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Typical Steps in the Selection Process PowerPoint Presentation
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Typical Steps in the Selection Process

Typical Steps in the Selection Process

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Typical Steps in the Selection Process

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    1. HRM 313 - Ch 7A 1 Typical Steps in the Selection Process

    2. HRM 313 - Ch 7A 2

    3. HRM 313 - Ch 7A 3 Interviews I Most widely used selection procedure Prescreening interviews (by HR), in-depth interviews (by line managers) Structured, semi-structured, and unstructured interviews Behavioral interview (real experiences, hypothetical) The situation or task, the action taken, the result or outcome Panel interviews for efficiency and reliability

    4. HRM 313 - Ch 7A 4 Interviews II Acceptable and illegal questions Interviewer biases Stereotyping, inconsistency in questioning, first-impression error, negative emphasis, halo/horn effect, cultural noise, nonverbal bias, contrast effect, similar-to-me error Train interviewers Legal implications Interviewing skills Establish and maintain rapport, listen carefully, observe nonverbal behavior, ask questions, provide realistic information, take notes, summarize

    5. HRM 313 - Ch 7A 5 Pre-employment Tests Ability tests Measure potential of individual to perform Cognitive, psychomotor, physical Knowledge tests Useful for jobs requiring specialized or technical knowledge Personality tests Determine a pattern of interactions with environments Extraversion, agreeableness, conscientiousness, emotional stability, openness to experience Integrity tests Polygraph tests banned Paper-and-pencil tests allowed reliable? Substance abuse tests Allowed?

    6. HRM 313 - Ch 7A 6 Work Simulations (Work Samples) Applicants perform activities similar to those required on the job. Difficult to fake More valid than other methods Less likely than other methods to unfairly discriminate Expensive to develop

    7. HRM 313 - Ch 7A 7 Assessment Centers Usually for managerial jobs Multiple means of assessment, multiple assesses, multiple assessors Costly, but reducing political favoritism, nondiscriminatory, and valid across cultures Typical Techniques: In-Basket exercise Leaderless group discussion Business game

    8. HRM 313 - Ch 7A 8 Selection Approaches Multiple-hurdles approach Compensatory approach Combined approach

    9. HRM 313 - Ch 7A 9 Reference Checks and Background Verification Should obtain a signed release from the candidate Work reference check May be difficult to obtain information because previous employers fear defamation lawsuits Verification of academic credentials Credit history checks, motor vehicle record checks, criminal background checks When job related

    10. HRM 313 - Ch 7A 10 Reliability and Validity of Selection Methods Reliability Consistency of tests results Validity Predictability of job performance Content validity Based on job analysis, but not appropriate for ability tests Construct validity The trait should be related to job performance and the test should accurately measure that trait. Criterion-related validity The link between a selection device and job performance Concurrent validity and predictive validity Validity generalization