Enviar búsqueda
Cargar
Chapter 8 Selecting Human Resources
•
Descargar como PPT, PDF
•
10 recomendaciones
•
7,474 vistas
Rayman Soe
Seguir
Reclutamiento y RR. HH.
Denunciar
Compartir
Denunciar
Compartir
1 de 43
Descargar ahora
Recomendados
Chapter 10 Performance Management
Chapter 10 Performance Management
Wisnu Dewobroto
Chapter 6 selection
Chapter 6 selection
Ahmed Salem
Chapter 7 Selecting Employees
Chapter 7 Selecting Employees
Wisnu Dewobroto
recruitment and selection
recruitment and selection
Preeti Bhaskar
Performance Management
Performance Management
Gautam Ghosh
Chapter 4 hr
Chapter 4 hr
Ambreen Zaineb
Chapter 3 Strategic HR Managementand Planning
Chapter 3 Strategic HR Managementand Planning
Rayman Soe
Dessler hrm12e ppt_04
Dessler hrm12e ppt_04
obeden
Recomendados
Chapter 10 Performance Management
Chapter 10 Performance Management
Wisnu Dewobroto
Chapter 6 selection
Chapter 6 selection
Ahmed Salem
Chapter 7 Selecting Employees
Chapter 7 Selecting Employees
Wisnu Dewobroto
recruitment and selection
recruitment and selection
Preeti Bhaskar
Performance Management
Performance Management
Gautam Ghosh
Chapter 4 hr
Chapter 4 hr
Ambreen Zaineb
Chapter 3 Strategic HR Managementand Planning
Chapter 3 Strategic HR Managementand Planning
Rayman Soe
Dessler hrm12e ppt_04
Dessler hrm12e ppt_04
obeden
Chapter 5 Effective Job Analysis
Chapter 5 Effective Job Analysis
Wisnu Dewobroto
HR Functions and activities
HR Functions and activities
shaik hussain basha
Job analysis HRM
Job analysis HRM
Mithilesh Trivedi
Foundations of Selection
Foundations of Selection
Haris Bin Zahid
Human Resource Planning and Job Analysis
Human Resource Planning and Job Analysis
Haris Bin Zahid
Unit- 2. Performance Management Process
Unit- 2. Performance Management Process
Preeti Bhaskar
Strategic training
Strategic training
Musthak Manrah
HRM-JOB ANALYSIS
HRM-JOB ANALYSIS
Impulsive Maya
Job Analysis & Job Design
Job Analysis & Job Design
RebekahSamuel2
Chapter 11 Performance Management and Appraisal
Chapter 11 Performance Management and Appraisal
Rayman Soe
Training Needs Assessment & Analysis
Training Needs Assessment & Analysis
We Learn - A Continuous Learning Forum from Welingkar's Distance Learning Program.
Human Resource Planning | Forecasting | HR Demand & HR Supply | Recruitment &...
Human Resource Planning | Forecasting | HR Demand & HR Supply | Recruitment &...
HR Mukul Gupta
Hr & Organizational Strategies
Hr & Organizational Strategies
NISHA SHAH
Chapter 6 Recruitment And Selection
Chapter 6 Recruitment And Selection
Arvind prabhu Dewakar
Recruiting
Recruiting
Haris Bin Zahid
Employment Testing in HRM.
Employment Testing in HRM.
Hammad Ahmed Khawaja
Job Analysis Methods In HRM
Job Analysis Methods In HRM
FaHaD .H. NooR
Evolution Of Hrm
Evolution Of Hrm
Sreenath S
Chapter 6 HRM,
Chapter 6 HRM,
Afnan Amjad
Competency based hr management
Competency based hr management
Yodhia Antariksa
Chapter 7 Recruiting in Labor Markets
Chapter 7 Recruiting in Labor Markets
Rayman Soe
Hrm10e Chap08
Hrm10e Chap08
Phùng Đức Việt
Más contenido relacionado
La actualidad más candente
Chapter 5 Effective Job Analysis
Chapter 5 Effective Job Analysis
Wisnu Dewobroto
HR Functions and activities
HR Functions and activities
shaik hussain basha
Job analysis HRM
Job analysis HRM
Mithilesh Trivedi
Foundations of Selection
Foundations of Selection
Haris Bin Zahid
Human Resource Planning and Job Analysis
Human Resource Planning and Job Analysis
Haris Bin Zahid
Unit- 2. Performance Management Process
Unit- 2. Performance Management Process
Preeti Bhaskar
Strategic training
Strategic training
Musthak Manrah
HRM-JOB ANALYSIS
HRM-JOB ANALYSIS
Impulsive Maya
Job Analysis & Job Design
Job Analysis & Job Design
RebekahSamuel2
Chapter 11 Performance Management and Appraisal
Chapter 11 Performance Management and Appraisal
Rayman Soe
Training Needs Assessment & Analysis
Training Needs Assessment & Analysis
We Learn - A Continuous Learning Forum from Welingkar's Distance Learning Program.
