Selection

Chapter 6

Krista Uggerslev, NAIT

© 2022 McGraw-Hill Ltd. Schwind 13th Edition 5-1

 Steps in the Selection Process
Let’s talk interview guides and process…
What is the role of HR? Of the manager?
Where might there be challenges?

© 2022 McGraw-Hill Ltd. Schwind 13th Edition 5-2

 Employment Interviews
Formal, in-depth conversation conducted to evaluate
the applicant’s acceptability
Most widely used selection technique
• Allows a personal impression
• Opportunity to sell a job to a candidate
• Opportunity to answer candidate’s questions
• Effective public relations tool
• Popular due to flexibility and creates two-way exchange
• Flaw relates to varying reliability and validity

© 2022 McGraw-Hill Ltd. Schwind 13th Edition 5-3

 Types of Interviews
Interviews may be conducted on-to-one, panel, or
group interview
Unstructured interviews
• Few if any planned questions
• Lacks the reliability of a structured interview
Structured interviews
• Pre-determined set of questions
• May improve reliability and validity over traditional
unstructured interviews

© 2022 McGraw-Hill Ltd. Schwind 13th Edition 5-4

 Types of Structured Interviews
Behavioural Description Interviews
• Based on principle that the best predictor of future
behaviour is past behaviour
Situational Interviews
• Focus on situations likely to arise on the job
• Applicants asked what they would do
Stress-Producing Interviews
• Rapid questioning to assess how applicants handle
stressful situations

© 2022 McGraw-Hill Ltd. Schwind 13th Edition 5-5

 Employment Interview Stages

Interview Preparation
• Develop specific questions/answers
Creation of Rapport
• Interviewer is responsible for establishing rapport
Information Exchange
• Heart of the interview
Termination (i.e., drawing the session to a close)
Evaluation (i.e., use of a checklist)

© 2022 McGraw-Hill Ltd. Schwind 13th Edition 5-6

 Interviewer Errors
Halo effect
Leading questions
Stereotypes
Interviewer domination
Contrast errors

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 Interviewee Errors

May be trying to cover job-related weaknesses or

nervousness
Examples include:
• Playing games (e.g., acting nonchalant)
• Talking too much
• Boasting
• Not listening
• Being unprepared

© 2022 McGraw-Hill Ltd. Schwind 13th Edition 5-8

 Final Selection
Whose decision is that?
Who should make the offer?
Who is responsible for onboarding?

© 2022 McGraw-Hill Ltd. Schwind 13th Edition 5-9

 After Selection
When drawing up the employment contract,
pay attention to:
• Specify probationary period if applicable.
• Specify start date and terms of employment
clearly.
• Specify reasonable restrictive covenants.
• Ensure that termination procedures are legally
enforceable.

© 2022 McGraw-Hill Ltd. Schwind 13th Edition 5-10

 Onboarding, Training, Development, and Career Planning

Chapter 7

Krista Uggerslev, NAIT

© 2022 McGraw-Hill Ltd. Schwind 13th Edition 5-11

 Strategic Importance of Onboarding,
Training, and Development
The onboarding, training, and development functions seek to
socialize the new hire to the organization, match what the
employee can do with job demands, and tap employee
potential for future job roles, all while meeting the employee’s
career objectives.
Time-consuming and expensive efforts, but they:
• reduce turnover
• help employees become productive sooner
• and contribute to overall employee satisfaction

© 2022 McGraw-Hill Ltd. Schwind 13th Edition 5-12

 Relationship Between
Training and Development

Present
Job-related
Training behaviour

Development

Future job
responsibilities

© 2022 McGraw-Hill Ltd. Schwind 13th Edition 5-13

 Onboarding
The process of helping new hires adjust quickly
and smoothly to the performance aspects of their
new jobs and the social aspects of the organization
Includes orientation, socialization, training and
development activities
Outcomes include:
• Greater retention, faster time to productivity,
reduced anxiety, increased motivation, and
engagement

© 2022 McGraw-Hill Ltd. Schwind 13th Edition 5-14

 Orientation

Organizational • History, names & titles, overviews

Issues • Policies, employee handbook

HR Related • Pay, vacations, vacations, benefits

Topics • Services, programs, counselling

Role • Job location, job overview, safety

Expectations • Job tasks, objectives, relationships

© 2022 McGraw-Hill Ltd. Schwind 13th Edition 5-15

 Socialization
The continuing process by which an employee begins
to understand and accept the values, norms, and
beliefs held by others in the organization
Involves turning outsiders into insiders
May begin even before employees join organization

