Seleccin del Empleado

The Challenges of Human Resources Management

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 Chapter Objectives
After studying this chapter, you should be able to

LEARNING OUTCOME 1 Explicar los objetivos del proceso de seleccin de personal.

LEARNING OUTCOME 2 Explicar lo que se requiere para una herramienta de seleccin de

empleados para ser fiables y vlidos.

LEARNING OUTCOME 3 Ilustrar los diferentes enfoques para realizar una entrevista de
empleo.

LEARNING OUTCOME 4 Comparar el valor de diferentes tipos de pruebas de empleo.

LEARNING OUTCOME 5 Describir las diversas estrategias de decisin para la seleccin.

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 Personas y puestos de trabajo

Selection
El proceso de eleccin de personas que tienen
calificaciones pertinentes para llenar vacantes
existentes o proyectadas.

Selection Considerations
Ajuste persona-trabajo: anlisis de trabajo identifica las
competencias individuales necesarias para el xito del
trabajo (KSAOs).
Persona-organizacin ajuste: el grado al que personas
estn adaptados a la cultura y los valores de la
organizacin.

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 El objetivo de la seleccin: maximizar "Hits

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 Comenzar con un anlisis de trabajo

Results of a Job Analysis

Job Description
Una lista detallada de las tareas, deberes,
responsabilidades y autoridad.
Job Specifications
los empleados de las competencias individuales se
necesitan para el xito, el conocimiento, habilidades,
capacidades y otros factores (KSAOs) que conducen a
un desempeo superior.

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 Pasos en el proceso de seleccin

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 The Selection Process

Obtencin de informacin confiable y vlida.

confiabilidad.
El grado al que entrevistas, pruebas y otros
procedimientos de seleccin producen datos
comparables sobre el tiempo y medidas
alternativas.
Validity.
Grado a que un procedimiento de prueba o
seleccin mide los atributos de la persona.

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 Investigacin Inicial

Cartas de presentacin y Polygraph Tests

curriculum. Integrity and Honesty
Video Resumes Tests
Application Forms Graphology

Online Applications Medical Examinations

Employment Tests
Biographical Information
Blanks (BIB) Interviews
Investigaciones de Controles de Internet y
Antecedentes. proyeccin de telfono

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 Red de evaluacin de aplicacin/reanudar

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 Application Forms

Application date
Educational background
Experience
Arrests and criminal convictions
National origin
References
Disabilities
EEO y declaraciones a voluntad

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 Online Applications

Basada en Internet automatizado de registro,

aplicacin, y proceso de seguimiento ayuda a las
empresas a posiciones ms rpidamente llenado:
Atraer a un grupo de solicitantes ms amplio y diverso.
Recogida y minera se reanuda con bsquedas de
palabras clave para identificar candidatos calificados.
Realizar pruebas de deteccin en lnea.
Reducir significativamente los costos de reclutamiento.

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 Employment Interviews

Por qu es tan popular la entrevista:

Resulta especialmente prctico cuando hay slo
un pequeo nmero de solicitantes.
Sirve a otros fines, como relaciones pblicas.
Entrevistadores mantienen gran fe y confianza en
sus juicios.

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 mtodos de entrevista

Nondirective Interview.
El solicitante determina el curso de la discusin,
mientras que el entrevistador no influir en
observaciones del solicitante.
Structured Interview.
Una entrevista en la que se utiliza un conjunto de
preguntas estandarizadas, disponer de un conjunto
establecido de respuestas.

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 Interviewing Methods (cont.)

Situational Interview
Una entrevista en que el solicitante es un hipottico
incidente y pregunt cmo l o ella responda a ella.
Entrevista conductual de descripcin (BDI)
Una entrevista en la que el solicitante es preguntas
frecuentes acerca de lo que l o ella realmente hizo en
una situacin dada.
Panel and Sequential Interview
Una entrevista en la que un Consejo de entrevistadores
preguntas y observa un solo candidato.

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 Los gerentes de contratacin revelan errores

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 Interviewing Methods (cont.)

Phone Interview
Entrevistas telefnicas pueden ser efectiva y realmente
ayudar a ampliar la reserva de una empresa de talento.
Computer Interview
Utilizando un programa de ordenador que requiere candidatos
responder a una serie de preguntas a la medida para el
trabajo.
Respuestas se comparan con un perfil ideal o con perfiles
desarrollados sobre la base de las respuestas de los otros
candidatos.
Video and Digitally-Recorded Interviews
Tecnologa de video conferencia para registrar y evaluar la
capacidad tcnica de los candidatos de trabajo, nivel de
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36
 Variables en la entrevista de empleo

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 Once reglas para entrevistas de empleo

1. Comprenda el puesto
2. Establesca un plan de entrevista
3. Establesca y mantenga un buen ambiente para la comunicacin
y escuche activamente
4. Preste atencin a las seales no verbales
5. Proporcione informacin tan libre y tan honestacomo sea
posible
6. Utilice preguntas con efectividad
7. Separe los hechos de las deducciones
8. Reconozca sesgos y estereotipos
9. Evite el error de halo, o jusgar a una persona favorable o
desfavorable
10. Controle el curso de la entrevista
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11. Estandarice las preguntas planteadas
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 How Candidates Physical Attributes
Influence Employ

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 Gestin de la diversidad: Son sus preguntas
legales?

