The Selection Processinitial screening.docx
- 1. The Selection Process initial screening completed application employment test comprehensive interview conditional job offer medical/physical examination (conditional job offer made) permanent job offer reject applicant background examination if required Passed Passed Able to perform essential elements of the job Passed Passed Passed
- 2. Problems encountered Failed to impress interviewer and/or meet job expectations Failed test Failed to complete application or failed job specifications Failed to meet minimum qualifications Unfit to do essential elements of job The selection process typically consists of eight steps. The Selection Process initial screening interview weeding out of applicants who don’t meet general job requirements screening interviews help candidates decide if position is suitable Job description information is shared along with a salary range. The Selection Process completing the application Gives a job-performance-related synopsis of what applicants have been doing, their skills and accomplishments. Legal considerations 1. omit items that are not job-related; e.g., sex, religion
- 3. 2. includes statement giving employer the right to dismiss an employee for falsifying information 3. asks for permission to check work references 4. typically includes “employment-at-will” statement The Selection Process Weighted application forms individual pieces 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 completing the application The Selection Process information collected on application forms can be highly predictive of successful job performance forms must be validated and continuously reviewed and updated data should be verified through background investigations completing the application The Selection Process performance simulation tests require applicants to engage in job behaviors necessary for doing the job successfully work sampling uses job analysis to develop a miniature replica of the job so the applicant can demonstrate his/her skills
- 4. assessment centers give tests and exercises, (individual and group), to assess managerial potential or other complex skills Selection practices must be adapted to cultures and regulations of the host country. pre-employment testing The Selection Process assesses motivation, values, ability to work under pressure, attitude, ability to fit in can be traditional, panel, or situational especially useful for high-turnover jobs and less routine ones comprehensive interviews The interview is only as effective as those conducting it. The Selection Process impression management, (applicant’s desire to project the “right” image), may skew interview results Interviewer bias, created by reviewing materials such as the resume, application, or test scores prior to the actual interview interviewers have short and inaccurate memories: note-taking and videotaping may help behavioral interviews are much more effective at predicting job performance than traditional interviews realistic job previews (brochures, videos, plant tours, work sampling) help reduce turnover rates comprehensive interviews
- 5. The Selection Process HR manager makes an offer of employment, contingent on successful completion of background check, physical/medical exam, drug test, etc. may use only job-related information to make a hiring decision conditional job offer The Selection Process Verifies information from the application form: background investigation Online searches can yield too much information on applicants. See http://www.privacyrights.org/fs/fs16-bck.htm for an analysis of online background checks as they pertain to employer/employee rights. References Former employers Education Third-Party Legal status to work in U.S. Credit references Criminal records Online Searches Managing your Online Image: http://jobsearch.about.com/od/facebookjobsearchgroups/a/faceb ookjobsearch.htm The Selection Process qualified privilege: Former employers may discuss employees with prospective employers without fear of reprisal as long as
- 6. the discussion is about job-related, documented facts one-third of all applicants exaggerate their backgrounds or experiences a good predictor of future behavior is an individual’s past behavior Companies can be held liable for failure to properly hire. background investigation The Selection Process used only to determine if the individual can comply with essential functions of the job Americans with Disabilities Act requires that exams be given only after conditional job offer is made drug tests can be given at this time Company health & life insurance policy qualifier medical investigation The Selection Process actual hiring decision generally made by the department manager, not HR manager candidates not hired deserve the courtesy of prompt notification job offer Resources for Job Seekers: Evaluating Companies Dun & Bradstreet’s Million Dollar Directory Standard and Poor’s Register of Corporations Mergent’s Industrial Review (formerly Moody’s Industrial Manual)
- 7. Thomas Register of American Manufacturers Ward’s Business Directory From: http://www.bls.gov/oco/oco20046.htm The Selection Process Comprehensive selection puts applicants through all the steps in the selection process before making a decision. assesses both strengths and weaknesses, and is considered more realistic must measure factors related to the job only Typically more costly and time consuming The Comprehensive Approach The Selection Process Now It’s Up to the Candidate most people want jobs compatible with their personality applicants who are not hired this time will still form an impression about the company management should assure the selection process leaves them with a favorable impression of the company Key Elements for Successful Predictors What test elements help predict which applicants will be successful on the job?
