Return to Chapter 5

HR planning
organization’s the current
Forecasting employees Forecasting the
forecasted
Workforce Needs
workforce
? who might Supply of
(Labor Demand) needs be suitable Candidates
for filling
▷ forecasting revenues >> those needs
determining the volume of ▷ which current (inside) employees
production needed to meet sales are qualified or trainable for the
requirements >> estimating the projected openings
staff needed to maintain this ▷ basic tools: Personnel skills
volume of output inventory & development record
▷ basic tools: Trend analysis | Ratio form|Personnel replacement
analysis |Scatter plot | HRIS charts & position replacement
card | HRIS
finding and/or attracting applicants
Recruiting for the employer’s open positions
Part 2: STAFFING: WORKFORCE PLANNING
AND EMPLOYMENT
Chapter 6

SELECTING EMPLOYEES
Learning Objectives
By the end of this week, you should have a good
understanding of:

✔ Define basic testing concepts, including validity and

reliability.
✔ Discuss at least four basic types of personnel tests.
✔ Explain the factors and problems that can undermine
an interview’s usefulness and the techniques for
eliminating them.
✔ Explain how to do background checks on job
candidates.
✔ Discuss how to use employee selection methods to
raise the level of a company’s employee engagement.
Learning Contents
01 The Basics of Testing and Selecting Employees

02 Types of Tests

03 Interviewing Candidates

04 Using Other Selection Techniques

1- The Basic of testing and selecting

▷ Selection: the process of choosing individuals with the

correct qualifications needed to fill jobs in a company.
▷ Effective employee selection:
▪ can improve employee and organizational performance
▪ can reduce dysfunctional behaviors at work
▪ can reduce hiring and training cost
▪ can reduce turnover
1- The Basic of testing and selecting

Employee TESTING – two important characteristics

▷ Reliability - refers to the consistency of scores obtained by the same person

when retested with the identical or equivalent tests.

▷ Validity - The accuracy with which a test, interview, and so on measures what it
purports to measure or fulfills that function it was designed to fill.
o criterion validity
o content validity
o construct validity
2- TYPES OF TESTS

▷ tests of cognitive abilities

▷ tests of motor and physical abilities
▷ tests of personalities
▷ achievement tests
▷ situational judgment tests
▷ Emotional intelligence
▷ work samples and simulations
▷ management assessment centers
▷ video-based situational testing
▷ computerized and online testing
3- INTERVIEWING CANDIDATES

Interview
a procedure designed to solicit information from a
person’s oral responses to oral inquiries.

Types of interviews Types of questions How to administer

▷ structured interview ▷ situational questions ▪ one-on-one interview
▷ unstructured/ less ▷ behavioral questions ▪ sequential interview
structured interview ▷ knowledge and ▪ panel interview
background questions

(pp.192)
 3- INTERVIEWING CANDIDATES

Conduct an Effective Interview

Design the Review the Establish Ask Close the Review the
candidate’s
interview background rapport questions interview interview

▪ Situational questions: focus on the candidate’s ability to explain what his or her
behavior would be in a given situation (How would you do/react if …)
▪ Behavioral questions: ask interviewees how they behaved in the past in some situation
(Did you ever have a situation in which… how did you handle …) – S.T.A.R
▪ Knowledge and background questions probe candidates’ job-related knowledge and
experience (“What math courses did you take in college?)
▪ “Trick” questions https://www.glassdoor.com/blog/common-interview-questions/
3- INTERVIEWING CANDIDATES

S.T.A.R technique (behavioral-based technique) in interview

▷ better determine the quality of each candidate’s experience as it relates to the job.

S Situation
to ask about challenges applicants faced or needed to accomplish
T Task

A Action to uncover the actions or behaviors the candidate took

R Result to evaluate the candidate through the result of his or her actions
 3- INTERVIEWING CANDIDATES

The Structured Situational Interview

▷ a series of job-relevant questions with predetermined answers that interviewers

ask of all applicants for the job.

Step 1 Step 2 Step 3 Step 4

Step 5
JOB RATE THE JOB’S CREATE CREATE
APPOINT THE
ANALYSIS MAIN INTERVIEW BENCHMARK
INTERVIEW PANEL
COMPETENCIES QUESTIONS ANSWERS
& CONDUCT
INTERVIEWS
▪ one-on-one interview
▪ sequential interview
▪ panel interview
▪ video, phone, …
Textbook/ Page 217
Textbook/
Page 218
3- INTERVIEWING CANDIDATES
4- USING OTHER SELECTION TECHNIQUES

background
honesty
investigations & graphology
testing
reference checks make the develop &
selection
interview + selection extend the
tapping decision job offer
realistic
friends & medical drug
job
acquaint- exams screening
reviews
ances
law
compliance
IN SUMMARY

Employee recruiting
• find and/or attract applicants for open positions; to generate a pool of qualified applicants
Effective recruiting
• is important since without enough candidates, employers cannot effectively screen the
candidate or hire the best.
• open positions can be filled out with internal sources and outside sources of candidates.
Recruitment methods
• Employers use different methods to recruit.
• They develop and use application forms to collect essential information.

Employee tests and Selection Interviews

• to measure the ability of candidates fitting the job.
• structured and unstructured selection interviews; 03 types of interview questions
• 06 steps to conduct an effective interview; the use of STAR technique

Other selection tools

• reference checks, background checks, physical exams, and realistic preview.
 Carter Cleaning Company: Getting Better Applicants
Read The case study ‘Carter Cleaning company’ in your Textbook, pg. 177).

Questions:

Provide a detailed list of recommendations concerning how the

company should go about increasing its pool of acceptable job
applicants so they no longer face the need to hire almost anyone
who walks in the door.

CASE STUDY
ANALYSIS
To Our Next Week

HR Training & Development

Read
Chapter 7 – Training & Developing Employees