HRM - Selection

Types of questions (5)

1. Situational (Project future behaviour in given situations) 2. Behavioural (How interviewees have behaved in the past in given situations) 3. Knowledge (knowledge about job task requirements) 4. Motivational/attitudes/aspirational questions questions. 5. Work related (questions regarding reaction to working conditions)

Physical Examination

Medical exams are only permitted after a written offer of employment has been extended (except in the case of bona fide occupational requirements)

Metric: Selection Ratio

Selection Ratio = Number of Applicants Hired/ Total Number of Applicants

Selection is...

The process of choosing individuals to fill job openings

Content validity is...

extent to which a selection tool (e.g. a test) adequately samples the knowledge and skills needed to perform the job

Validity is...

the accuracy with which a predictor measures what it is intended to measure.

Construct Validity is...

the extent to which a selection tool measures a theoretical construct or trait deemed necessary to perform the job

Assessment Centre

usually combines various test methods, including interviews and exercises like incoming mail as well as business games, simulations, cases and individual and group presentations over an extended period of time (e.g. 3 days).

Types of tests used in selection

- Test of Cognitive Abilities (intelligence tests, emotional intelligence tests, specific cognitive abilities) - Motor/Physical Abilities - Personality and Interests - Achievement Tests - Work Sampling - Management Assessment Centres - Situational Testing - Micro-assessments

Selection Interviews - Interviewer objectives

- assess qualifications - observe behaviour - predict future performance - communicate information about job, promote organization - determine how well applicant would fit in

Decision and Candidate Notification

- compile information from all techniques used - evaluate information about each candidate - immediate supervisor usually makes final hiring decision - make offer that specifies terms and conditions of employment - give candidates time to think about the offer - notify all finalists who were not selected

Substance Abuse Testing

- in Canada, employers are not permitted to screen candidates for substance abuse - substance addiction is considered a disability which cannot be discriminated against during the selection process - elsewhere, pre-employment substance abuse testing may be used to avoid hiring employees who would pose unnecessary risks or perform below expectations

Preliminary Applicant Screening

- initial applicant screening is performed by HR department (application forms and résumés are reviewed) - candidates not meeting essential selection criteria are eliminated first (knock-out criteria). - candidates who most closely match the remaining job specifications are identified and given further consideration.

Interviewing and the law

- interviewers cannot ask questions that would violate human rights legislation, either directly or indirectly!(see Appendix 7.1!) - all interviewees must be treated in the same manner! - interviewers should focus on the job description and job specification (if available) in order to gather all the information required to assess applicants without infringing on the candidates' legal rights!

Supervisor interviewing applicants:

- is best qualified to assess job knowledge/ skills - can answer job-specific questions - must feel comfortable with new hire - can assess fit with current team members

Assessment Centre Observers are...

- particularly trained to avoid rating errors (e.g. halo effect etc.) and every candidate is being observed and rated by different raters (in some instances two or more at the same time -> interrater reliability). - Observation and rating are separated and an overall score may be calculated at the end.

Common interview mistakes

- poor planning - snap judgments - negative emphasis - halo effect - poor job knowledge - contrast error - influence of nonverbal behaviour - telegraphing - too much/too little talking - similar-to-me bias

Selection Interviews - Applicant Objectives

- present positive image - sell their skills and attributes - gather information about job and organization

Importance of strategic selection:

- quality of human resources determines organizational performance - inappropriate selection decisions are costly - significant legal implications

Background Check

- reference checking may be important in order to avoid negligent hiring! - You must obtaining written permission

Developing a selection criteria:

- specify musts and wants and weight the wants - develop an evaluation form - develop interview questions (for all candidates) - develop candidate-specific questions

Reliability is...

- the degree to which interviews, tests, and other selection procedures yield comparable data - in other words, the degree of dependability, consistency, or stability of the measures used

Polygraph Testing

- widely rejected in most jurisdictions - unable to produce valid and reliable results - validated tests of honesty or integrity are more useful

Types of validity (2)

-Content Validity -Construct Validity

Compensatory approch

Assessed components hold different weights. So the test may be worth 20% so the score would be what they made X 20%. After you would add up all the points to see who is most qualified or who meet the standard you have in place

Semi Structured Interviews

Content is behavioural and administered by a panel

Unstructured Interviews

Content: Knowledge, Attitudes/Aspirations, Work Context Administered: Group, Face to face, Video-conferencing/skype

Negligent Hiring

If employers do not take due care during the hiring process and others (clients, coworkers etc.) are placed in situations of unnecessary and avoidable risks, employers may be held liable based on negligent hiring.

Negligent misrepresentation

If those who provide information about an employee could though have reasonably had the possibility to identify that some information is not correct (they neglect to do steps to uncover that) they may be liable for negligent misrepresentation.

Qualified Priviledge

If those who provide reference honestly believe in the information they provide to others concerning an employee (if they have been authorized to do so) then they are protected if later on it turns out that some of the information provided was not correct.

Multiple hurdles Approach

In this approach candidates have to be successful at each of a number of selection steps in order to progress. Only candidates clearing a 'hurdle" are permitted to move on to the next step. Clearing the hurdle requires meeting or exceeding the minimum requirements established for that hurdle.

Three types of interviews

Structured Semi Structured Unstructured

Structured interviews

The content is situational and it is administered one on one

Selecting for diversity

add up how many requirements applicants meet