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CHAPTER 7
FOUNDATIONS OF SELECTION
CHAPTER OVERVIEW
Sample blunders made by job applicants during the interview process introduce the
chapter. The importance of using a series of job-related tools to select good employees
is emphasized as application forms, various types of tests, interviews, background
investigations and physical exams are discussed. Procedures for the selection of
individuals for self-managed teams are discussed. The chapter then explains reliability,
validity, and cut scores. It concludes with advice to students on how to conduct
themselves in an interview.
Additional Features of This Chapter
Exhibit 7-1 summarizes the flow of the selection process.
Diversity Issues in HRM is a guide to application forms and interviews under
The Saskatchewan Human Rights Code in Canada.
Did You Know: Remembering EEO discusses a gender discrimination claim at
Volvo involving height requirements.
The Ethical Issues in HRM segment discusses the stress interview and
whether or not it has a legitimate reason to be part of the hiring process.
Exhibit 7-2 lists conclusions reached by researchers studying interviews.
Did You Know: Interview Questions lists suggested interview questions.
U.S. Department of Justice Form I-9 is displayed in Figure 7-3.
A "Workplace Issues" segment titled "Avoiding Hiring Mistakes summarizes the
steps an employer should take to obtain important information about candidates
and also addresses practices to avoid.
ADDITIONAL LECTURE OR ACTIVITY SUGGESTIONS
Point out the two different perspectives that students in the HRM class are being asked
to take. On the one hand, they have been and will be job applicants, and can benefit
from understanding the selection process so that they can put their best foot forward.
On the other hand, the Human Resource Management class is teaching them how to
manage the selection process as employers. While we hope that they will use reliable
and valid procedures when they make selection decisions, they still should be prepared
to respond to poorly designed interview and test questions when they are applicants.
Not all employers have taken this class!
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Ask the class how they would select employees for various businesses they are familiar
with; e.g. to work at a local fast-food restaurant; to work in the department office; to
help patrons at the library, etc. Do they rely solely on an interview? Can they design a
simple work-sample test that would be cost effective for any of these positions?
Schedule an interview practice session, during which some students take the role of
interviewers and others are interviewees for a specified job that most students would be
qualified for. Provide a job description and structured interview format, and include
time for students to receive feedback on interviewer and interviewee skills. You may
want to have students update their resumes and bring them to their interviews.
Provide students with a list of interview questions, or use questions in the textbook. In
small groups or team, have students work together to write out how they would answer
the questions for jobs they are seeking after graduation.
Assign students to interview a professional about his or her interview experience. The
student should ask the person about his or her interview experiences, such as advice,
best/worst questions, what to wear, etc. This is an excellent opportunity for students to
network.
Invite a speaker from your University Testing Center to discuss the availability of
standardized tests relevant to employment situations. Ask the speaker to provide some
sample test questions illustrating, for example, aptitude, achievement, and personality
tests.
Reliability/validity. Its easy to get bogged down with statistical concepts here. A good
way to make the topic more relevant and understandable is to start with a discussion of
classroom tests and grades. Ask students about factors which affect the reliability of
their test scores (illness, fatigue, choice of items, etc.) Discuss the validity of their
course grades for predicting future job performance. Does classroom performance
provide a content-valid sample of behaviors relevant to work performance? Are grades
good predictors of work performance? When might these predictions be more
accurate?
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Interviews play a critical role in the hiring process. Suggestions for making your
interviews as an applicant successful are:
Do some homework on the company.
Get a good nights rest the night before.
Dress appropriately.
Arrive for the interview a few minutes early.
Use a firm handshake.
Maintain good eye contact.
Take the opportunity to have practice interviews.
Thank the interviewer at the end of the interview and follow up with a thank you
note.
DEMONSTRATING COMPREHENSION: Questions for Review
1.
2.
3.
What is a legal employee selection process? How does that differ from an
illegal one?
Legal selection tools should not demonstrate adverse impact (see Chapter 3). If
a test does have adverse impact, employers must be prepared to show that the
test is job-related and a valid predictor of job performance and that there is not
another valid test that could be substituted. An illegal selection process would
screen out otherwise qualified applicants for an invalid reason.
4.
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6.
What are the major problems of the interview as a selection device? What
can HRM do to reduce some of these problems?
Interviews are often used as a selection device, but achieve low marks for
reliability and validity. Interviews can be made more effective with several
techniques:
1.
2.
3.
4.
5.
Interviews should be used as part of the selection process, not alone. Also, if
several people interview a candidate and compare their interviews, results are
more reliable and valid.
7.
What effect should a realistic job preview have on a new hire's attitude and
behavior?
A realistic job preview helps minimize surprises for the new hire, increasing the
comfort level and decreasing ambiguity and uncertainty in the early stages of
work. Also, if the first impression that a company makes on a new employee is
one of being honest, that stays with the employee, increasing the employee's
level of commitment. Employees are more satisfied with their jobs if they have
had realistic job previews, resulting in lower turnover.
8.
9.
Define the concepts of reliability and validity. What are the three types of
validity? Why are we concerned about reliability and validity?
Reliability is confidence that an indicator will measure the same thing every time.
Validity is the confidence that what is stated as measured is actually measured.