Human Resource Planning | Forecasting | HR Demand & HR Supply | Recruitment &...
Human Resource Planning | Forecasting | HR Demand & HR Supply | Recruitment &...
HR Mukul Gupta
Hr & Organizational Strategies
Hr & Organizational Strategies
NISHA SHAH
Chapter 6 Recruitment And Selection
Chapter 6 Recruitment And Selection
Arvind prabhu Dewakar
Recruiting
Recruiting
Haris Bin Zahid
Employment Testing in HRM.
Employment Testing in HRM.
Hammad Ahmed Khawaja
Job Analysis Methods In HRM
Job Analysis Methods In HRM
FaHaD .H. NooR
Evolution Of Hrm
Evolution Of Hrm
Sreenath S
Chapter 6 HRM,
Chapter 6 HRM,
Afnan Amjad
Competency based hr management
Competency based hr management
Yodhia Antariksa
La actualidad más candente
(20)
Chapter 5 Effective Job Analysis
Chapter 5 Effective Job Analysis
HR Functions and activities
HR Functions and activities
Job analysis HRM
Job analysis HRM
Foundations of Selection
Foundations of Selection
Human Resource Planning and Job Analysis
Human Resource Planning and Job Analysis
Unit- 2. Performance Management Process
Unit- 2. Performance Management Process
Strategic training
Strategic training
HRM-JOB ANALYSIS
HRM-JOB ANALYSIS
Job Analysis & Job Design
Job Analysis & Job Design
Chapter 11 Performance Management and Appraisal
Chapter 11 Performance Management and Appraisal
Training Needs Assessment & Analysis
Training Needs Assessment & Analysis
Human Resource Planning | Forecasting | HR Demand & HR Supply | Recruitment &...
Human Resource Planning | Forecasting | HR Demand & HR Supply | Recruitment &...
Hr & Organizational Strategies
Hr & Organizational Strategies
Chapter 6 Recruitment And Selection
Chapter 6 Recruitment And Selection
Recruiting
Recruiting
Employment Testing in HRM.
Employment Testing in HRM.
Job Analysis Methods In HRM
Job Analysis Methods In HRM
Evolution Of Hrm
Evolution Of Hrm
Chapter 6 HRM,
Chapter 6 HRM,
Competency based hr management
Competency based hr management
Similar a Chapter 8 Selecting Human Resources
Chapter 7 Recruiting in Labor Markets
Chapter 7 Recruiting in Labor Markets
Rayman Soe
Hrm10e Chap08
Hrm10e Chap08
Phùng Đức Việt
BUS 51 - Mosley7e ch15
BUS 51 - Mosley7e ch15
kgordonb
HRM
HRM
Mohsin Iqbal
Chapter 6.ppt
Chapter 6.ppt
Mohamad Moh
Testing & Interviewing.ppt
Testing & Interviewing.ppt
AymanRathore1
Management ch12
Management ch12
julianmillar
Chapter 10management
Chapter 10management
joechloe31
What Should You Know About Pre-Employment Tests.pptx
What Should You Know About Pre-Employment Tests.pptx
Right People
5 - Testing and Selection.pptx
5 - Testing and Selection.pptx
UmairSohail17
The Selection Processinitial screening.docx
The Selection Processinitial screening.docx
ssusera34210
Job Analysis Project
Job Analysis Project
Ashley Thompson
Selection process, features and examples
Selection process, features and examples
Nandan Muralidhar
Cm ppt by mihi, fatima ,tehmina & taha
Cm ppt by mihi, fatima ,tehmina & taha
FatimaBaloch
Comparative Management Report
Comparative Management Report
FatimaBaloch
Chkmo conducting an_hr_audit_and_using_technology_for_compliance_amy_wilson
Chkmo conducting an_hr_audit_and_using_technology_for_compliance_amy_wilson
vp1234
Selection process, features and examples
Selection process, features and examples
Nandan Muralidhar
Dessler_HRM_PPT_05.ppt
Dessler_HRM_PPT_05.ppt
rizrazariz
BUS137 Chapter 7
BUS137 Chapter 7
Deborah Oronzio
IPE48116_NafisAhmad_S04_Ch12_Human-Resource-Management.pdf
IPE48116_NafisAhmad_S04_Ch12_Human-Resource-Management.pdf
SharminAkter728093
