Chapter 7
Foundations of Selection
3.
4. 5. 6.
7.
8.
initial screening interview completion of the application form employment tests comprehensive interview background investigation conditional job offer medical/physical exam permanent job offer
Initial
Screening
Involves screening of inquiries and screening interviews. Job description information is shared along with a salary range.
Completing
Key Issues
Gives a job-performance-related synopsis of what applicants have been doing, their skills and accomplishments.
Key Issues
Legal
considerations
Omit items which are not job-related; e.g., sex, religion, age, national origin, race, color, and disability.
Includes statement giving employer the right to dismiss an employee for falsifying information.
Asks for permission to check work references. Typically includes employment-at-will statement.
Weighted
application forms
Individual items of information are validated against performance and turnover measures and given appropriate weights. Data must be collected for each job to determine how well a particular item (e.g., years of schooling, tenure on last job) predicts success on target job.
Information collected on application forms can be highly predictive of successful job performance. Forms must be validated and continuously reviewed and updated.
Estimates
Performance simulation tests: applicant engages in specific job behaviors necessary for doing the job successfully.
Assessment centers: A series of tests and exercises, including individual and group simulation tests, is used to assess managerial potential or other complex sets of skills.
Testing in a global arena: Selection practices must be adapted to cultures and regulations of host country.
Other
Handwriting:
valid?
Involve
a (face-to-face) meeting(s) with the Candidate to probe areas not addressed by the application form or tests. What other ways can interviews be done? Should reveal additional information above and beyond resumes & application forms Often the most widely used selection tool. Often are expensive, inefficient, and not job-related. Possible biases with decisions based on interviews include prior knowledge about the applicant, stereotypes etc.
Impression
management, or the applicants desire to project the right image, may skew the interview results. memories:
Interviewers have short and inaccurate note-taking and videotaping may help. Structured
interviews use fixed questions designed to assess specific job-related attributes More reliable and valid than unstructured ones. Best for determining organizational fit, motivation and interpersonal skills. Especially useful for high-turnover jobs and less routine ones. 2 kinds: Behavior Description & Situational
Behavioral
Tell me about a time that you handled conflict? Tell me about a time that you were asked to do something you didnt approve of that your boss told you to dowhat did you do? How did you handle it?
Situational
Interview (SI)
If you worked on a project, gave it to your boss, and later found out that she took the credit for your work, what would you do?
Both In
Or
RJPs
RJPs present unfavorable as well as favorable information about the job to applicants.
May include brochures, films, tours, work sampling, or verbal statements that realistically portray the job. RJPs reduce turnover without lowering acceptance rates. Not necessarily an interview: can be videos, demonstrations, etc.
Verify
Typical
former employers previous job performance education legal status to work credit references criminal records
Qualified
privilege
employers may discuss employees with prospective employers without fear of reprisal as long as the discussion is about job-related documented facts.
One-third
Background Investigation Methods: Internal investigation: checks former employers, personal references and possibly credit sources.
External
investigation: Uses a reference-checking firm which may obtain more information, while complying with privacy rights. Documentation is important, including whom called, questions asked, information obtained/not obtained,
is important in case an employers hiring decision is later challenged.
Offers
of employment made contingent upon successful completion of background check, physical/medical exam, drug test, etc. May only use job-related information to make a hiring decision.
Medical/Physical
Examination
Should be used only to determine if the individual can comply with the essential functions of the job. Americans with Disabilities Act requires that exams be given only after conditional job offer is made.
Actual
hiring decision generally made by the department manager. not hired deserve the courtesy of prompt notification.
Candidates
Multiple-hurdle
Now Its Up to the Candidate The candidate now has to decide whether this is the job for him or her.
Applicants
who are not hired this time will still form an impression about the company. should assure the selection process leaves them with a favorable impression of the company.
Management
If
teams are given management responsibilities, it makes sense for them to select their own members. members bring to the selection process varied experiences and backgrounds. members need training in selection and interviewing techniques.
Team
Team
Reliability,
validity, and cut scores can all help predict which applicants will be successful on the job. The ability of the selection tool to measure an attribute consistently. The relationship between scores on a selection tool and a relevant criterion, such as job performance.
Reliability:
Validity:
Validity
indicates how well a selection tool predicts job performance. Content, Construct, Criterion-related
Content validity: The degree to which the content of the test, as a sample, represents situations on the job.
Construct validity: The degree to which a particular scale/tool assesses the desired construct Used for abstract concepts: intelligence, personality
Criterion-related
validity: The degree to which a particular selection device accurately predicts the important elements of work behavior. Predictive validity uses selection test scores of applicants to compare with their future job performance. Concurrent validity correlates the test scores of current employees with measures of their job performance.
*Face
Validity
Analysis: Correlation coefficients (validity coefficients) ranging from +1 to 1 summarize the statistical relationship between an individuals test score and his/her job performance.
Validity
Generalization: This is a situation where a test may be valid for screening applicants for a variety of jobs and performance factors across many occupations.
Selection
Do some homework on the company. Get a good nights rest the night before. Dress appropriately. Arrive for the interview a few minutes early. Use a firm handshake. Maintain good eye contact. Take the opportunity to have practice interviews. Thank the interviewer at the end of the interview and follow up with a thank you note.