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HRM 381 Chapter 8 Selection

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HRM 381 Chapter 8 Selection Powered By Docstoc
					  Selecting Human Resources

Like and archer who wounds at random is he
who hires a fool or any passer-by.
                                             Chapter 8
     Jack Welch (Winning) on Selection
 “Nothing matters more in winning than getting the right people on the field. All the clever
strategies and advanced technologies in the world are nowhere near as effective without great
people to put them to work.”

 Looking for Integrity
    “You also have to rely on your gut. Does the person seem real? Does she openly admit mistakes? Does
     he talk about his life with equal measures of candor and discretion?”

 When hiring for the top:
    “The first characteristic is authenticity. Why? It’s simple. A person cannot make hard decisions, hold
     unpopular positions or stand tall for what he believes unless he knows who he is an feels comfortable
     with that.”

    “Every leader makes mistakes. Every leader stumbles and falls. The question for a senior level leader is:
     does she learn from her mistakes, regroup, and them get going again with renewed speed, conviction
     and confidence.”
Leaders are Readers
 Peter Drucker (1974)- Management: Tasks,
    Responsibilities, Practices
 “An employer has no business with a man’s personality.
    It is immoral as well as an illegal intrusion of privacy. It
    is an abuse of power. Employment is a specific contract
    calling for a specific performance…an employee owes
    no “loyalty”, he owes no “love” and no “attitudes”—he
    owes performance and nothing else.”
General Eric Shinseki
 Shinseki
    Top U.S. Army General. (retired)
    Initiated Future Combat Systems and Stryker Interim-
     Force Brigade Combat Teams (Urban warfare)
    Accurately predicted Iraq requirements

 When asked the number one attribute needed by
  soldiers and commanders said “judgment”.

 How do you hire this?
           Selection and Placement
 Selection
     The process of choosing individuals with qualifications needed to fill jobs in an
     Organizations need qualified employees to succeed.
          “Hire hard, manage easy.”
          “Good training will not make up for bad selection.”
     The state (developable) or trait (stable) distinction
 Placement
     Fitting a person to the right job.
 Target- Person-job Fit
     Matching the knowledge, skills and abilities (KSAs) of people to the characteristics of
      jobs (tasks, duties and responsibilities–TDRs).
     Benefits of person-job fit
        Higher employee performance

        Lower turnover and absenteeism
         Applicant Job Interest
 Realistic Job Preview
    The 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
      Refining the psychological contract with an RJP
             Electronic Screening
 Electronic Screening
    Use applicant tracking
     systems when:
        The volume of applicants is large
        The quality of hires needs to be increased
        Hiring cycles need to be shortened
        The cost of hiring needs to be reduced
        The firm needs to reach geographic areas not visited by
 Purposes of Applications
    Record of applicant’s interest in the job
        Part of defining who is an applicant
    Provides a profile of the applicant
    Basic record for applicants who are hired
    Research effectiveness of the selection process
 Resumes as Applications
    Resumes are applications for EEO purposes.
    Resumes should be retained for at least three years.
 Immigration Forms (Eligibility to Work)
    INS I-9 form must be completed within 72 hours.
        Application Disclaimers and
 Employment-at-will
    Indicates the right of the employer or employee to terminate the
     employment relationship at any time with or without notice or
 References
    Obtain applicant’s permission to contact references on the application
 Employment testing
    Notifies applicants of required drug tests, physical exams, or other
 Application time limits
    Indicates how long the application will remain active.
 Information falsification
    Indicates that false information is grounds for termination.
1x1 Class Mock Interview
        EEO Considerations and
          Application Forms
 Applications should not contain illegal (nonjob-
 related) questions concerning:
   Marital status
   Height/weight
   Number and ages of dependents
   Information on spouse
   Date of high school graduation
   Contact in case of emergency
 Documents for
Eligibility to Work
    in the U.S.
                 Job Tests:
    Legal Concerns and Selection Testing
 Legal Concerns and Selection Testing
    Job-relatedness (validity) of selection tests
    Reliability- tests the same thing over and over
    Compliance with EEO and ADA laws and regulations
 Proper Use of Tests in Selection
    Use for additional information, not disqualification
    Negative reactions by test takers to certain tests
    Costs of testing versus “bad hires”
 Example- strong relationship between
  conscientiousness and absenteeism
Types of Selection Interviews
        Structured Interviews
 Structured Interview
   Uses a set of standardized questions asked of all job
   Useful for initial screening and comparisons
 Benefits
   Obtains consistent information needed for selection
   Is more reliable and valid than other interview formats
   Meets EEO guidelines for the selection process
 Structured Interviews (cont’d)
 Biographical Interview
    Focuses on a chronological exploration of the
     candidate’s past experiences.
 Behavioral Interview
    Applicants are asked to give specific examples of how
     they have performed a certain task or handled a problem
     in the past.
       Helps discover applicant’s suitability for current jobs based on
        past behaviors.
       Assumes that applicants have had experience related to the
 Structured Interviews (cont’d)
 Competency Interview
    Similar to the behavioral interview except that the
     questions are designed specifically to provide the
     interviewer with something to measure the applicant’s
     response against—that is, the “competency profile” for
     the position, which includes a list of competencies
     necessary to do that particular job.
 Situational Interview
    Applicants are asked how they would respond to a
     specific job situation related to the content of the job
     they are seeking.
    Less Structured Interviews
 Nondirective Interview
    Applicants 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 Interviews
    An interview designed to create anxiety and put pressure
     on an applicant to see how the person responds.
          Effective Interviewing
 Conducting an Effective Interview
    Planning the interview
    Controlling the interview
    Using effective questioning techniques
 Questions to Avoid
    Yes/No questions
    Obvious questions
    Questions that rarely produce a true answer
    Leading questions
    Illegal questions
    Questions that are not job related
Questions Commonly Used in
    Selection Interviews
     Problems in the Interview
                       Problems in
                       the Interview