Similar a Chapter 8 Selecting Human Resources
(20)
Chapter 7 Recruiting in Labor Markets
Chapter 7 Recruiting in Labor Markets
Hrm10e Chap08
Hrm10e Chap08
BUS 51 - Mosley7e ch15
BUS 51 - Mosley7e ch15
HRM
HRM
Chapter 6.ppt
Chapter 6.ppt
Testing & Interviewing.ppt
Testing & Interviewing.ppt
Management ch12
Management ch12
Chapter 10management
Chapter 10management
What Should You Know About Pre-Employment Tests.pptx
What Should You Know About Pre-Employment Tests.pptx
5 - Testing and Selection.pptx
5 - Testing and Selection.pptx
The Selection Processinitial screening.docx
The Selection Processinitial screening.docx
Job Analysis Project
Job Analysis Project
Selection process, features and examples
Selection process, features and examples
Cm ppt by mihi, fatima ,tehmina & taha
Cm ppt by mihi, fatima ,tehmina & taha
Comparative Management Report
Comparative Management Report
Chkmo conducting an_hr_audit_and_using_technology_for_compliance_amy_wilson
Chkmo conducting an_hr_audit_and_using_technology_for_compliance_amy_wilson
Selection process, features and examples
Selection process, features and examples
Dessler_HRM_PPT_05.ppt
Dessler_HRM_PPT_05.ppt
BUS137 Chapter 7
BUS137 Chapter 7
IPE48116_NafisAhmad_S04_Ch12_Human-Resource-Management.pdf
IPE48116_NafisAhmad_S04_Ch12_Human-Resource-Management.pdf
Más de Rayman Soe
An Introduction to SPSS
An Introduction to SPSS
Rayman Soe
Chapter 16 Creating High-Performance Work Systems
Chapter 16 Creating High-Performance Work Systems
Rayman Soe
Chapter 15 International Human Resources Management
Chapter 15 International Human Resources Management
Rayman Soe
Chapter 14 The Dynamics of Labor Relations
Chapter 14 The Dynamics of Labor Relations
Rayman Soe
Chapter 13 Employee Rights and Discipline
Chapter 13 Employee Rights and Discipline
Rayman Soe
Chapter 11 Employee Benefits
Chapter 11 Employee Benefits
Rayman Soe
Chapter 10 Pay-for-Performance: Incentive Rewards
Chapter 10 Pay-for-Performance: Incentive Rewards
Rayman Soe
Chapter 09 Managing Compensation
Chapter 09 Managing Compensation
Rayman Soe
Chapter 08 Appraising and Improving Performance
Chapter 08 Appraising and Improving Performance
Rayman Soe
Chapter 12 Safety and Health
Chapter 12 Safety and Health
Rayman Soe
Chapter 07 Career Development
Chapter 07 Career Development
Rayman Soe
Chapter 06 Training and Development
Chapter 06 Training and Development
Rayman Soe
Chapter 05 Selection
Chapter 05 Selection
Rayman Soe
Chapter 04 Human Resources Planning and Recruitment
Chapter 04 Human Resources Planning and Recruitment
Rayman Soe
Chapter 03 Job Analysis, Employee Involvement, and Flexible Work Schedules
Chapter 03 Job Analysis, Employee Involvement, and Flexible Work Schedules
Rayman Soe
Chapter 02 Equal Employment Opportunity and Huamn Resources Managmement
Chapter 02 Equal Employment Opportunity and Huamn Resources Managmement
Rayman Soe
Chapter 01 The Challenge of Human Resources Management
Chapter 01 The Challenge of Human Resources Management
Rayman Soe
Chapter 17 Union/Management Relations
Chapter 17 Union/Management Relations
Rayman Soe
Chapter 16 Employee Rights and Discipline
Chapter 16 Employee Rights and Discipline
Rayman Soe
Chapter 15 Health, Safety, and Security
Chapter 15 Health, Safety, and Security
Rayman Soe
Más de Rayman Soe
(20)
An Introduction to SPSS
An Introduction to SPSS
Chapter 16 Creating High-Performance Work Systems
Chapter 16 Creating High-Performance Work Systems
Chapter 15 International Human Resources Management
Chapter 15 International Human Resources Management