- 8. reliability validity cut scores Key Elements for Successful Predictors The ability of the selection tool to measure an attribute consistently. HR managers need reliable tests to make sure the applicant will perform satisfactorily reliability There are companies that specialize in employment testing. For example, watch the demo at www.eSkill.com Key Elements for Successful Predictors The relationship between scores on a selection tool and a relevant criterion, such as job performance. There are three types: content construct criterion-related validity Key Elements for Successful Predictors Content validity: degree to which the content of the test, as a sample, represents situations on the job Construct validity: degree to which a particular (abstract) trait is related to successful job performance Criterion-related validity: degree to which a selection device
- 9. accurately predicts important elements of work behavior Predictive validity uses test scores of applicants to compare with their future job performance Concurrent validity correlates test scores of current employees with measures of their job performance validity Key Elements for Successful Predictors Give test to all applicants, record score and file Hire based on criteria other than test results Evaluate performance one year after beginning work Set and implement valid cut scores Give test to all current employees Predictive Concurrent
- 10. Develop a battery of tests Analyze test scores and performance evaluations for significant relationship; does it exist? Analyze test scores and performance evaluations for significant relationship: does it exist? Yes No Yes No Key Elements for Successful Predictors The cut score separates successful from unsuccessful performers. cut scores on a selection device can be determined by validity studies applicants scoring below the cut score are predicted to be unsuccessful on the job and are rejected cut scores Selection From a Global Perspective selection criteria for international assignments: 1. interest in working overseas 2. ability to relate to different cultures and environments 3. supportiveness of the candidate’s family
- 11. female executives have done well abroad in Asia and Latin America, despite past reluctance to assign them to these countries For Further Information www.expatwomen.com: resources for women taking overseas positions Best Practices for Managers and Expatriates: A Guide on Selection, Hiring and Compensation By Stan Lomax: book for managers and overseas assignees Excelling at the Interview Suggestions for making your interviews as an applicant successful: 1. do some homework on the company 2. get a good night’s rest the night before 3. dress appropriately 4. arrive for the interview a few minutes early 5. use a firm handshake 6. maintain good eye contact 7. take the opportunity to have practice interviews 8. thank the interviewer in person, and send a thank-you note Fill-in-the-blanks 1. The _____ is the first step in the selection process. initial screening interview 2. _____ assign values to application information in order to determine job success. Weighted application forms 3. _______ require applicants to engage in job behaviors necessary for doing the job successfully. Performance simulation tests 4. Three types of comprehensive interviews are _____, ______, and _____. traditional, panel, and situational
- 12. 5. In a _____, HR manager makes an offer of employment, contingent upon successful completion of background check, physical/medical exam, drug test, etc. conditional job offer 6. _________ means employers may discuss employees with prospective employers without fear of reprisal as long as the discussion is about job-related, documented facts. Qualified privilege 7. There three types of validity are _______, ________, and _______. Content, construct, criterion-related 8. On an employment test, the _____ separates successful from unsuccessful performers. cut score Introduction Recruiting brings together those with jobs to fill those seeking jobs and Once an organization identifies its human resource needs through employment planning, it can begin recruiting candidates for actual or anticipated vacancies. Recruiting Goals recruiting provides information that will attract a significant pool of qualified candidates and discourage unqualified ones from applying recruiters promote the organization to prospective applicants Minimize costs of processing unqualified candidates
- 13. Recruiting Goals Factors that affect recruiting efforts: organizational size employment conditions in the area effectiveness of past recruiting efforts working conditions, salary, and benefits offered organizational growth or decline Recruiting Goals Constraints on recruiting efforts: organization’s image job attractiveness internal organizational policies government policy and laws recruiting costs Recruiting Sources The Internet is blazing trails in recruiting practices internal searches employee referrals
