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Human Resource Management Chapter 4: Employee Testing and Selection
Human Resource Management Chapter 4: Employee Testing and Selection
various tools and techniques to select the best candidates for the job. Selection is the process of selecting right person to the right job
performance of subordinates Good selection practices increase organizational productivity and job satisfaction, decrease turnover rate and replacement costs
Organizational Performance
Consistency of scores obtained by the same person when retested with identical or equivalent tests. Are test results stable over time?
Indicates whether a test is measuring what it is supposed to be measuring. Does the test actually measure what it is intended to measure?
Validity
Increased work demands = more testing Screen out bad or dishonest employees
Telephone prescreening
Offline computer tests Virtual inbox tests Online problem-solving tests Specialized work sample tests Numerical ability tests
Types of Tests
Types of Tests
What Tests Measure
Achievement
FIGURE 66
Reprinted by permission of Society for Human Resource Management via Copyright Clearance Center.
Reference checks Background employment checks Criminal records Driving records Credit checks To verify factual information provided by applicants. To uncover damaging information.
Why?
Source: Society for Human Resource Management, 2004. Reproduced with permission of Society for Human Resource Management in the Format Textbook via Copyright Clearance Center.
Current Supervisors
Sources of Information
Written References
Include on the application form a statement for applicants to sign explicitly authorizing a background check. Use telephone references if possible. Be persistent in obtaining information. Use references provided by the candidate as a source for other references. Ask open-ended questions to elicit more information from references.
Physical Examination
Reasons for preemployment medical examinations:
To verify that the applicant meets the physical requirements of the position.
To discover any medical limitations to be taken into account in placing the applicant.
To establish a record and baseline of the applicants health for future insurance or compensation claims.
To reduce absenteeism and accidents. To detect communicable diseases that may be unknown to the applicant.
INTERVIEWING
An interview is a procedure designed to obtain information from a person through oral responses to oral inquiries A selection interview is a selection procedure designed to predict future job performance on the basis of applicants oral responses to oral inquiries
Interview Structure
Interview Content
Interview Administration
Types of Interviews
Selection Interview
Types of Interviews
Appraisal Interview
Exit Interview
Interview Formats
Interview Formats
Interview Formats
Interview Content
Types of Questions
Situational Interview
Behavioral Interview
Job-Related Interview
Stress Interview
Situational Interview: questions focus on the individuals ability to project what his/her behavior would be in a given situation. Behavioral Interview: ask interviews to describe how they reacted to actual situtaion in the past Stress Interview: in which applicant is made uncomfortable by a series of rude questions
Web-Assisted Interviews
Computerized Interviews
Panel Interview
Mass Interview
Sequential Interview: in which applicant is interviewed sequentially by several persons and each rates the applicant Panel Interview; applicants is interviewed simultaneously by a group of interviewers Computerized Interviews; is one in which a job candidates computerized responses are obtained in response to computerized questions or situations
Interviewer Behavior
duties, required knowledge, skills, abilities, and other worker qualifications. Step 2. Rate the Jobs Duties Identify the jobs main duties. To do so, rate each job duty, based on its importance to job success and on the time required to perform it compared to other tasks. Step 3. Create Interview Questions Create interview questions that are based on actual job duties, with more questions for the important duties.
answers and a five point rating scale for each, with ideal answers for good (a 5 rating), marginal (a 3 rating), and poor (a 1 rating). Consider the preceding situational Step 5. Appoint the Interview and Conduct Interviews , include the jobs supervisor and/or incumbent, and an HR representative.
4
5 6
Effective Interviews
Structure the Interview:
1. 2.
Base questions on actual job duties. Use job knowledge, situational or behavioral questions, and objective criteria to evaluate interviewees responses. Train interviewers.
3.
4.
5.
6.
7.
8. 9.
FIGURE 72
Situational Questions
1. Suppose a co-worker was not following standard work procedures. The co-worker was more experienced than you and claimed the new procedure was better. Would you use the new procedure? 2. Suppose you were giving a sales presentation and a difficult technical question arose that you could not answer. What would you do?
Background Questions
5. What work experiences, training, or other qualifications do you have for working in a teamwork environment? 6. What experience have you had with direct point-of-purchase sales?
1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13. 14. 15. 16. 17. 18. 19. 20. 21. 22. 23. 24.
How did you choose this line of work? What did you enjoy most about your last job? What did you like least about your last job? What has been your greatest frustration or disappointment on your present job? Why? What are some of the pluses and minuses of your last job? What were the circumstances surrounding your leaving your last job? Did you give notice? Why should we be hiring you? What do you expect from this employer? What are three things you will not do in your next job? What would your last supervisor say your three weaknesses are? What are your major strengths? How can your supervisor best help you obtain your goals? How did your supervisor rate your job performance? In what ways would you change your last supervisor? What are your career goals during the next 13 years? 510 years? How will working for this company help you reach those goals? What did you do the last time you received instructions with which you disagreed? What are some things about which you and your supervisor disagreed? What did you do? Which do you prefer, working alone or working with groups? What motivated you to do better at your last job? Do you consider your progress in that job representative of your ability? Why? Do you have any questions about the duties of the job for which you have applied? Can you perform the essential functions of the job for which you have applied?
Source: Reprinted from www.HR.BLR.com with permission of the publisher Business and Legal Reports, Inc. 141 Mill Rock Road East, Old Saybrook, CT 2004.
Source: Reprinted from www.HR.BLR.com with permission of the publisher Business and Legal Reports Inc. 141 Mill Rock Road East, Old Saybrook, CT 2004.
Source: H. Lee Rust, Job Search: The Complete Manual for Job Seekers, 1991 H. Lee Rust. Published by AMACOM, division of American Management Assn. Intl., New York, NY.
Source: Copyright 1992. The Dartnell Corporation, Chicago, IL. Adapted with permission.
the job and the recruiters Uncover the interviewers real needs and relate to those needs Pause, think, then speak Nonverbal behavior important Make a good 1st impression, be enthusiastic