Chapter 14 The Dynamics of Labor Relations
Chapter 14 The Dynamics of Labor Relations
Chapter 13 Employee Rights and Discipline
Chapter 13 Employee Rights and Discipline
Chapter 11 Employee Benefits
Chapter 11 Employee Benefits
Chapter 10 Pay-for-Performance: Incentive Rewards
Chapter 10 Pay-for-Performance: Incentive Rewards
Chapter 09 Managing Compensation
Chapter 09 Managing Compensation
Chapter 08 Appraising and Improving Performance
Chapter 08 Appraising and Improving Performance
Chapter 12 Safety and Health
Chapter 12 Safety and Health
Chapter 07 Career Development
Chapter 07 Career Development
Chapter 06 Training and Development
Chapter 06 Training and Development
Chapter 05 Selection
Chapter 05 Selection
Chapter 04 Human Resources Planning and Recruitment
Chapter 04 Human Resources Planning and Recruitment
Chapter 03 Job Analysis, Employee Involvement, and Flexible Work Schedules
Chapter 03 Job Analysis, Employee Involvement, and Flexible Work Schedules
Chapter 02 Equal Employment Opportunity and Huamn Resources Managmement
Chapter 02 Equal Employment Opportunity and Huamn Resources Managmement
Chapter 01 The Challenge of Human Resources Management
Chapter 01 The Challenge of Human Resources Management
Chapter 17 Union/Management Relations
Chapter 17 Union/Management Relations
Chapter 16 Employee Rights and Discipline
Chapter 16 Employee Rights and Discipline
Chapter 15 Health, Safety, and Security
Chapter 15 Health, Safety, and Security
Último
A Proven #1 Prospecting Hack You're Missing Out On
A Proven #1 Prospecting Hack You're Missing Out On
fross37
Hot Sexy call girls in Preet Vihar🔝 9953056974 🔝 Delhi escort Service
Hot Sexy call girls in Preet Vihar🔝 9953056974 🔝 Delhi escort Service
9953056974 Low Rate Call Girls In Saket, Delhi NCR
The Engagement Engine: Strategies for Building a High-Performance Culture
The Engagement Engine: Strategies for Building a High-Performance Culture
Aggregage
Recruitment & Selection Theory Models that Work for the Modern Workplace
Recruitment & Selection Theory Models that Work for the Modern Workplace
HireQuotient
Unlocking Organizational Potential: The Essence of Human Resource Management ...
Unlocking Organizational Potential: The Essence of Human Resource Management ...
Sabuj Ahmed
Public Relations jobs in New York City with Phifer & Company
Public Relations jobs in New York City with Phifer & Company
PhiferCompany
Top HR Intern Interview Questions to Ask and Their Ideal Answers
Top HR Intern Interview Questions to Ask and Their Ideal Answers
HireQuotient
(圣安德鲁斯大学毕业证学位证成绩单-留学生补办)
(圣安德鲁斯大学毕业证学位证成绩单-留学生补办)
twfkn8xj
如何办RRC学位证,红河学院毕业证成绩单文凭怎么辨别?
如何办RRC学位证,红河学院毕业证成绩单文凭怎么辨别?
hxwwranl
Authentic No 1 Amil Baba In Pakistan Amil Baba In Faisalabad Amil Baba In Kar...
Authentic No 1 Amil Baba In Pakistan Amil Baba In Faisalabad Amil Baba In Kar...
Authentic No 1 Amil Baba In Pakistan
Webinar - Q2 2024: What’s New in MarketPay
Webinar - Q2 2024: What’s New in MarketPay
PayScale, Inc.
Top 10 scenario-based questions for hiring a Team Leader
Top 10 scenario-based questions for hiring a Team Leader
HireQuotient
15 Best Employee Retention Strategies.pdf
15 Best Employee Retention Strategies.pdf
Alex Vate
The Great American Payday Prepare for a (Relatively) Bumpy Ride.pdf
The Great American Payday Prepare for a (Relatively) Bumpy Ride.pdf
Jasper Colin
Intern Welcome LinkedIn Periodical (1).pdf
Intern Welcome LinkedIn Periodical (1).pdf
marketing659039
Webinar - How to Choose and Use Salary Data
Webinar - How to Choose and Use Salary Data
PayScale, Inc.
