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Chapter 6:
Selecting
New
Employees
The Selection Process
• Selection Process: Process of choosing
the best qualified applicant for a job.
• Focus on Fit
– Fi...
The Importance of the
Selection Process
• Bad Hires. . .
– Cost time and money
– Result in lower productivity
– Can be neg...
The Importance of the
Selection Process
• Negligent Hire
– A legal concept that says if the
organization hires someone who...
Exhibit 6-1: Steps in the Selection Process
Depending on organizational circumstances, steps may not
be followed sequentia...
6Lussier and Hendon, Fundamentals of Human Resource Management. © 2017, SAGE Publications.
Exhibit 6-1: Steps in the Selec...
Looking for Fit
• Personality–Job Fit: Personality affects
how people work
• Ability–Job Fit: Physical and intellectual
sk...
Uniform Guidelines on
Employee Selection Procedure
• Uniform Guidelines on Employee
Selection Procedures (UGESP or
“Unifor...
What Qualifies as an
“Employment Test”?
• Employment Test: Any test or selection
procedure that is used as a basis for
emp...
Valid and Reliable Measures
• To be nondiscriminatory, employment
tests must have validity and reliability.
• Validity is ...
Applications and
Preliminary Screening
• Applications and Résumés
– Applicants’ information is compared to job
specificati...
Pre-Employment Inquiries
• Information requested on job applications
and during interviews must be
nondiscriminatory.
• Ev...
Lussier and Hendon, Fundamentals of Human Resource Management. © 2017, SAGE Publications.
Exhibit 6-2:
Pre-
Employment
Inq...
Lussier and Hendon, Fundamentals of Human Resource Management. © 2017, SAGE Publications. 14
Exhibit 6-2: Pre-Employment I...
Lussier and Hendon, Fundamentals of Human Resource Management. © 2017, SAGE Publications. 15
Exhibit 6-2: Pre-Employment I...
The EEOC and
Employment Testing
• If the EEOC investigates a complaint
about an employment test being
discriminatory, the ...
Types of Tests
• Polygraph Testing
– Employee Polygraph Protection Act
(EPPA) makes it illegal to use a polygraph,
but has...
Lussier and Hendon, Fundamentals of Human Resource Management. © 2017, SAGE Publications.
Exhibit 6-3: Exceptions to the
E...
Types of Tests
• Genetic Testing
– Genetic Information Nondiscrimination Act
(GINA) protects people from discrimination
by...
Written Testing
• Skills Tests: Measure ability to apply a
particular knowledge set
• Personality Tests: Measure
psycholog...
Physical Testing
• Physical Testing: To ensure applicants
are capable of performing jobs as
defined by job specifications ...
Physical Testing
• Physical Exams: Should be directly
related to job functions
• Drug Testing: For workplace safety and
pr...
Selection Interviews
• Interviews are generally the most
heavily weighted and one of the last
steps.
• Allow candidates to...
Lussier and Hendon, Fundamentals of Human Resource Management. © 2017, SAGE Publications.
Exhibit 6-4: Types of
Interviews...
Lussier and Hendon, Fundamentals of Human Resource Management. © 2017, SAGE Publications.
Exhibit 6-4: Types of Interviews...
Types of Interviews
• Structured Interview
– Candidates are asked the same questions.
• Semi-Structured Interview
– Interv...
Types of Questions
• Closed-Ended: Requires a limited response
(e.g., yes/no); appropriate for fixed aspects of
the job
• ...
Lussier and Hendon, Fundamentals of Human Resource Management. © 2017, SAGE Publications. 28Lussier and Hendon, Fundamenta...
Background Checks
• Background Checks
– Prevent negligent hiring
• Types
– Credit checks
– Criminal background checks
– Re...
Selecting the Candidate and
Offering the Job
• Multiple-Hurdle Selection Model
– Requires applicants pass a selection test...
Hiring
• Compare candidates’ qualifications and
consider diversity
• Identify if candidates truly desire the job
and are h...
Trends and Issues in HRM
• HR has to be careful not to violate any
laws when recruiting and selecting
anyone locally, nati...
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BSAD 310 Spring 2017 - CH 6

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Chapter 6

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BSAD 310 Spring 2017 - CH 6

  1. 1. Chapter 6: Selecting New Employees
  2. 2. The Selection Process • Selection Process: Process of choosing the best qualified applicant for a job. • Focus on Fit – Firms should always seek to hire the most highly-skilled employees to maximize their output. – The selection process is very critical to the organization. 2Lussier and Hendon, Fundamentals of Human Resource Management. © 2017, SAGE Publications.
  3. 3. The Importance of the Selection Process • Bad Hires. . . – Cost time and money – Result in lower productivity – Can be negligent hires 3Lussier and Hendon, Fundamentals of Human Resource Management. © 2017, SAGE Publications.
