Notes - Human resource management

Chapter 7 Notes
Human Resource Management

DEFINE selection and DISCUSS its strategic importance.
DEFINE reliability and validity and EXPLAIN their importance in selection techniques.
DESCRIBE at least four types of testing used in selection and ANALYZE the conflicting legal concerns related to alcohol and drug testing
DESCRIBE the major types of selection interviews by degree of structure, type of content, and manner of administration.
EXPLAIN the importance of reference checking, DESCRIBE strategies to make such checking effective, and ANALYZE the legal issues involved.

Selection
The process of choosing individuals to fill job openings
The strategic importance of selection
Quality of human resources determines organizational performance.
Inappropriate selection decisions are costly.
Significant legal implications

Avoiding Legal problems use selection criteria based on the job assess applicant’s ability to meet expectations scrutinize applicant-provided information obtain authorization for reference checking save all records and information reject applicants who make false statements

The selection process
Designing the selection process
Preparations:
develop selection criteria specify musts and wants and weight the wants develop an evaluation form develop interview questions (for all candidates) develop candidate-specific questions

Acquiring Employees and the Law
Considerations:
do not ask questions that would violate human rights legislation treat all candidates in the same manner do not cut short an interview based on preconceived notions about the gender or race of the “ideal” candidate focus on the job description and job specification when gathering information from applicants
Step 1: Preliminary Applicant Screening initial screening is performed by HR department application forms and résumés are reviewed candidates not meeting selection criteria are eliminated remaining candidates matching the job specifications are given further consideration use of technology is becoming increasingly popular

Step 2 Selection Testing screening device used by approximately two thirds of Canadian organizations assesses specific job-related skills, general intelligence, personality characteristics, mental abilities, interests, and preferences efficient, standardized methods for screening large numbers of applicants must be reliable and valid

Importance of Reliability and Validity
Reliability:
the degree to which selection procedures yield comparable data over time in other words, the degree of dependability, consistency, or stability of the measures used
Validity:
the accuracy with which a predictor measures what it is intended to measure

Types of Validity
Differential Validity confirmation that the selection tool accurately predicts the performance of all possible employee subgroups
Criterion-Related Validity extent to which a selection tool predicts or correlates with important elements of work behaviour
Content Validity extent to which a selection tool (e.g. a test) adequately samples the knowledge and skills needed to perform the job
Construct Validity extent to which a selection tool measures a theoretical construct or trait deemed necessary to perform the job

Types of Tests used in selection
Management Assessment Centres
Situational Testing
Micro-assessments
Physical Examination, Substance Abuse Testing, Polygraphs
Cognitive Abilities intelligence tests emotional intelligence tests specific cognitive abilities
Motor/Physical Abilities
Personality and Interests
Achievement Tests Work Sampling

Medical Examination only permitted after a written offer of employment reasons for inclusion in the selection process: to determine qualification of physical requirements and if not, to document accommodation requirements to establish a record and baseline of health for future insurance or compensation claims to reduce absenteeism and accidents by identifying any health issues that need to be addressed

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

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

Step 3: The Selection Interview
Applicant Objectives: present positive image sell their skills and attributes gather information about job and organization
Interviewer Objectives: assess qualifications observe behaviour predict future performance communicate information about job, promote organization determine how well applicant would fit in

Types of interviews
Degree of Structure unstructured, structured, or mixed/semi-structured
Content
situational, behavioural
Administering the Interview one-on-one or panel sequentially or all at once face-to-face or technology enabled

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

Conducting an Effective Interview planning the interview establishing rapport asking questions closing the interview evaluating the candidate

Step 4: background Investigation/reference Checking verify accuracy of information provided includes criminal record check verification of educational qualifications verification of previous employment performance-related references from past supervisors credit check may also be included
Considerations:
obtain written permission possible public sources (e.g. Facebook) qualified privilege negligent misrepresentation

Step 5: Supervisory Interview and realistic job preview
The supervisor: 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
Realistic Job Preview (RJP) provides applicants with realistic information, both positive and negative, about the job
Step 6: Hiring 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