7 non-negotiable roles of Human Resource Management
7 non-negotiable roles of Human Resource Management
HireQuotient
Call Girls in Subhash Nagar ⎝⎝9953056974⎝⎝ Escort Delhi NCR
Call Girls in Subhash Nagar ⎝⎝9953056974⎝⎝ Escort Delhi NCR
9953056974 Low Rate Call Girls In Saket, Delhi NCR
Último
(18)
A Proven #1 Prospecting Hack You're Missing Out On
A Proven #1 Prospecting Hack You're Missing Out On
Hot Sexy call girls in Preet Vihar🔝 9953056974 🔝 Delhi escort Service
Hot Sexy call girls in Preet Vihar🔝 9953056974 🔝 Delhi escort Service
The Engagement Engine: Strategies for Building a High-Performance Culture
The Engagement Engine: Strategies for Building a High-Performance Culture
Recruitment & Selection Theory Models that Work for the Modern Workplace
Recruitment & Selection Theory Models that Work for the Modern Workplace
Unlocking Organizational Potential: The Essence of Human Resource Management ...
Unlocking Organizational Potential: The Essence of Human Resource Management ...
Public Relations jobs in New York City with Phifer & Company
Public Relations jobs in New York City with Phifer & Company
Top HR Intern Interview Questions to Ask and Their Ideal Answers
Top HR Intern Interview Questions to Ask and Their Ideal Answers
(圣安德鲁斯大学毕业证学位证成绩单-留学生补办)
(圣安德鲁斯大学毕业证学位证成绩单-留学生补办)
如何办RRC学位证,红河学院毕业证成绩单文凭怎么辨别?
如何办RRC学位证,红河学院毕业证成绩单文凭怎么辨别?
Authentic No 1 Amil Baba In Pakistan Amil Baba In Faisalabad Amil Baba In Kar...
Authentic No 1 Amil Baba In Pakistan Amil Baba In Faisalabad Amil Baba In Kar...
Webinar - Q2 2024: What’s New in MarketPay
Webinar - Q2 2024: What’s New in MarketPay
Top 10 scenario-based questions for hiring a Team Leader
Top 10 scenario-based questions for hiring a Team Leader
15 Best Employee Retention Strategies.pdf
15 Best Employee Retention Strategies.pdf
The Great American Payday Prepare for a (Relatively) Bumpy Ride.pdf
The Great American Payday Prepare for a (Relatively) Bumpy Ride.pdf
Intern Welcome LinkedIn Periodical (1).pdf
Intern Welcome LinkedIn Periodical (1).pdf
Webinar - How to Choose and Use Salary Data
Webinar - How to Choose and Use Salary Data
7 non-negotiable roles of Human Resource Management
7 non-negotiable roles of Human Resource Management
Call Girls in Subhash Nagar ⎝⎝9953056974⎝⎝ Escort Delhi NCR
Call Girls in Subhash Nagar ⎝⎝9953056974⎝⎝ Escort Delhi NCR
Chapter 8 Selecting Human Resources
1.
Copyright © 2005
Thomson Business & Professional Publishing. All rights reserved. ROBERT L. MATHIS JOHN H. JACKSON PowerPoint Presentation by Charlie Cook The University of West Alabama Selecting Human ResourcesSelecting Human Resources Chapter 8Chapter 8 SECTION 2SECTION 2 Staffing theStaffing the OrganizationOrganization
2.
Copyright © 2005
Thomson Business & Professional 8–2 Learning ObjectivesLearning ObjectivesLearning ObjectivesLearning Objectives • After you have read this chapter, you should be able to: Diagram the sequence of a typical selection process. Identify three types of selection tests and legal concerns about their uses. Discuss several types of selection interviews and some key considerations in conducting these interviews. Explain how legal concerns affect background investigations of applicants and use of medical examinations in the selection process. Describe the major issues to be considered when selecting candidates for global assignments.
3.
Copyright © 2005
Thomson Business & Professional 8–3 Selection and PlacementSelection and PlacementSelection and PlacementSelection and Placement • Selection The process of choosing individuals with qualifications needed to fill jobs in an organization. Organizations need qualified employees to succeed. “Hire hard, manage easy.” “Good training will not make up for bad selection.” • Placement Fitting a person to the right job.