© 2022 McGraw-Hill Ltd. Schwind 13th Edition 5-16

 The Training System

Employee benefits
• Skill improvement, self-development, self-confidence, sense of growth
Organizational benefits
• Improved profitability, improved morale, lower costs, better corporate image

Schwind 13th Edition, Figure 7-4

© 2022 McGraw-Hill Ltd. Schwind 13th Edition 5-17
 Needs Assessment
Diagnoses present problems and future challenges
that can be met through training or development
• Needs to consider each person
• Need may be determined by the HRD function,
supervisors, or self-nomination
• Sources of information that may indicate a need for
training (e.g., production records, grievances, safety reports,
performance appraisal, absenteeism and turnover)

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 Training Objectives

Desired Behaviour

Training
Performance Objectives
Conditions
Criteria

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 Learning Principles

Learning
Principles

Participation
Repetition
Relevance
Transference
Feedback

Kolb’s Learning Cycle Theory

Schwind 13th Edition, Figure 7-6
© 2022 McGraw-Hill Ltd. Schwind 13th Edition 5-20
 Training Technique Trade-offs
1. Cost-effectiveness
2. Desired program content
3. Appropriateness of the facilities
4. Trainee preferences and capabilities
5. Trainer preferences and capabilities
6. Learning principles

© 2022 McGraw-Hill Ltd. Schwind 13th Edition 5-21

 Training Techniques
On-the-Job Off-the-Job

• Job rotation • Lectures & videos

• Job labs &
• Apprenticeships Simulations
• Coaching • Role-playing
• Case study
• Self-study &
Programmed
learning

© 2022 McGraw-Hill Ltd. Schwind 13th Edition 5-22

 Digital Learning
Digital learning tools vary on the extent to which they:
• Offer performance support
• Workers have access to databases, online tools, discussion
forums
• Are synchronous
• Meet with trainer at a predetermined time
• Are asynchronous
• Trainees and trainers interact using email, chat and discussion
forums; materials are accessible anytime, but trainer and
trainees are not necessarily present at the same time

© 2022 McGraw-Hill Ltd. Schwind 13th Edition 5-23

 Employee Development
Preparing the employee to assume greater
responsibilities and authority, often in formal
leadership positions
Talent Management is the practice of
preparing a pool of developed employees to
meet future organizational challenges and
opportunities
• Who to develop (e.g., all employees or only top 10%)?

© 2022 McGraw-Hill Ltd. Schwind 13th Edition 5-24

 Steps to Create Employee
Development Plans

1. Assess employees’ needs

2. Link competencies and skills to business
goals
3. Identify learning and development activities
4. Determine resources
5. Identify barriers

© 2022 McGraw-Hill Ltd. Schwind 13th Edition 5-25

 Evaluation of Training and
Development

Reaction

Organizational
Knowledge/Skill
results Criteria

Behaviour

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 Individual Career Development
What can an individual do to promote their
own career development?
• Demonstrate exceptional job performance
• Increase visibility and exposure within the
organization
• Leave the organization to seek a better job
• Seek mentors, sponsors, and coaches
• Seek growth opportunities

© 2022 McGraw-Hill Ltd. Schwind 13th Edition 5-27

 How do Employees
Measure Career Success?

Advancement
Learning
Employability
Evidence of positive psychological factors

© 2022 McGraw-Hill Ltd. Schwind 13th Edition 5-28

 Factors Affecting
Individual Career Choice
Social or Environmental Concern
• Generational differences
Work-Life Balance
• Individual values, abilities, and attitudes
Personality-Job Fit
The RIASEC Model
• John Holland’s Occupational Types—Realistic, Investigative,
Artistic, Social, Enterprising, and Conventional

© 2022 McGraw-Hill Ltd. Schwind 13th Edition 5-29

 RIASEC Model

Schwind 13th Edition, Figure 7-12

© 2022 McGraw-Hill Ltd. Schwind 13th Edition 5-30
 Career Management
Encourages management commitment and support
Devise communication plans through HR tools to raise awareness of
career options
• Workshops/seminars
• Job posting
• Career paths
• Career counselling
Align HR processes to facilitate career planning
• Succession planning and HR planning
• Training and development
• Performance management
Use technology to support career planning efforts
© 2022 McGraw-Hill Ltd. Schwind 13th Edition 5-31
 Active Career Planning
Develops promotable employees
Lowers turnover
Furthers employee growth
Reduces hoarding
Satisfies employee needs
Assists organizations to meet legal requirements
Taps employee potential
Optimizes organizational potential

© 2022 McGraw-Hill Ltd. Schwind 13th Edition 5-32