  Snap      Negative       Halo         Biases and    Cultural
Judgments   Emphasis       Effect      Stereotyping    Noise
      Background Investigation
 Falsification of            Sources of Background
  Background                  Information
  Information                   Previous-employment records
    Many applications and      Criminal records
     resumes contain            Drug tests
     factual misstatements      Education/degree documentation
     or significant             Professional certifications/licenses
                                Motor vehicle records
                                Credit history
                                Honesty tests
                                Social Security number
                                Sex offenders lists
                                Worker’s compensation records
                                Military records
Background Investigation (cont’d)
 Reference Checking Methods
    Telephoning the reference
    Use of preprinted reference forms
 Giving References on Former Employees
    Employers can incur a civil liability for statements made
     about former employees.
    Employers can incur liability for lack of statements
     made about former employees.
    Employers have adopted policies restricting the release
     of reference information to name, employment dates,
     and job title.
 Background Investigation (cont’d)
 Legal Constraints on Background Investigation
    Risks of negligent hiring and retention
       Due diligence: investigating an applicant’s background to avoid suits
        for actions of the employee.
       Obtaining signed releases from applicants is necessary to avoid
        problems with privacy issues.
   Negligent hiring
     Occurs when an employer fails to check an employee’s background
      and the employee injures someone.
   Negligent retention
     Occurs when an employer becomes aware that an employee may be
      unfit for employment, continues to employ the person, and the
      person injures someone.
Background Investigation (cont’d)
 Fair Credit Reporting Act
   Requires disclosure of a credit check

   Requires written consent of applicant

   Requires copy of report be given to the applicant

                                       It’s credit-report-dot-com
Medical Examinations and Inquires
 American With Disabilities Act (ADA)
    Prohibits pre-employment medical exams
    Prohibits rejecting persons for disabilities or asking disability-
     related questions until after a conditional job offer is made.
 Drug Testing
    Tests must be monitored to protect integrity of results.
 Genetic Testing
    Tests for genetic links to workplace hazards
    Tests for genetic problems related to the workplace
    Tests to exclude workers for increased risks
         Making the Job Offer
 Offer Guidelines
   Formalize the offer with a letter to the applicant clearly
    stating the terms and conditions of employment.
   Avoid vague, general statements and promises.

   Require return of a signed acceptance of the offer.
          Selection Factors for Global Employees

  The concept of
cultural intelligence!