  4. 4. The Importance of the Selection Process • Negligent Hire – A legal concept that says if the organization hires someone who may pose a danger to coworkers, customers, suppliers, or other third parties, and if that person then harms someone else in the course of working for the company, then the company can be held liable for the individual’s actions. 4Lussier and Hendon, Fundamentals of Human Resource Management. © 2017, SAGE Publications.
  5. 5. Exhibit 6-1: Steps in the Selection Process Depending on organizational circumstances, steps may not be followed sequentially, or some parts may not be included. 5Lussier and Hendon, Fundamentals of Human Resource Management. © 2017, SAGE Publications.
  6. 6. 6Lussier and Hendon, Fundamentals of Human Resource Management. © 2017, SAGE Publications. Exhibit 6-1: Steps in the Selection Process
  7. 7. Looking for Fit • Personality–Job Fit: Personality affects how people work • Ability–Job Fit: Physical and intellectual skills affect how people work • Person–Organization Fit: How individuals fit within the structure and how culture affects how they work 7Lussier and Hendon, Fundamentals of Human Resource Management. © 2017, SAGE Publications.
  8. 8. Uniform Guidelines on Employee Selection Procedure • Uniform Guidelines on Employee Selection Procedures (UGESP or “Uniform Guidelines”) were developed by the government to guide employers. • They comply with federal laws that concern employment decisions. • They provide information that avoids discriminatory hiring practices and discrimination in other employment decisions. 8Lussier and Hendon, Fundamentals of Human Resource Management. © 2017, SAGE Publications.
  9. 9. What Qualifies as an “Employment Test”? • Employment Test: Any test or selection procedure that is used as a basis for employment decisions. • Employment Decisions – Hiring and training – Promotion and demotion – Membership – Referral and retention – Licensing and certification – Transfer 9Lussier and Hendon, Fundamentals of Human Resource Management. © 2017, SAGE Publications.
  10. 10. Valid and Reliable Measures • To be nondiscriminatory, employment tests must have validity and reliability. • Validity is the extent to which a test measures what it claims to measure – Criterion-related validity – Content validity – Construct validity • Reliability is the consistency of a test measure. 10Lussier and Hendon, Fundamentals of Human Resource Management. © 2017, SAGE Publications.
  11. 11. Applications and Preliminary Screening • Applications and Résumés – Applicants’ information is compared to job specifications. This weeds out unqualified applicants and finds the best applicants. – Information is verified to detect fictitious or misleading information and to protect organizations against negligent hiring claims. 11Lussier and Hendon, Fundamentals of Human Resource Management. © 2017, SAGE Publications.
  12. 12. Pre-Employment Inquiries • Information requested on job applications and during interviews must be nondiscriminatory. • Every question should be job related. • Questions of a general nature should be asked of all applicants. • Questions that may be construed as discriminatory can be asked if employers can demonstrate they are job related (BFOQs). 12Lussier and Hendon, Fundamentals of Human Resource Management. © 2017, SAGE Publications.
  13. 13. Lussier and Hendon, Fundamentals of Human Resource Management. © 2017, SAGE Publications. Exhibit 6-2: Pre- Employment Inquiries 13
  14. 14. Lussier and Hendon, Fundamentals of Human Resource Management. © 2017, SAGE Publications. 14 Exhibit 6-2: Pre-Employment Inquiries
  15. 15. Lussier and Hendon, Fundamentals of Human Resource Management. © 2017, SAGE Publications. 15 Exhibit 6-2: Pre-Employment Inquiries
  16. 16. The EEOC and Employment Testing • If the EEOC investigates a complaint about an employment test being discriminatory, the company must prove the selection procedure is valid for that particular job. 16Lussier and Hendon, Fundamentals of Human Resource Management. © 2017, SAGE Publications.
  17. 17. Types of Tests • Polygraph Testing – Employee Polygraph Protection Act (EPPA) makes it illegal to use a polygraph, but has two exceptions. 17Lussier and Hendon, Fundamentals of Human Resource Management. © 2017, SAGE Publications.
  18. 18. Lussier and Hendon, Fundamentals of Human Resource Management. © 2017, SAGE Publications. Exhibit 6-3: Exceptions to the EPPA for Polygraph Testing 18
  19. 19. Types of Tests • Genetic Testing – Genetic Information Nondiscrimination Act (GINA) protects people from discrimination by health insurers and employers on the basis of their DNA information. 19Lussier and Hendon, Fundamentals of Human Resource Management. © 2017, SAGE Publications.
