PowerPoin

t Slides to
accompan
y
Fundamen
tals of
Human
Resource
Managem
ent 3e
George A. Wynn, Ph.D.
Eckerd College
St. Petersburg, FL

Copyright 2014 Pearson Education, Inc.

6-1

Selecting Employees

Copyright 2014 Pearson Education,

Inc.

6-2

Learning Objectives
1. Define basic testing concepts,
including validity and reliability.
2. Discuss at least four basic types of
personnel tests.
3. Explain the factors and problems that
can undermine an interviews
usefulness, and the techniques for
eliminating them.
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Inc.

6-3

Learning Objectives
5. Explain how to do background
checks on job candidates.
6. Explain the basics of how to
develop and extend a job offer.

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Inc.

6-4

The basics of testing and

selecting employees.

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Inc.

6-5

Why Careful Selection Is

Important
Organizational performance
Your performance depends on
subordinates
Reduce dysfunctional behaviors
Cost
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Inc.

6-6

Basic Testing Concepts

Reliability
Validity
o Criterion validity
o Content validity
o Construct validity

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Inc.

6-7

How to validate a test.

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Inc.

6-8

Evidence-Based HR: How

to Validate a Test

Analyze
Choose
Administer
Relate
Cross-validate

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Inc.

6-9

Validity Generalization
Validity generalization refers to the
degree to which evidence of a
measures validity obtained in one
situation can be generalized to
another situation without further
study.
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Inc.

6-10

Discussion

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Inc.

6-11

How Do Employers Use

Tests at Work?
Outback
Steakhouse
Bon-Ton Stores,
Inc.

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Inc.

6-12

Types of Tests
Cognitive abilities
o Intelligence tests(memory, vocabulary, numerical
ability)
o Specific cognitive abilities

Motor & physical abilities (finger dexterity)

Measuring personality (extroversion, emotional
stability, agreeableness, conscientiousness, and
openness to experience)
Interest inventories
Achievement tests (what someone learnt)
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Inc.

6-13

More on Testing
Computerized and online
testing
Situational judgment tests
Management assessment
centers(simulation)
Computerized multimedia
candidate assessment
tools
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Inc.

6-14

Interviewing candidates.

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6-15

Types of
Selection Interviews
Structured vs.
unstructured
Questions to ask
o Situational
o Behavioral
o Knowledge and
background questions

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Inc.

6-16

Job Knowledge Questions

What factors would you consider in choosing a computer to use for

work?
Experience Questions
What experience have you had actually repairing automobile engines?

Behavioral (Past Behavior) Questions

Tell me about a time when you were under a great deal of stress.What
was the situation, and how did you handle it?
Situational (What Would You Do) Questions
7. Suppose your boss insisted that a presentation had to be finished
by tonight, but your subordinate said she has to get home early to
attend an online class, so she is unable to help you.What would you
do?

Copyright 2014 Pearson Education,

Inc.

Chapter 6-17

Types of
Selection Interviews
The one-on-one interview
sequential interview
panel interview

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Inc.

Chapter 6-18

How Useful Are Interviews?

Situational = higher validity
Structured = more valid and reliable
One-on-one = more valid than panel

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Inc.

6-19

Common
Interviewing Mistakes

Snap judgments (first impression)

Job requirements
Candidate-order & pressure to hire
Nonverbal behavior & impression
management(smiling, voice, eye contact)
Personal characteristics(gender, disability,
race)
Interviewer behaviour
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Inc.

6-20

Steps in Conducting an
Effective Interview
1.
2.
3.
4.
5.
6.
7.

Make sure you know the job

Structure the interview
Review the candidates background
Establish rapport
Ask questions
Close the interview
Review the interview
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6-21

Using other selection

techniques.

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Inc.

6-22

Background Investigations
Why perform checks?
What to verify
-legal eligibility
-dates of prior employment
-education
-identification
-criminal records
Collecting information
Social networking sites
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6-23

Honesty Testing
The polygraph
(lie detector)
Paper-and-pencil
tests

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Inc.

6-24

Additional Selection
Techniques

Graphology (handwriting analysis)

Medical exams
Drug screening
Realistic job previews
Friends and acquaintances
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6-25

Additional Selection
Techniques

Making the selection decision

Evaluating the selection process
Improving productivity
Immigration law
Applicant tracking and screening
(ATS) systems
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Inc.

6-26

Interview Guide for

Interviewees

Preparation Is Essential
Uncover the Interviewers Real Needs
Relate Yourself to the Interviewers Needs
Think Before Answering (pause, think, speak)
Remember That Appearance and Enthusiasm
Are Important
Make a Good First Impression

Copyright 2014 Pearson Education,

Inc.

Chapter 6-27

 How were you able to find out about your

last employment?
What did you like most about you last
employment before you started working?
So, far what do you consider as your
greatest strength?
What is your greatest weakness?
Is there a certain type of worker you prefer
not to work with?
How excellent are you when it comes to
working in a team?