4.
Copyright © 2005
Thomson Business & Professional 8–4 Typical Division of HR Responsibilities: SelectionTypical Division of HR Responsibilities: SelectionTypical Division of HR Responsibilities: SelectionTypical Division of HR Responsibilities: Selection Figure 8–1
5.
Copyright © 2005
Thomson Business & Professional 8–5 HR Employment FunctionsHR Employment FunctionsHR Employment FunctionsHR Employment Functions • Receiving applications • Interviewing applicants • Administering tests to applicants • Conducting background investigations • Arranging physical examinations • Placing and assigning new employees • Coordinating follow-up of new employees • Exit interviewing departing employees • Maintaining employee records and reports.
6.
Copyright © 2005
Thomson Business & Professional 8–6 PlacementPlacementPlacementPlacement • 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 • Person-organization Fit The congruence between individuals and organizational factors. KSAs = TDRs = Job Success?KSAs = TDRs = Job Success?
7.
Copyright © 2005
Thomson Business & Professional 8–7 Criteria, Predictors, and Job PerformanceCriteria, Predictors, and Job PerformanceCriteria, Predictors, and Job PerformanceCriteria, Predictors, and Job Performance • Selection Criterion A characteristic that a person must have to do a job successfully • Predictors The measurable or visible indicators of a selection criterion • Validity The correlation between a predictor and job performance • Reliability The extent to which a predictor repeatedly produces the same results, over time
8.
Copyright © 2005
Thomson Business & Professional 8–8 Job Performance, Selection Criteria, and PredictorsJob Performance, Selection Criteria, and PredictorsJob Performance, Selection Criteria, and PredictorsJob Performance, Selection Criteria, and Predictors Figure 8–2
9.
Copyright © 2005
Thomson Business & Professional 8–9 Combining PredictorsCombining PredictorsCombining PredictorsCombining Predictors • Multiple Hurdles Establishing a minimum cutoff (level of performance) for each predictor, and requiring that each applicant must score at least the minimum on each predictor to be considered for hiring. • Compensatory Approach Scores on all predictors are added together, allowing a higher score on one predictor to offset a lower score on another predictor.
10.
Copyright © 2005
Thomson Business & Professional 8–10 The Selection ProcessThe Selection ProcessThe Selection ProcessThe Selection Process • Legal Concerns in the Selection Process Equal employment opportunity (EEO) laws and regulations Non-discriminatory job-related selection practices Who is an applicant? The employer must have taken steps to fill a particular job. The individual must follow the application procedure. The individual must have expressed interest in a particular position. Applicant Flow Documentation Employers must collect data on the race, sex, and other demographics of applicants to fulfill EEO reporting requirements.
11.
Copyright © 2005
Thomson Business & Professional 8–11 SelectionSelection ProcessProcess FlowchartFlowchart SelectionSelection ProcessProcess FlowchartFlowchart Figure 8–3
12.
Copyright © 2005
Thomson Business & Professional 8–12 Applicant Job InterestApplicant Job InterestApplicant Job InterestApplicant 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 employees.
13.
Copyright © 2005
Thomson Business & Professional 8–13 Pre-Employment ScreeningPre-Employment ScreeningPre-Employment ScreeningPre-Employment Screening • Pre-Screening Interview Purpose: verify minimum qualifications • 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 recruiters
14.
Copyright © 2005
Thomson Business & Professional 8–14 ApplicationsApplicationsApplicationsApplications • Purposes of Applications Record of applicant’s interest in the job 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.
15.
Copyright © 2005
Thomson Business & Professional 8–15 Application Disclaimers and NoticesApplication Disclaimers and NoticesApplication Disclaimers and NoticesApplication Disclaimers and Notices • Employment-at-will Indicates the right of the employer or employee to terminate the employment relationship at any time with or without notice or cause. • References contacts Obtains applicant’s permission to contact references. • Employment testing Notifies applicants of required drug tests, physical exams, or other tests. • Application time limits Indicates how long the application will remain active. • Information falsification Indicates that false information is grounds for termination.
16.
Copyright © 2005
Thomson Business & Professional 8–16 AcceptableAcceptable Documents forDocuments for VerifyingVerifying Eligibility toEligibility to Work in theWork in the U.S.U.S. AcceptableAcceptable Documents forDocuments for VerifyingVerifying Eligibility toEligibility to Work in theWork in the U.S.U.S. Figure 8–4
17.