No hay preguntas estn expresamente

prohibidas.
Cuestiones relacionadas con la raza, color, edad,
religin, sexo o nacionalidad pueden ser peligrosos.
Preguntas son aceptables si relacionadas con el
trabajo, pregunta de todo el mundo y no discrimina
contra una clase protegida (por ejemplo, mujeres)
Consulte la informacin de la EEOC y FEP al construir
directrices para entrevistadores

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 Appropriate and Inappropriate Interview
Questions (cont.)

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 Preguntas de comprobacin de referencia de la
muestra

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 Background Investigations (cont.)

Organizaciones que utilizan deben de informes de crdito:

1. Consulte las leyes de estado para ver si legalmente pueden utilizar
informes de crdito.
2. Asesorar y recibir el consentimiento por escrito de los solicitantes si
se solicitar un informe.
3. Proporcionar una certificacin por escrito al Agencia en cuanto a la
finalidad del informe de informe del consumidor.
4. Proporcionar a los solicitantes una copia del informe al consumidor,
as como un resumen de sus derechos bajo el CCRRA.
5. Debe proporcionar un aviso de accin adversa de una persona si
esa persona no es contratado y contacto informacin relacionada
con la Agencia de informes.

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 Preemployment Tests

prueba antes del empleo.

Una medida estandarizada de una muestra de
comportamiento que se utiliza para medir el
conocimiento de una persona, habilidades,
capacidades y otras caractersticas (KSAOs) en
relacin con otros individuos y objetivo.
Pruebas de pre-empleo tienen el potencial para
litigios.

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 Types of Tests

Pruebas de Conocimientos de empleo.

Trabajar pruebas de muestra.
Centro de Evaluacin de Pruebas.
Cognitive Ability Tests.
Biodata Tests.
Inventarios de inters y personalidad.
Pruebas de integridad y honestidad.
Polygraph Tests.
Physical Ability Tests.
Medical Examinations.
Drug Tests.
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 Enfoques para la Validacin

Criterion-related Validity
La medida en que una herramienta de seleccin
predice, o correlaciona significativamente con
elementos importantes de comportamiento en el
trabajo.
Una puntuacin alta indica alto desempeo potencial;
una puntuacin baja es predictiva de bajo desempeo.
Predictive Validity
La medida a que puntuaciones demandantes coinciden
con datos de criterio obtenidos de los solicitantes y
empleados despus de que han sido en el trabajo por
un perodo indefinido
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 Correlation Scatterplots

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 Approaches to Validation (cont.)

Content validity.
La medida en que un instrumento de seleccin, como una
prueba, muestras adecuadamente los conocimientos y
habilidades necesitadas para realizar un trabajo
determinado.
Ejemplo: escribir pruebas, exmenes de licencia de conducir.

Construct validity.
La medida en que una herramienta de seleccin mide una
construccin terica o rasgo.
Son difciles de validar.
Ejemplo: pruebas de artes creativas, las pruebas de honestidad

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 Mejores prcticas para empleado pruebas y
seleccin

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 La toma de decisiones Estrategia

Selection Considerations:
Deben individuos para ser contratados segn su ms alto potencial
o segn las necesidades de la organizacin?
En qu nivel de grado o salario para iniciar el individuo?
Debe de seleccin para el partido del trabajo de empleado, o debe
considerarse avance potencial?
Deben considerar los no calificados pero qualifiable?
Deben considerarse personas sobrecalificadas?
Qu efecto una decisin tendr planes de accin afirmativa y las
consideraciones de diversidad?

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 Puedo hacerlo"y"-har ' factores

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 Enfoque clnico y estadstico

Enfoque
Enfoque clnico
clnico Subjectivity
Subjectivity

Enfoque
Enfoque estadstico
estadstico Objectivity
Objectivity

Modelo
Modelo Compensatoria
Compensatoria -- Media
Media

Modelo
Modelo de
de corte
corte mltiple
mltiple-- Mnimo
Mnimo
Mltiples
Mltiplesobstculo
obstculo modelo-
modelo-
secuencial
secuencial

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 Statistical Approach

Compensatory Model
Permite una alta puntuacin en un rea para
compensar una puntuacin baja en otra rea.
Modelo de corte mltiple.
Requiere que un solicitante alcanzar un nivel mnimo de
competencia en todas las dimensiones de la seleccin.
Modelo obstculo mltiple
Slo los solicitantes con suficientemente altas
puntuaciones en cada etapa de seleccin pasar a
las etapas posteriores en el proceso de seleccin.

