel PsychologyPsychology, say , say psychological tests often show very little psychological tests often show very little correlation to a person’s actual job performancecorrelation to a person’s actual job performance. .

• The tests themselves remain plagued by several limitations, most The tests themselves remain plagued by several limitations, most notably that there are no reliable means of ferreting out “faked” notably that there are no reliable means of ferreting out “faked” answers or other exaggerations by job applicants. One suggested answers or other exaggerations by job applicants. One suggested improvement: permitting applicants to expand on their answers improvement: permitting applicants to expand on their answers by providing clarifying details, as opposed to the one-word by providing clarifying details, as opposed to the one-word multiple-choice answers typically offered.multiple-choice answers typically offered.

Honesty/Integrity TestingHonesty/Integrity Testing

• Polygraph TestsPolygraph Tests – most employers are prohibited – most employers are prohibited the use of polygraph testing under Employee the use of polygraph testing under Employee Polygraph Protection Act of 1988.Polygraph Protection Act of 1988.

• State & federal governments are exempted.State & federal governments are exempted.

• Security, banks, & pharmaceutical companies are Security, banks, & pharmaceutical companies are exempted.exempted.

• Honesty/Integrity Tests Honesty/Integrity Tests -- low validity and may low validity and may cause disparate impact.cause disparate impact.

• Easily faked.Easily faked.

The Validity of Specific Categories The Validity of Specific Categories of Employment Testsof Employment Tests

Method Correlation Coefficient

Ability Tests .53Skill Tests .44Reference Checks .26Class Rank/GPA .21Experience .18Interviews .14Education* .10

*Includes HS/GED requirements.

Selection InterviewsSelection Interviews

• Structured InterviewsStructured Interviews - set of - set of “structured questions given to all “structured questions given to all applicants.applicants.

• Unstructured InterviewsUnstructured Interviews - nondirective - nondirective questions are given.questions are given.

Selection InterviewsSelection Interviews• Biographical Interview Biographical Interview – candidate – candidate

describes, in chronological sequence, his or describes, in chronological sequence, his or her past experiences.her past experiences.

• Behavioral DescriptionBehavioral Description InterviewsInterviews – – candidate explains how he or she reacted to, candidate explains how he or she reacted to, or solved, a particular problem (actual) in the or solved, a particular problem (actual) in the past. past. • How have handled under performing employees?How have handled under performing employees?• How have you dealt with FMLA abuses?How have you dealt with FMLA abuses?

Selection InterviewsSelection Interviews

• Competency InterviewsCompetency Interviews – a variant of – a variant of behavioral interviews in which questions are behavioral interviews in which questions are design to develop adesign to develop a profile profile based upon a list based upon a list of competencies for a particular job (abilities of competencies for a particular job (abilities to work in ambiguous job settings, e.g.).to work in ambiguous job settings, e.g.).

• Situational InterviewSituational Interview - how would you react - how would you react in the following situation (hypothetical)?in the following situation (hypothetical)?• Suppose an employee entered the workplace with Suppose an employee entered the workplace with

a gun. What would you do?a gun. What would you do?

Less Structured Selection Less Structured Selection InterviewsInterviews

• Nondirective InterviewsNondirective Interviews - begins as an - begins as an unstructured question from which more unstructured question from which more specific one are developed. specific one are developed.

• ““What was something you really enjoyed What was something you really enjoyed about your last job?about your last job?

• The response will lead to a more directive The response will lead to a more directive question, followed by another.question, followed by another.

• Stress InterviewsStress Interviews - the RJ story. - the RJ story.

Selection InterviewsSelection Interviews

• Panel Team InterviewsPanel Team Interviews - several interviewers - several interviewers question the applicant question the applicant simultaneouslysimultaneously. .

• Team Interviews Team Interviews – individual is interviewed – individual is interviewed by members of the team to which he or she will by members of the team to which he or she will be assigned and with whom he/she will work.be assigned and with whom he/she will work.

• Video InterviewsVideo Interviews – video conferencing. – video conferencing.

Questions to AvoidQuestions to Avoid• Yes/no responses.Yes/no responses.

• Leading questions. Leading questions. "What do you think about employee "What do you think about employee empowerment? Many people are opposed to it, by the way." empowerment? Many people are opposed to it, by the way."

• Questions that rarely produce true answers. Questions that rarely produce true answers. Do you value Do you value diversity? diversity? (Who is going to say they don’t)(Who is going to say they don’t)

• Obvious questions. Obvious questions. Are interest in working for XYZ?Are interest in working for XYZ?

• Questions that are not job-related. Questions that are not job-related. Are you for Obama? Are you for Obama? What do you think about Hillary Clinton? What do you think about Hillary Clinton?