- 14. external searches online and alternative Recruiting Sources internal search Organizations that promote from within identify current employees for job openings by having individuals bid for jobs by using their HR management system by utilizing employee referrals Recruiting Sources Advantages good public relations morale building encouragement of employees and members of protected groups knowledge of existing employee performance cost-savings candidates’ knowledge of the organization opportunity to develop mid- and top-level managers Disadvantages possible inferiority of internal candidates infighting and morale problems potential inbreeding Promoting from Within
- 15. Recruiting Sources employee referrals Current employees can be asked to recommend recruits. Advantages: the employee’s motivation to make a good recommendation the availability of accurate job information for the recruit employee referrals tend to be more acceptable applicants, more likely to accept an offer, and have a higher survival rate Disadvantages: the possibility of friendship being confused with job performance the potential for nepotism the potential for adverse impact Recruiting Sources external searches Advertisements: Must decide type and location of ad, depending on job; decide whether to focus on job (job description) or on applicant (job specification). Three factors influence the response rate: identification of the organization labor market conditions the degree to which specific requirements are listed. Blind box ads do not identify the organization. Recruiting Sources Employment Agencies:
- 16. public or state employment services focus on helping unemployed individuals with lower skill levels to find jobs www.careeronestop.org private employment agencies provide more comprehensive services and are perceived to offer positions and applicants of a higher caliber management consulting firms (“headhunters”) research candidates for mid- and upper-level executive placement executive search firms screen potential mid/top-level candidates while keeping prospective employers anonymous Recruiting Sources Schools, colleges, and universities: may provide entry-level or experienced workers through their placement services may also help companies establish cooperative education assignments and internships Recruiting Sources See: http://www.inxpo.com/products/virtual-career-fairs/index.htm http://work.secondlife.com/worksolutions/meetings/ From the WSJ: http://online.wsj.com/article/SB118229876637841321.html Job fairs: attended by company recruiters seeking resumes and info
- 17. from qualified candidates Virtual online job fairs could bring employers and job seekers together online by logging into a specific Web site at a certain time. Some sites use avatars as candidates and recruiters. Recruiting Sources Professional organizations: publish rosters of vacancies run placement services at meetings control the supply of prospective applicants labor unions are also in this category Unsolicited applicants (walk-ins): may provide a stockpile of prospective applicants if there are no current openings Recruiting Sources online sources most companies use the Internet to recruit employees job seekers use online resumes and create Web pages about their qualifications Recruiting Sources recruiting
- 18. alternatives Temporary help services: temporary employees help organizations meet short-term fluctuations in HRM needs older workers can also provide high-quality help Employee leasing: trained workers are employed by a leasing company, which provides them to employers when needed for a flat fee typically remain with an organization for longer periods of time Independent contractors: do specific work either on or off the company’s premises costs of regular employees (i.e. taxes and benefits costs) are not incurred A Global Perspective For some positions, the whole world is a relevant labor market. So, HR can recruit home-country nationals when searching for someone with extensive company experience to launch a product in a country where it has never sold before host-country nationals when a foreign subsidiary is being established and HQ wants to retain control yet hire someone with local market knowledge candidates of any nationality, creating a truly international perspective Your Own Job Search Preparing Your Resume use quality paper and easy-to-read type proofread carefully
- 19. include volunteer experience use typical job description phraseology use a cover letter to highlight your greatest strengths Job searching takes training, commitment, endurance, and support. Start searching well before you plan to start work. Use networking to gain access to an organization. Matching constraints on recruiting efforts recruiting sources recruiting affects recruiting efforts recruiting alternatives temp services and employee leasing matching those with jobs to fill with those seeking jobs employment conditions in the area organization’s image internal/external searches