2012Cengage
2012 Cengage Learning.
Learning. All Rights
All Rights Reserved.
Reserved. May
May not not be scanned,
be copied, copied, scanned, or duplicated,
or duplicated, inpart,
in whole or in whole or infor
except part,
use except for use as
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 Parcela de dispersin de resultados de prueba
con cortes hipottico

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2012 Cengage Learning.
Learning. All Rights
All Rights Reserved.
Reserved. May
May not not be scanned,
be copied, copied, scanned, or duplicated,
or duplicated, inpart,
in whole or in whole or infor
except part,
use except for use as
as permitted
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 Selection Process (cont.)

seleccin de la relacin.
El nmero de solicitantes en comparacin con el
nmero de personas a contratar.

puntaje de corte.
El punto en una distribucin de puntuaciones por
encima de la cual una persona es considerada y por
debajo de la cual una persona es rechazada.

2012Cengage
2012 Cengage Learning.
Learning. All Rights
All Rights Reserved.
Reserved. May
May not not be scanned,
be copied, copied, scanned, or duplicated,
or duplicated, inpart,
in whole or in whole or infor
except part,
use except for use as
as permitted
in a licensein
permitted distributed
a licensewith a certain product
distributed or service
with a certain or otherwise
product on a password-protected
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 Selection Process (cont.)

Final Decision
Seleccin de candidatos por supervisor
departamental o inmediato para llenar vacantes.
Notificacin de seleccin y empleo que se
ofrecen por el Departamento de recursos
humanos.

2012Cengage
2012 Cengage Learning.
Learning. All Rights
All Rights Reserved.
Reserved. May
May not not be scanned,
be copied, copied, scanned, or duplicated,
or duplicated, inpart,
in whole or in whole or infor
except part,
use except for use as
as permitted
in a licensein
permitted distributed
a licensewith a certain product
distributed or service
with a certain or otherwise
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or service or otherwise on a website for classroom use.
password-protected website for classroom use.
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 Key Terms

achievement tests negligent hiring

aptitude tests nondirective interview
behavioral description panel interview
interview (BDI)
predictive validity
compensatory model
reliability
concurrent validity
selection
construct validity
selection ratio
content validity
situational interview
criterion-related validity
structured interview
cross-validation
validity
multiple cutoff model
validity generalization
multiple hurdle model
2012Cengage
2012 Cengage Learning.
Learning. All Rights
All Rights Reserved.
Reserved. May
May not not be scanned,
be copied, copied, scanned, or duplicated,
or duplicated, inpart,
in whole or in whole or infor
except part,
use except for use as
as permitted
in a licensein
permitted distributed
a licensewith a certain product
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 Captulo 6 - los resultados del aprendizaje

Declaraciones de expectativas de aprendizaje Resultados relacionados del cuerpo del texto

1 Explicar los objetivos del proceso de seleccin de personal. Porque los administradores a menudo tienen mucho
conocimiento del trabajo, lo importante crees que es para que
ellos entender el proceso de seleccin para tomar buenas
decisiones?

2 Explicar lo que se requiere para una herramienta de Muchos empleadores hacen bsquedas en Internet para subir
seleccin de empleados para ser fiables y vlidos. informacin sobre candidatos. Puedes ver cualquier problema
relacionado con ello?

3 Ilustrar los diferentes enfoques para realizar una entrevista Si un saber un candidato, adems de entrevistar a la persona, le hace
de empleo. todava necesita para comprobar sus referencias de trabajo y no un
fondo comprobar? Cualquiera de estos pasos se pueden saltar?

4 Comparar el valor de diferentes tipos de pruebas de Pruebas de personalidad, como otras pruebas utilizadas en seleccin de
empleo. empleados, han sido atacados durante varias dcadas. Por qu crees
que algunos solicitantes de encuentran pruebas de personalidad
desagradable? Sobre qu base podra justificarse su uso para fines de
seleccin?
5 Describir las diversas estrategias de decisin para la Cmo han sus habilidades, conocimientos, aptitudes y motivacin
seleccin. afectados los tipos de trabajos que usted ha solicitado en el pasado o
qu tan bien usted hizo un trabajo especial?

2012Cengage
2012 Cengage Learning.
Learning. All Rights
All Rights Reserved.
Reserved. May
May not not be scanned,
be copied, copied, scanned, or duplicated,
or duplicated, inpart,
in whole or in whole or infor
except part,
use except for use as
as permitted
in a licensein
permitted distributed
a licensewith a certain product
distributed or service
with a certain or otherwise
product on a password-protected
or service or otherwise on a website for classroom use.
password-protected website for classroom use.
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