8 - Selection Process

What is the best way to tell an employee that they are not going to be hired?

a personal conference with the applicant

What three questions should be answered in the selection process and what do they answer? In your opinion, which one is most likely to lead to bias in selection?

"What is the applicant's can do ability?" "What is the applicant's will do ability?" "How well will the applicant fit into the organization?"

Choosing Tools - two points

-Does the tool measure what you want it to measure? -Is the cost of the tool about right for the stage of the selection process? General categories have characteristics shared by the tools within it. For example: mental ability tests give accurate predications, are perceived as fair by applicants, are cost effective, but can raise legal concerns.

How can an organization improve the reference checking process?

-Train employment specialists (interviewing techniques, how to ask questions, and how to probe for information) -Communicate preferences to applicants (Indicate the kinds of references preferred) -Communicate preferences to recruiting sources (Outside parties such as employment agencies can often obtain additional reference information on applicants if they know the kinds of information the organization is seeking) -Provide feedback to references (Thank-you letters build goodwill)

What are the estimates of how much enhancement occurs in application forms, in resumes?

40-70%

Application forms may be minefields for potential discrimination. Describe features of the application form that can keep your organization in legal compliance.

=include several consent or acknowledgment statements on the application just above the applicant's signature. These items include: (1) an acknowledgment of job status as employment-at-will; (2) consent to drug and alcohol testing prior to or during employment; (3) consent to undergo physical testing where the job has physical requirements that are essential to effective performance; (4) permission for the organization to conduct a background investigation; (5) permission to conduct a credit investigation (provided that an applicant's credit record is directly related to the job); and (6) an acknowledgment that any false, inaccurate, omitted, or misleading statements or information are grounds for rejection of an application or termination of employment. -The employment application must reflect the firm's informational needs and also adhere to federal legislation and EEOC Guidelines. -Note that many traditional informational requests that such things as sex, race, age, number of children living at home, and credit references are potentially discriminatory. An organization can inquire about convictions, but questions relating to a person's arrest record are illegal, and if they appear on an application they may be regarded as a prima facie violation by EEOC.

What is the difference between a tentative and final job offer. Why do organizations use this system?

A final job offer takes place after the applicant successfully completes the physical examination and background investigation Employers first makes a hiring decision based on the applicant's qualifications (tentative job offer) and then extends a final job offer after physical limitations or other background factors have been eliminated

Primary and Secondary Tools

Advantages of this approach: -Clear visual ensures that you do not forget to measure an essential KSA. -Reminds you that there are multiple ways to assess an attribute. -Reminds you not to overuse one tool (e.g., interviewing).

What is the purpose/specific instruments typically used in the initial screening (stage 1)?

Application form -Due to legal ramifications, it's important to include statements on the application just above the applicant's signature. These items include: (1) acknowledgment of job status as employment-at-will (2) consent to drug and alcohol testing prior to employment/during employment; (3) consent to undergo physical testing where the job has physical requirements (if job related); (4) permission to conduct a background investigation; (5) permission to conduct a credit investigation (if job related); and (6) acknowledgment that false information is grounds for rejection of an application or termination of employment -must reflect the firm's informational needs and also adhere to federal legislation and EEOC Guidelines Resumés -often play a significant role in the selection process and are commonly the first information received from job applicants. -common mistake in reviewing a resumé is to assume that all of the data shown are accurate

What are the concerns employers have about checking references?

Employers are concerned about the legal ramifications of providing information regarding the performance of former employees, fearing that release of sensitive information could lead (as it often has) to charges of defamation or self-compelled defamation by previous employees who receive a less than satisfactory recommendation.

Selecting Tools

Existing skills -Work sample (direct) -Self report, reference check, performance appraisal -Experience knowledge or training (e.g., from resume, school (less direct) Personality and abilities -Standardized tests (physical, mental) -Interviews, reference check, self report (less direct) Key point here is that some tools are direct (your primary tool), some less direct (your secondary tool) There may be legal implications and validity concerns.