  20. 20. Written Testing • Skills Tests: Measure ability to apply a particular knowledge set • Personality Tests: Measure psychological traits or characteristics to determine suitability for a specific job • Interest Tests: Measure intellectual curiosity and motivation in a particular field • Cognitive Ability Tests: Assess intelligence or aptitude for a particular job • Honesty/Integrity Tests: Can be written or use a polygraph 20Lussier and Hendon, Fundamentals of Human Resource Management. © 2017, SAGE Publications.
  21. 21. Physical Testing • Physical Testing: To ensure applicants are capable of performing jobs as defined by job specifications and descriptions. • Physical Skills Tests – Work samples – Assessment centers – Simulations 21Lussier and Hendon, Fundamentals of Human Resource Management. © 2017, SAGE Publications.
  22. 22. Physical Testing • Physical Exams: Should be directly related to job functions • Drug Testing: For workplace safety and productivity; must be either “random” or “universal” • Fitness-for -Duty Testing: Test whether an employee is physically capable at a particular point in time of performing a specific type of work 22Lussier and Hendon, Fundamentals of Human Resource Management. © 2017, SAGE Publications.
  23. 23. Selection Interviews • Interviews are generally the most heavily weighted and one of the last steps. • Allow candidates to learn about the job and organization • Allow managers to assess factors about a candidate that cannot be obtained from other tests and to check accuracy of the application/résumé 23Lussier and Hendon, Fundamentals of Human Resource Management. © 2017, SAGE Publications.
  24. 24. Lussier and Hendon, Fundamentals of Human Resource Management. © 2017, SAGE Publications. Exhibit 6-4: Types of Interviews and Questions 24Lussier and Hendon, Fundamentals of Human Resource Management. © 2017, SAGE Publications.
  25. 25. Lussier and Hendon, Fundamentals of Human Resource Management. © 2017, SAGE Publications. Exhibit 6-4: Types of Interviews and Questions: Common Interview Questions (Selected) 25 • How would you describe yourself? • What do you consider to be your greatest strengths and weaknesses? • What would your last boss say about your work performance? • What motivates you to go the extra mile on a project or job? • What skills do you have? • What makes you qualified for this position? • How do you work under pressure? • What can you tell us about our company? • What do you see yourself doing 5 years from now?
  26. 26. Types of Interviews • Structured Interview – Candidates are asked the same questions. • Semi-Structured Interview – Interviewer follows list of questions, but also asks unplanned questions. • Unstructured Interview – Interviewer has no preplanned questions or sequence of topics. – The most susceptible to discrimination claims because it introduces the most interviewer bias. 26Lussier and Hendon, Fundamentals of Human Resource Management. © 2017, SAGE Publications.
  27. 27. Types of Questions • Closed-Ended: Requires a limited response (e.g., yes/no); appropriate for fixed aspects of the job • Open-Ended: Requires a detailed response; appropriate for determining abilities and motivation • Hypothetical: Requires candidates to describe what they’d do and say in a given situation; appropriate in assessing capabilities • Probing: Requests clarification; appropriate for improving interviewer’s understanding 27Lussier and Hendon, Fundamentals of Human Resource Management. © 2017, SAGE Publications.
  28. 28. Lussier and Hendon, Fundamentals of Human Resource Management. © 2017, SAGE Publications. 28Lussier and Hendon, Fundamentals of Human Resource Management. © 2017, SAGE Publications. Model 6-1: Interview Preparation Steps Model 6-2: Interviewing Steps
  29. 29. Background Checks • Background Checks – Prevent negligent hiring • Types – Credit checks – Criminal background checks – Reference checks – Web searches 29Lussier and Hendon, Fundamentals of Human Resource Management. © 2017, SAGE Publications.
  30. 30. Selecting the Candidate and Offering the Job • Multiple-Hurdle Selection Model – Requires applicants pass a selection test to go to the next test. – Cost-effective because unqualified applicants stop taking further tests. • Compensatory Selection Model – Allows applicants to perform poorly on one test, but make up for that poor score by doing well on other tests or interviews. 30Lussier and Hendon, Fundamentals of Human Resource Management. © 2017, SAGE Publications.
  31. 31. Hiring • Compare candidates’ qualifications and consider diversity • Identify if candidates truly desire the job and are honest • Assess person–organization fit via coworkers’ impressions • Contact the best candidate and offer the job • If candidate refuses or accepts but soon leaves, offer job to next-best candidate 31Lussier and Hendon, Fundamentals of Human Resource Management. © 2017, SAGE Publications.
  32. 32. Trends and Issues in HRM • HR has to be careful not to violate any laws when recruiting and selecting anyone locally, nationally, or internationally. • Human Resource Information Systems (HRIS) become increasingly valuable to the organization in all HRM functions. 32Lussier and Hendon, Fundamentals of Human Resource Management. © 2017, SAGE Publications.

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