For instance, measuring height with a yardstick is more valid than measuring
weight with a yardstick.
There are three types of validity important in the selection and recruiting phases
of human resource management. Content validity is the degree to which the
content of the test represents the actual work situation. For example, a typing
test has high content validity for a typist. Construct validity refers to the degree
to which a particular trait is related to successful job performance. Honesty
would be important for a bank teller. Criterion-related validity is the degree to
which a particular selection device accurately predicts the important elements of
work.
Human resources professionals are concerned with validity because, legally,
employment tests must be shown to be relevant to the job for which a person is
hired, as are other selection criteria. For example, in the Griggs vs. Duke Power
case, educational level was found not to be a valid indicator of performance for
the job Griggs applied for.
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What do you think of realistic job previews? Would you be more likely to
choose a position where recruiters emphasized only the positive aspects
of the job?
Students should recognize that recruiters are generally going to emphasize the
positive, and that there are many benefits to finding out as much information as
possible before accepting a job offer. Students can take an active role in
ensuring their own realistic job previews by asking lots of questions and also
taking the initiative to find out more about the company. Possible resources
include the company's Web page, alumni from your school who work with the
company and information interviews with other current employees. It's better to
enter a job with accurate expectations, than to be disappointed later when the
job or employer doesn't meet your needs. Ask for specifics (number of hours
worked, types of job assignments, etc.) rather than generalities, such as whether
it's a "good" company to work for.
2.
3.
"Even though interviews have been widely criticized, they are heavily
used." Discuss why this selection device still rates very highly when it is
known that it can provide unreliable information.
There are several reasons that interviews are still rated very highly. Many
interviewers and managers think that interviews are invalid for other people, but
not for themselves. Most employers want to talk to applicants face-to-face, and
many believe that they are good judges of people. Some people recognize the
limitations of the interview and use it to supplement other information. In
organizations where a dominant culture assures success for only certain types of
employee, interviews can be helpful in assessing the candidates personality
fit. If interviewers use these techniques (structure the interview; train
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When hiring a member of a team, each team member should have equal
say in who is hired. Do you agree or disagree. Explain.
Agree. It is very important to the success of the team that the various team
members can work together harmoniously. Each member of the team should
have an equal opportunity to express his or her opinion about the suitability of
an applicant. Workers empowered to hire their coworkers bring to the selection
process varied experiences and backgrounds. This better enables them to
assess applicants skills in their field of expertise.
CASE APPLICATION 7-A: TIMING OF THE JOB OFFER
CASE SUMMARY
American Airlines began a major recruiting effort in 2005. To expedite the
process and address marketplace competition for candidates, successful
candidates were given conditional job offers that required a background
investigation, medical exam, and passing a drug test. Three candidates were
found for be HIV+ after the conditional job offer and their offers were rescinded.
The candidates sued. The first court decision sided with the company. The
second court decision sided with the candidates, stating that American Airlines
had violated the ADA. The main problem for American Airlines was the timing of
the conditional items following the initial offer. While the company stated the
offer was conditional, the court disagreed and the case went to trial.
1.
2.
Is the fact that they didnt follow their standard hiring process a problem
here? Explain.
According to the second court, this was indeed the problem. The court stated
American should have made the conditional offer only after all non-medical
factors had been evaluated, which was their normal process. The deviation
made the decision to rescind the offer questionable.
3.
Do you believe American Airlines has the right to not hire someone who is
HIV+? Defend your position.
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2.
3.
his or her confidence levels. This would be a good assessment tool for
applicants for the store managers position.
4.
Should Bobby select the store manager himself? Should Bobby select all
the other employees?
Bobby should select the store manager. But he might also want to involve Tony,
Kenny, and Norton in the interview process (panel interview) so that he can get
their opinions, too. If time permits, he should wait to hire the other employees
until the new manager can participate in the process.
5.
If you want Tony to try again with background checks and drug testing,
prepare a carefully worded statement for him to present to Kenny and
Norton. If you dont think these steps are desirable, explain your position.
There are a number of issues that should be included in a statement that
supports the use of background checks. One is that background checks are a
critical component in avoiding negligent hiring lawsuits. Using background
checks to help assure a good fit in the hiring decision is cost-effective. Job
searches are expensive. Tony should also include information about third party
firms that can be hired to handle the background checks for companies. Kenny
and Norton seem to care about their employees and Tony should point out that
employees will appreciate concern for their safety exhibited by being careful
about who is brought into the workforce. Drug testing of applicants will also help
assure good, safe hiring decisions.
WORKING WITH A TEAM: PREPARING FOR THE INTERVIEW
OVERVIEW
Students, using the job description written for a Benefits Manager (chapter 5)
and the ad written for Chapter 6, are now ready to develop a list of interview
questions. In small groups, the students compare questions and reach a
consensus on the questions theyd ask.
SUGGESTIONS/VARIATIONS
Assign student teams to develop their own interview guide and rating form. You
might also want them to develop a reference checking form and a checklist for a
realistic job preview. Students can be asked to present their forms in class, and
critique each others ideas.
Discuss the factors that encourage and discourage line managers from using the
policies and forms that are developed by the Human Resource Department.
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