Copyright © 2005
Thomson Business & Professional 8–17 SampleSample ApplicationApplication FormForm SampleSample ApplicationApplication FormForm Figure 8–5
18.
Copyright © 2005
Thomson Business & Professional 8–18 EEO Considerations and Application FormsEEO Considerations and Application FormsEEO Considerations and Application FormsEEO 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
19.
Copyright © 2005
Thomson Business & Professional 8–19 Selection Testing: Ability TestsSelection Testing: Ability TestsSelection Testing: Ability TestsSelection Testing: Ability Tests • Cognitive Ability Tests Measure an individual’s thinking, memory, reasoning, and verbal and mathematical abilities. • Physical Ability Tests Measure an individual’s strength, endurance, and muscular movement • Psychomotor Tests Measure an individual’s dexterity, hand-eye coordination, arm- hand steadiness, and other factors. • Work Sample Tests Require an applicant to perform a simulated task.
20.
Copyright © 2005
Thomson Business & Professional 8–20 Selection Testing: Ability Tests (cont’d)Selection Testing: Ability Tests (cont’d)Selection Testing: Ability Tests (cont’d)Selection Testing: Ability Tests (cont’d) • Situational Judgment Tests Measure a person’s judgment in work settings. • Assessment Centers A series of evaluation exercises and tests used for the selection and development of managerial personnel. Multiple raters assess participants in multiple exercises and problems that are job content-related to the jobs for which the individuals are being screened.
21.
Copyright © 2005
Thomson Business & Professional 8–21 Other TestsOther TestsOther TestsOther Tests • Personality Tests Minnesota Multiphasic Personality Inventory (MMPI) Myers-Briggs “Fakability” and personality tests • Honest and Integrity Testing Standardized honesty/integrity tests “Fakability of honesty tests Polygraph tests (“lie detector”) Polygraph testing in pre-employment is prohibited (in most instances) by the Employee Polygraph Protection Act.
22.
Copyright © 2005
Thomson Business & Professional 8–22 Big Five PersonalityBig Five Personality CharacteristicsCharacteristics Big Five PersonalityBig Five Personality CharacteristicsCharacteristics Figure 8–6
23.
Copyright © 2005
Thomson Business & Professional 8–23 Controversial and Questionable TestsControversial and Questionable TestsControversial and Questionable TestsControversial and Questionable Tests • Graphology (Handwriting Analysis) Analysis of the characteristics of an individual’s writing that purports to reveal personality traits and suitability for employment. • Psychics Persons who are supposedly able to determine a person’s intellectual and emotional suitability for employment • Standardized Tests SAT, ACT scores
24.
Copyright © 2005
Thomson Business & Professional 8–24 Legal Concerns and Selection TestingLegal Concerns and Selection TestingLegal Concerns and Selection TestingLegal Concerns and Selection Testing • Legal Concerns and Selection Testing Job-relatedness (validity) of selection tests 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”
25.
Copyright © 2005
Thomson Business & Professional 8–25 Reliability and Validity in InterviewsReliability and Validity in InterviewsReliability and Validity in InterviewsReliability and Validity in Interviews FaceFace ValidityValidity FaceFace ValidityValidity InterraterInterrater ReliabilityReliability InterraterInterrater ReliabilityReliability IntraraterIntrarater ReliabilityReliability IntraraterIntrarater ReliabilityReliability InterviewInterview Reliability andReliability and Validity IssuesValidity Issues InterviewInterview Reliability andReliability and Validity IssuesValidity Issues
26.
Copyright © 2005
Thomson Business & Professional 8–26 Selection InterviewingSelection InterviewingSelection InterviewingSelection Interviewing • Reliability and Validity of Interviews Intra-rater reliability: interviewers who are consistent in their ability to select individuals who will perform well. Inter-rater reliability: the extent to which different interviewers agree in the selection of individuals who will perform well. Face validity: a test that appears to be valid because external observers assume, without proof, that it is. Unstructured interviews are less reliable and less valid than structured interviews.
27.
Copyright © 2005
Thomson Business & Professional 8–27 Types of Selection InterviewsTypes of Selection InterviewsTypes of Selection InterviewsTypes of Selection Interviews Figure 8–7
28.
