HB 307 1st EditionLecture 8Current LectureMatching People and Jobs- Selection – The process of choosing individuals who have relevant qualifications to fill existing or projected job openings - Selection Considerations – o Person Job Fit: Job analysis identifies required individual competencies (KSAOs) for job successo Person-organization fit: degree to which individuals are matched to the culture and values of the organization Begin with a Job Analysis Job Description – detailed list of tasks, duties, responsibilities, and authority Job specifications – individual competencies employees need for success- the knowledge, skills, abilities, and other factors (KSAOs) that lead to superior performance The Selection Process- Reliability – degree to which interviews, tests, and other selection procedures yield comparable data over time and alternative measures - Validity – Degree to which a test or selection producer measures a person’s attributes Online Applications – - Internet-based automated posting, application, and tracking process helps firms to morequickly fill positions - Benefits include more diverse applicant pool, reduces costs, online screening, collecting and mining resumes with keyword searches to identify qualified candidatesEmployment Interview- Practical when there are only a small number of applications - Serves other purposes, such as personal relations - Interviewers maintain great faith and confidence in their judgmentsThese notes represent a detailed interpretation of the professor’s lecture. GradeBuddy is best used as a supplement to your own notes, not as a substitute.Interviewing Methods- Nondirective – Applicant determines course of the discussion, while the interviewer refrains from influencing the applications remarks - Structured – Interview in which a set of standardized questions having an established set of answers is used - Situational – Applicant is given a hypothetical incident and ask how they would respond - Behavioral Description Interview (BDI) – Applicant is asked questions about what they did in a given situation - Panel and Sequential Interview – Board of interviewers questions and observes a single candidate - Phone interview – Can be effective and help expand a company’s talent pool - Computer interview – Uses a computer program to have applicants answer questions and answers are compared with an ideal profile or to other candidates - Video and Digitally-Recorded Interviews- Uses video conferences to record and evaluatejob candidates technical abilities, energy, appearance, being incurring the costs of a face-to-face meeting11 Rules For Employment Interview 1. Understand the job2. Establish an interview plan3. Establish and maintain rapport and listen actively4. Pay attention to nonverbal cues5. Provide information as freely and honestly as possible6. Use questions effectively7. Separate facts from inferences8. Recognize stereotypes and biases9. Avoid the “halo error,” or judging an individual favorably or unfavorably overall on the basis of only one strong point (or weak point) on which you place high value10. Control the course of the interview11. Standardize the questions askedDiversity Management- Questions Related to race, color, age, religion, sex, or origin can be hazardous- Consult EEOC and FEP information for interview guidelines- Most questions are acceptable if job-related and relate to everyone Background Checks- Organizations using credit reports must:1. Check state laws to see if credit reports can legally be used.2. Advise and receive written consent from applicants if a report will be requested.3. Provide a written certification to the consumer-reporting agency as to the purpose of the report.4. Provide applicants a copy of the consumer report as well as a summary of their rights under the CCRRA.5. Must provide an adverse-action notice a person if that person is not hired and contact information related to the reporting agency. - Pre- employment Test6. An objective and standardized measure of a sample of behavior that is used to gauge a person’s knowledge, skills, abilities, and other characteristics (KSAOs) in relation to other individuals.7. Pre-employment testing hasthe potential for lawsuits. Approaches to Validation - Criterion-related ValidityThe extent to which a selection tool predicts, or significantly correlates with, important elements of work behavior.A high score indicates high job performance potential; a low score is predictive oflow job performance.- Predictive ValidityThe extent to which applicants’ test scores match criterion data obtained from those applicants/employees after they have been on the job for some indefinite period- Content validityThe extent to which a selection instrument, such as a test, adequately samples the knowledge and skills needed to perform a particular job.Example: typing tests, driver’s license examinations- Construct validityThe extent to which a selection tool measures a theoretical construct or trait.Are difficult to validateExample: creative arts tests, honesty