• Questions that are potentially discriminatory. Questions that are potentially discriminatory. How old are How old are your kids? Is your wife Hispanic?your kids? Is your wife Hispanic?

• My personal favorite:My personal favorite: What college did you graduate from? What college did you graduate from? (Shows that they haven’t looked at your resume)(Shows that they haven’t looked at your resume)

Shortcomings of InterviewsShortcomings of Interviews

• Prone to snap judgementsProne to snap judgements• Halo effect.Halo effect.• Negative comments/characteristics are Negative comments/characteristics are

weighted more heavy than positive onesweighted more heavy than positive ones..• Personal biases and stereotypingPersonal biases and stereotyping. .

(Graduates of State Kollage at Stark Vegas, (Graduates of State Kollage at Stark Vegas, e.g.)e.g.)

• Cultural noiseCultural noise - trying to please the - trying to please the interview rather than expressing your true interview rather than expressing your true feelings.feelings.

Background InvestigationsBackground Investigations

• Typical information verified:Typical information verified:• Academic referencesAcademic references• Prior work experiencePrior work experience• Financial referencesFinancial references• Law enforcement recordsLaw enforcement records• Personal referencesPersonal references (among the weakest in (among the weakest in

terms of validity)terms of validity)

• Between 30 percent to 50 percent of job Between 30 percent to 50 percent of job applicants either lie or exaggerate on applicants either lie or exaggerate on applications.applications.

Background InvestigationsBackground Investigations

• Potential Legal Problems:Potential Legal Problems:• Unfavorable recommendations may result in Unfavorable recommendations may result in

defamation suits (The truth is proof against defamation suits (The truth is proof against defamation).defamation).

• References of a positive nature for an unfit References of a positive nature for an unfit former employee may result in negligence suits.former employee may result in negligence suits.

• Negligent hiring suits can occur if you fail to Negligent hiring suits can occur if you fail to check references.check references.

• Negligent retention occurs when you continue Negligent retention occurs when you continue to employ an unfit person who may pose a to employ an unfit person who may pose a threat to the safety of others.threat to the safety of others.

Medical ExaminationsMedical Examinations

• You mayYou may NOT NOT ask an applicant about ask an applicant about current or past medical history untilcurrent or past medical history until after after a a conditional job offer has been madeconditional job offer has been made ..

• The ADA has essentially madeThe ADA has essentially made pre-pre-employmentemployment medical examinationsmedical examinations unlawful.unlawful.

ProhibitedProhibited Medical Questions Medical Questions

• Sample of medical questions that the Sample of medical questions that the EEOC says you EEOC says you cannotcannot ask: ask:• Do you have any physical limitations?Do you have any physical limitations?• Do you have any disabilities?Do you have any disabilities?• Have you ever filed for or collected worker’s Have you ever filed for or collected worker’s

compensation?compensation?• Have you ever been treated for the following Have you ever been treated for the following

medical conditions?medical conditions?

Prohibited Prohibited Medical QuestionsMedical Questions

• Sample of medical questions that the Sample of medical questions that the EEOC says you EEOC says you cannot cannot ask:ask:• How many times have you been absent from How many times have you been absent from

work due to illness during the previous two work due to illness during the previous two years?years?

• Why are you using crutches? Did you have an Why are you using crutches? Did you have an accident?accident?

• Have you ever consulted a psychologist or Have you ever consulted a psychologist or psychiatrist?psychiatrist?

PermittedPermitted Medical Questions Medical Questions

• Sample of medical questions that the EEOC Sample of medical questions that the EEOC says you says you cancan ask:ask:• Can you perform the essential functions of the job Can you perform the essential functions of the job

with or without accommodation? Describe the with or without accommodation? Describe the accommodations you may require.accommodations you may require.

• Describe your attendance at your last jobDescribe your attendance at your last job• What were your past duties? Which were most What were your past duties? Which were most

challenging?challenging?

Other Employment “Tests”Other Employment “Tests”

• Drug TestingDrug Testing• May be required under the Drug-Free Workplace May be required under the Drug-Free Workplace

Act.Act.• Should be job-related.Should be job-related.• Employees who receive substance abuse Employees who receive substance abuse

rehabilitation are covered under the ADA.rehabilitation are covered under the ADA.

• Genetic TestingGenetic Testing• Is likely to violate the ADA.Is likely to violate the ADA.

Legal ConcernsLegal Concerns

• Disparate Impact Disparate Impact (Usually (Usually determined by determined by Applicant Flow Applicant Flow AnalysisAnalysis))

• TestersTesters

• Affect on image and corporate Affect on image and corporate legitimacylegitimacy