Copyright © 2005
Thomson Business & Professional 8–28 Structured InterviewsStructured InterviewsStructured InterviewsStructured Interviews • Structured Interview Uses a set of standardized questions asked of all job applicants. Useful for initial screening and comparisons • Benefits Obtains consistent information needed for selection decision Is more reliable and valid than other interview formats Meets EEO guidelines for the selection process
29.
Copyright © 2005
Thomson Business & Professional 8–29 Structured Interviews (cont’d)Structured Interviews (cont’d)Structured Interviews (cont’d)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 problem.
30.
Copyright © 2005
Thomson Business & Professional 8–30 Structured Interviews (cont’d)Structured Interviews (cont’d)Structured Interviews (cont’d)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.
31.
Copyright © 2005
Thomson Business & Professional 8–31 Less Structured InterviewsLess Structured InterviewsLess Structured InterviewsLess 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.
32.
Copyright © 2005
Thomson Business & Professional 8–32 Who Does InterviewsWho Does InterviewsWho Does InterviewsWho Does Interviews VideoVideo InterviewingInterviewing VideoVideo InterviewingInterviewing IndividualsIndividualsIndividualsIndividuals PanelPanel InterviewsInterviews PanelPanel InterviewsInterviews TeamTeam InterviewsInterviews TeamTeam InterviewsInterviews InterviewsInterviewsInterviewsInterviews
33.
Copyright © 2005
Thomson Business & Professional 8–33 Effective InterviewingEffective InterviewingEffective InterviewingEffective 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
34.
Copyright © 2005
Thomson Business & Professional 8–34 Questions Commonly UsedQuestions Commonly Used in Selection Interviewsin Selection Interviews Questions Commonly UsedQuestions Commonly Used in Selection Interviewsin Selection Interviews Figure 8–8
35.
Copyright © 2005
Thomson Business & Professional 8–35 Problems in the InterviewProblems in the InterviewProblems in the InterviewProblems in the Interview Problems inProblems in the Interviewthe Interview Problems inProblems in the Interviewthe Interview HaloHalo EffectEffect HaloHalo EffectEffect SnapSnap JudgmentsJudgments SnapSnap JudgmentsJudgments NegativeNegative EmphasisEmphasis NegativeNegative EmphasisEmphasis Biases andBiases and StereotypingStereotyping Biases andBiases and StereotypingStereotyping CulturalCultural NoiseNoise CulturalCultural NoiseNoise
36.
Copyright © 2005
Thomson Business & Professional 8–36 Background InvestigationBackground InvestigationBackground InvestigationBackground Investigation • Falsification of Background Information Many applications and resumes contain factual misstatements or significant omissions. • Sources of Background Information Previous-employment records Criminal records Drug tests Education/degree documentation Professional certifications/licenses Motor vehicle records Credit history Honesty tests Social Security number Sex offenders lists Worker’s compensation records Military records
37.
Copyright © 2005
Thomson Business & Professional 8–37 Background Investigation (cont’d)Background Investigation (cont’d)Background Investigation (cont’d)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 have adopted policies restricting the release of reference information to name, employment dates, and job title.
38.
Copyright © 2005
Thomson Business & Professional 8–38 Background Investigation (cont’d)Background Investigation (cont’d)Background Investigation (cont’d)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.
39.
Copyright © 2005
Thomson Business & Professional 8–39 Background Investigation (cont’d)Background Investigation (cont’d)Background Investigation (cont’d)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
40.
Copyright © 2005
Thomson Business & Professional 8–40 Medical Examinations and InquiresMedical Examinations and InquiresMedical Examinations and InquiresMedical 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
41.
Copyright © 2005
Thomson Business & Professional 8–41 Making the Job OfferMaking the Job OfferMaking the Job OfferMaking 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.
42.
Copyright © 2005
Thomson Business & Professional 8–42 Staffing Global AssignmentsStaffing Global AssignmentsStaffing Global AssignmentsStaffing Global Assignments Types of Global EmployeesTypes of Global EmployeesTypes of Global EmployeesTypes of Global Employees ExpatriateExpatriateExpatriateExpatriate Third-CountryThird-Country NationalNational Third-CountryThird-Country NationalNational Host-CountryHost-Country NationalNational Host-CountryHost-Country NationalNational
43.
Copyright © 2005
Thomson Business & Professional 8–43 Selection Factors for Global EmployeesSelection Factors for Global EmployeesSelection Factors for Global EmployeesSelection Factors for Global Employees Figure 8–9
Descargar ahora