Process of choosing individuals with qualifications neede

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Selection and Placement

• Selection
• Process of choosing individuals with
  qualifications needed to fill jobs
• Organizations need qualified employees to succeed
• Placement
• Fitting a person to the right job

2
Applicant Knowledge, Skills, and Abilities

• Person-Job Fit
• Matching knowledge, skills and abilities (KSAs)
  of individuals to characteristics of jobs
  (tasks, duties and responsibilitiesTDRs).
• Benefits of good person-job fit
• Higher employee performance
• Lower turnover and absenteeism

KSAs TDRs Job Success
3
Applicant Knowledge, Skills, and Abilities

• Person-Organization Fit
• Congruence between individuals and organizational
  culture.

4
Criteria, Predictors, and Job Performance

• Selection Criterion
• A characteristic that a person must have to do a
  job successfully
• Predictors
• Measurable or visible indicators of a selection
  criterion

5
Criteria, Predictors, and Job Performance

• Validity
• Criterion-related validity Correlation between a
  predictor and job performance accuracy
• Content validity Selection method reflects job
  content
• Reliability
• Extent to which a predictor repeatedly produces
  the same results, over time consistency

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Job Performance, Selection Criteria, and
Predictions
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Concurrent and Predictive Validity
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Combining Predictors

• Multiple Hurdles
• Establishing minimum cutoff (level of
  performance) for each predictor, requiring each
  applicant to score at least the minimum on each
  predictor to be considered for hiring.
• Compensatory Approach
• Scores on all predictors are added together,
  allowing higher score on one predictor to
  compensate for lower score on another.

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Typical Division of HR Responsibilities Selection
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HR Employment Functions
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Selection Process Flowchart
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Reality or Sugar-Coating?

• Realistic Job Preview
• Process through which 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.

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Pre-Employment Screening

• To verify minimum qualifications
• Electronic Screening

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Applications

• Purposes of Applications forms
• Record of applicants interest
• Provides a profile of applicant
• Basic record for applicants hired
• To assess effectiveness of selection process
• Resumes as Applications
• EEO recognizes as application
• Retain resumes at least three years.

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Application Disclaimers
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Acceptable Documents for Verifying Eligibility to
Work in the United States
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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

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Sample Application Form
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Selection Testing Ability Tests
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Other Assessments

• Personality Tests
• Minnesota Multiphasic Personality Inventory
  (MMPI)
• Myers-Briggs
• Fakability socially desirable responses
• Honesty/Integrity tests
• Violence potential tests
• Employee Polygraph Protection Act

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Big Five Personality Traits
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Structured Interviews
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More on Structured Interviews
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Types of Selection Interviews
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Less Structured Interviews

• Nondirective Interview
• Questions are developed based on answers to
  previous questions.
• May not obtain needed information.
• Information obtained may not be not job-related
  or comparable to that obtained from other
  applicants.

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Less Structured Interviews

• Stress Interviews
• Designed to create anxiety and put pressure on an
  applicant to see how the person responds.

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Questions Commonly Used in Selection Interviews
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Who Conducts Interviews?
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Effective Interviewing

• Conducting an Effective Interview

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Effective Interviewing

• 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

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Problems in the Interview
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Sources of Background Information
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Legal Issues in Background Investigations

• Risks of negligent hiring and retention
• Employers are liable for employees actions.
• Federal Privacy Act of 1974 requires signed
  releases from applicants to avoid privacy issues.
  
• Negligent hiring
• Employer fails to check the background of an
  employee who injures someone.

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Legal Issues in Background Investigations

• Negligent retention
• Employer is aware an employee may be unfit for
  employment, continues to employ the person, and
  the person injures someone.

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Background Investigation

• Fair Credit Reporting Act
• Requires disclosure of a credit check.
• Requires written consent of applicant.
• Requires copy of report be given to the applicant.

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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
• Use of drug testing in the selection process is
  increasing.
• Test must be monitored to protect integrity of
  results.

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Making the Job Offer

• Offer Guidelines
• Formalize the offer with a letter to applicant
  clearly stating the terms and conditions of
  employment.
• Avoid vague, general statements and promises.
• Require return of signed acceptance of offer.

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Global Staffing Issues
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Selection Factors for Global Employees
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Who Is an Applicant?

• EEOC and OFCCP definition of applicant
• Has expressed interest electronically and is
  being considered for a specific position by the
  employer.
• Has identified that he/she has the basic position
  qualifications.
• Maintains his/her interest in the position
  throughout selection process.
• Has been ranked using hit features by employer
  software or other data techniques