Reliability

How error free is your tool? -Test, retest reliability. Does your test give you the same result at different times? -Parallel forms reliability. "inter-rater reliability" do Joe and Sue give the same rating to a given applicant? -Internal Consistency. The degree to which test questions produce similar scores You get on a digital scale and it says you weigh 150. A minute later you get on the scale and it says you weight 152. A minute later 151. Jane and Sapna are conducting an interview. Jane rates the interviewee a 5, Sapna rates the interviewee a 3 For example, if a respondent expressed agreement with the statements "I like to ride bicycles" and "I've enjoyed riding bicycles in the past", and disagreement with the statement "I hate bicycles", this would be indicative of good internal consistency of the test. Measured by Cronbach's alpha

What are the five stages of the selection process?

Initial Screening Secondary Screening Candidacy Verification Final Decision

Decision Tables

KSAO's with their ranking (desirable, acceptable, unacceptable)

What is the purpose/specific instruments typically used in the final decision (stage 5)?

No Job Offer: Rejecting Candidates -Rejected candidates are entitled to some explanation -The treatment of a rejected applicant can impact goodwill as well as future recruiting efforts; today's rejected candidate may be tomorrow's stellar employee. -3 ways: (1) a personal conference with the applicant, (2) a telephone conversation, or (3) a personalized letter. The most effective practice is the personal conference. It is also the most time-consuming and expensive. If this is not possible, telephone calls are acceptable. -Notify ASAP Making a Tentative Job Offer -usually notified by telephone and then sent a letter confirming in writing all aspects of the offer, such as starting date and rate of pay. -If the individual is currently employed, the reporting date must be set far enough so that the person can give current employer sufficient notice -In case candidate declines, make sure that you have placed candidates in rank order Physical Examinations -Advisable only after tentative job offer -Three purposes: (1), screens out individuals who have contagious or communicable diseases (2), examination assists in determining if an applicant is physically capable of performing the work. (3), nformation can be used to determine if there are certain physical capabilities that differentiate between successful and unsuccessful performers. -Because of the requirements of Title VII and the Americans with Disabilities Act, if a physical quality is specified in the job description, it must be shown to be job-related -increasingly being used for purposes of drug and alcohol screening which generally leads to a safer working environment and higher performance Background Investigations -if reference check does not verify statements, employers often perform a background investigation of the applicant's employment history -used: (1) to verify the accuracy of all information provided by the applicant and (2) to uncover derogatory information such as criminal record, bankruptcy, or a suspended driver's license Job Offer -After applicant successfully completes the physical examination and background investigation, the organization finalizes its job offer Realistic Job Interviews -Unrealistic expectations created by hiring organizations as they attempt to portray the company and the job in the most favorable light . --To correct this, it is suggested that applicants be afforded a realistic preview of both the job and the company before or during the interview. -It is crucial that it occurs before a job offer is made so applicant has the info to make a quality decision about whether to accept the offer -conveys important job and organizational information to an applicant in an unbiased, objective manner (don't overemphasize positive aspects or downplay negative)

A hiring manager would be well advised to consider the resume an "advertising brochure." As such, what attributes of the resume should be evaluated?

Positive image conveyed Evidence of contributions Logical presentation Carefully written Specifics rather than generalities

What is the purpose/specific instruments typically used in the verification (stage 4)?

Reference Checks -applicants sometimes record inaccurate information -Check references -reference checks are complicated because of all of the legal and moral issues -problem with references is that the applicant normally provides them, therefore selectively choosing ones with positive experiences -potential bias—individual providing reference is just as likely to offer a negatively/positively biased opinion. -One way to improve the validity of telephone reference checks is to structure the reference-checking procedure. This should help individuals focus on information that is solely related to qualifications for the job in question, reduce bias, and avoid legal repercussions.

Selection Process

Results in selection of tools, timing of tools, and consideration of legality, validity, and reliability of tools.

What is the purpose/specific instruments typically used in the candidacy (stage 3)?

The Employment Interview -candidate is considered to be qualified for a position; unqualified or marginally qualified applicants have already been eliminated -essentially an in-depth probing of the candidate's background that provides substantial evidence upon which to base the hiring decision Assessment Centers -selection technique for identifying management potential -time intensive and expensive, so primarily used internally -variety of exercises constructed to simulate the job -developed through thorough job analyses of positions

Selection procedures vary considerably based on the type of position. What considerations would you need to take place if a secretary in a highly regarded non-profit suddenly left the organization and there are few candidates readily available?

