Lesson 4- Selecting New Employees he Selection The process of choosing from a group of applicants the individual best suited for a particular position and an organization, Goal of the selection process is to properly match people with jobs and the organization. Individua overqu: underqualified, or do not fir either the job or the organization’s culture, will probably leave the firm ied, Environmental Factors Affecting the Selection Process Legal Considerations ¥ Human resource management is greatly influenced by legislation, executive orders, and court decisions y Hiring managers must have extensive knowledge of the legal aspects of selection Speed of Decision Making © At times, speed is crucial and a few phone calls and two brief interviews may constitute the entire selection procedure ¥ Conducting a n: select a chief executive officer may take months 'w In bureaucracies, the selection process often requires a considerable amount of time ional search 10 + Succession Planning ¥ It is done by looking for potential employees to be the next-in-fine- for a specific position where they give job enlargement. WV. v. Vi. Organizational Hierarchy v Extensive background checks interviewing are conducted for the exceutive position ¥ Anapplicant for a clerical posi would most likely take a word processing test and perhaps have a short employment interview Applicant Pool ¥ Selection Ratio - The number of people hired for a particular job ‘compared to the individuals in the applicant pool ¥ A selection ratio of 1:10 indicates that there is only one applicant hired out of 10 applicants. ¥ The common rule selection ratio is 1:3 i.e. to hire 1 person the pool of candidates should be 3. Type of Organization '¥ Prospective employees in private sector are screened with regard to how they can help achieve profit goals, '¥ Government civil service systems typically identify qualified applicants through competitive examinations, y Individuals being considered for positions in non-profit organizations must not only be qualified but also dedicated 10 this type work. + Social Entrepreneurship ¥ Iisa business its main goal is not gaining profit but merely: to solve a particular social problem, Probationary Period¥ Practice may be to check on the validity of the process, ¥ If an individual can successfully perform the job during the probationary period, other selection tools are not needed ‘The Selection Process ‘A. Review of Applications Each person completes an application to determine if there is ‘a match between individual and the position ¥ Essential information included and presented in a standardized format ¥ Certification that everything on the form is true ¥ Checking of — Qualification/ training/ job experience’ reference ete. B. Preliminary Interview ¥ Removes obviously unqualified individuals ¥ Ask a few straightforward questions May qualify to work in other open positions Telephone interviews Videotaped interviews ‘Computer interviews < ace ¢ Advantages of Selection Tests ¥ Reliable and accurate means of selecting qualified candidates wv Identify attitudes and job-related skills ¥ Defi encies in other techniques CHOOSE THE TESTS CHOOSE THE TESTS Available tests include: o1. Psychological Intellectual Technical Aptitude Interest inventories Clerical skills test Service ability tests Management aptitude test Team skills test Sales ability test Job Knowledge Tests > Measure a candidate's knowledge ‘of the duties of the position for which he or she is applying. ‘Work-Sample (Simulation) » Tests that require an applicant to perform a task or set of tasks representative of the job » Such tests by their nature are job related » Produces a high _ predictive validity, reduces adverse impact, and is more acceptable to applicants ‘Vocational Interests» Indicate the occupation in which a person is most interested and is most likely to be satisfied with 04. Genetic Testing » Determines Whether a person carries the gene transformation for certain diseases, including heart disease, Hypertension, cancer TB ete Vil. The Employment Interview ¥ Goal-oriented conversation in which interviewer and applicant ‘exchange information Basic Rules: ~_ Imerview planning — Content of the interview Interview Planning Compare application and resume with job requirements ¥ Develop questions related to qualities sought ¥ Step-by-step plan to present position, ‘company. division, and department ¥ Determine how to ask for examples of past applicant behavior, not what future behavior might be Content of the Interview ‘Occupational experience + Academic achievement Interpersonal skills «Personal qualities Organizational fit Candidate's objectives Methods of Interviewing One-on-one interview » Applicant meets one-on-one with an interviewer. Group interview > Several applicants interact in the presence of one or more company representatives. Board interview » Several of the firm's representatives interview one candidate. Stress interview » Anxiety is intentionally created. Realistic job previews » Job information is conveyed to the applicant in an unbiased manner. ‘Assessment Centers ¥ Candidates subjected to exercises that simulate actual job tasks v In-basket exercises ¥ Management games + Leaderless discussion groups Mock interviews ¥ Mcasures candidates’ skills in prioritizing, delegating and decision making VIL. Personal Reference Checks ¥ Provides additional insight into applicant information. ¥ Verification of accuracy.'¥ Applicant often required to provide names of several re nces. '¥ More emphasis on previous ‘employment investigations. Professional References and Background Investigations ‘+ Previous employment ‘* Education verification ‘¢ Personall reference check ‘+ Criminal history * Driving record © Civil litigation © Workers’ compensation history = Credit history © Social security number verification ‘egligent Hiring and Retention Negligent Hiring incurs when no reasonable y Liabi vestigation of applicants background is made and potentially dangerous person is assigned to the position where he or she can inflict harm. Negligent Retention ¥ Keeping persons on payroll whose records indicate strong potential for wrongdoing. IX. The Selection Decision ¥ Most critical step of all ¥ Person whose qualifications (knowledge. skills, compel most closely conform to the requirements of the open position should be selected. X. Physical Examination '¥ Determine whether applicant is physically capable of working Medical Examination — Fitness Certificate jon to Candidates ‘© Results should be made known to candidates as soon as possible Delay may result in firm losing prime candidate, © Unsuccessful candidates should also be promptly uotified Lesson 5- Training, Learning, Talent Management and Development Training ¥ Itis the systematic development of the knowledge, skills & attitudes required by an individual to perform adequately a given task. '¥ Itspeeds up the process of Socialization process of employees. AZATI ¥- Refers to all the passages employees undergo. ¥ In simple terms, it is the process of adaptation. ¥ This involves the feelings or emotions experienced on the first day of the job. ¥ Organizations can assist in the adjustment process if a few matters are understoodskills required. knowledge and skills Ident Preparation of taining plan or programmed LLENGES. " PROCESS 1. Time Constraints 2. The uniqueness of each employee much information Monetary and Non-monetary resources the act of acquiring new, or or preferences and may involve synthesizing different types of information. leasant environment. ie Law of Effect. Identification of knowledge and Identification of present levels of ation of training needs Implement the training programmed Overwhelming employees with too modifying and reinforcing, existing _ knowledge, behaviors, skills, valucs, THE LEARNING THEORY ests that we learn best under » external consequences tend to determine behavior pt places a yreater » This cat responsibility on the shoulders of the -visor/manager. REINFORCEMENT » a behavior modification process which emphasizes more on the use of rewards and other altemative consequences to sustain job behavior. Four Ways of Reinforcement Positive Reinforcement Y When a response is followed by something. pleasant, itis called positive reinforcement ¥_ provides a favorable consequence thal encourages repetition of a behavior Negative Reinforcement ¥ When a response is followed by the termination or withdrawal of something unpleasant ¥ Itis the removal of something undesirable in the situation, ¥ Occurs when behavior is accompanied by removal of an unfavorable consequence. Punishment the administration of an unfavorable consequence that discourages a certain behavior to reoccur again.