Human Resource Management 11e.

Selecting Human Resources

Module 3

Like and archer who wounds at random is he who hires a fool or any passer-by.

-Solomon

Jack Welch (Winning) on Selection

Nothing matters more in winning than getting the right people on the field. All the clever strategies and advanced technologies in the world are nowhere near as effective without great people to put them to work.

Looking for Integrity

You also have to rely on your gut. Does the person seem real? Does she openly admit mistakes? Does he talk about his life with equal measures of candor and discretion?

When hiring for the top:

The first characteristic is authenticity. Why? Its simple. A person cannot make hard decisions, hold unpopular positions or stand tall for what he believes unless he knows who he is an feels comfortable with that.

Every leader makes mistakes. Every leader stumbles and falls. The question for a senior level leader is: does she learn from her mistakes, regroup, and them get going again with renewed speed, conviction and confidence.

Leaders are Readers

Peter Drucker (1974)- Management: Tasks, Responsibilities, Practices

An employer has no business with a mans personality. It is immoral as well as an illegal intrusion of privacy. It is an abuse of power. Employment is a specific contract calling for a specific performancean employee owes no loyalty, he owes no love and no attitudeshe owes performance and nothing else.

General Eric Shinseki

Shinseki

Top U.S. Army General. (retired)

Initiated Future Combat Systems and Stryker Interim-Force Brigade Combat Teams (Urban warfare)

Accurately predicted Iraq requirements

When asked the number one attribute needed by soldiers and commanders said judgment.

How do you hire this?

Perspectives

https://www.youtube.com/watch?v=Y7Zpm8OK3jY

Longer Video if interested:

https://www.youtube.com/watch?v=R9ki2SQdGT8

Selection 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.

The state (developable) or trait (stable) distinction

Placement

Fitting a person to the right job.

Target- Person-job Fit

Matching the knowledge, skills and abilities (KSAs) of people to the characteristics of jobs (tasks, duties and responsibilitiesTDRs).

Benefits of person-job fit

Higher employee performance

Lower turnover and absenteeism

Other types of fit:

Person-Organization fit- alignment with values and expectations

Person-Supervisor fit- alignment with preferred supervision style

Applicant 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.

Refining the psychological contract with an RJP

Electronic Screening

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

Applications

Purposes of Applications

Record of applicants interest in the job

Part of defining who is an applicant

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.

Application 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

Obtain applicants permission to contact references on the application itself.

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.

EEO 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

Acceptable Documents for Verifying Eligibility to Work in the U.S.

Job Tests:Legal Concerns and Selection Testing

Legal Concerns and Selection Testing

Job-relatedness (validity) of selection tests (PERFORMANCE)

Reliability- tests the same thing over and over

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

Example- strong relationship between conscientiousness and absenteeism

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Selection Testing: Ability Tests

Ability TestsAptitude and Achievement

Cognitive Ability Tests

Psychomotor Tests

Physical Ability Tests

Work Sample Tests

Situational Judgment Tests

Assessment Centers

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Other Tests

Personality Tests

Minnesota Multiphasic Personality Inventory (MMPI)

Myers-Briggs

Fakability and personality tests

Honest/Integrity Tests

Socially desirable responses

False positives

Polygraph tests (lie detector)

The Employee Polygraph Protection Act prohibits pre-employment testing (in most instances).

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FIGURE 76

Big Five Personality Characteristics

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Controversies in Selection Testing

General Mental Ability Testing

Minority groups tend to score lower on tests

Requires business necessity defense and validation.

Personality Testing

Explains very little about actual job outcomes.

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