Speed of Decision Making

Using Selection Process- Stages

Stage 1: screening. -Goal: narrow pool. -Use quick and cost effective tools; e.g., resumes, application forms. -Tools must have minimal adverse impact. -Application Forms; Resume checks Stage 2: more intensive screening -Goal: sort candidates by desirability. -Tests may be more expensive (e.g., screening interviews, work samples, tests). -screening interviews, work samples, tests Stage 3: Final screening. -Goal: Final check on candidates. Check for gotchas, ensure upper mgmt. buy in -Tests include final interviews, background and reference checks and conditional offer tests (e.g., drug screening). -final interviews, background and reference checks and conditional offer tests (e.g., drug screening)

Features of a good selection system

Start with a clear idea of essential tasks and KSAO's and competencies (Job analysis) - ATTRIBUTES Develop a portfolio of tools that will allow you to measure these skills and tasks and identify candidate differences. Rate tool on directness Display the tools in a PAM Choose based on validity, legality, fairness and practicality of tools.

What is the purpose/specific instruments typically used in the secondary screening (stage 2)?

The Screening Interview -to identify tentatively viable employment candidates -relatively short - interviewer may be able to identify prospective employees for other open positions -interviewers must be careful not to make judgments based on characteristics such as race and gender, focus only on questions concerning characteristics related to the job, not subscribe to bias -saves time and money Evaluating Background and Biographical Information -biodata included on a typical application was a predictor of future performance in entry-level professional positions -most reliable indicator of a college graduate's success in the organization was the person's rank in his or her graduating class -weighted application blank and regression analysis are wo specific approaches to evaluating background and biographical data Weighted Application Blank -identify factors that differentiate between long- and short-term employees, productive and less productive employees, or satisfied and less satisfied employees Previews -large sample of current employees is used to construct weights that are then used as a means of assessing later applicants for employment. Regression Analysis -establishes the relationship between two or more variables so that one variable can be predicted from the other variables -model developed for one company cannot be used by another company; the model must be tailored to fit each organization Employment Testing -used early in the selecting process to determine if an applicant is qualified for a particular job

What techniques are available in stage 2? What technique you use will depend on the type of job you are hiring for. What are some of the considerations in choosing a technique?

Weighted Application Blank Previews Regression Analysis Employment testing

Validity

What is a valid test? -The ability of a tool to predict job performance. -A valid tool predicts job performance. -An invalid tool predicts something else or nothing. Validity and legality. -Premise: Protected groups (sex, age, religion, race) may perform differently on a test. -The group (or individual) can claim "Adverse impact". -Avoid adverse impact claims by linking test directly to essential KSAOs. Examples of valid tests: -The SAT predicts performance in college. -A sobriety test predicts driving ability. -A Toefel exam predicts skill in written but not spoken English. -A drug test ensures that you haven't smoked marijuana in a week. -Mental ability tests are are linked to special skills. -Good writing is predictive of critical thinking.

Why might an organization require a physical exam?

it screens out individuals who have contagious or communicable diseases, it assists in determining if an applicant is physically capable of performing the work, physical examination information can be used to determine if there are certain physical capabilities that differentiate between successful and less successful performers.

Job Analysis Process

results in organization analysis, KSAOs, prioritization, tasks, and prioritization

Recruiting Process

results in selection of recruiting methods - differs based on job level. Referrals, professional associations, social networks, classified, and job engines

What is assessment center? When is one used and for what types of jobs?

selection technique for identifying management potential. Because of its expense, this technique is primarily utilized as an internal selection and development device for managerial positions

What is a red flag?

signals the need for a closer inspection of the information (or lack thereof) presented Examples: Incomplete Information Gaps in Employment History Frequent Job Moves Several Job Moves for Lesser Pay Short Periods of Employment Regression in Job Titles or Job Duties Obscure Colleges or Universities Attended Questionable Certifications Nonpertinent Certifications or Degrees Poor Presentation: Appearance, Paper Quality, Grammar, Nonreverse Chronology, Misspellings, etc