MANA 3320 Lecture 6Outline of Last Lecture V. HR Planning processVI. There are different ways to eliminate a labor surplus and avoid a laborshortage and their pros and cons need to be considered.VII.Downsizing has major disadvantages and when necessary needs to be managed carefully to avoid negative consequences.VIII. There are a variety of different ways to recruit human re-sources.IX. It is important to connect HR planning and recruiting to an organiza-tion’s strategy to develop a complete talent management program.Outline of Current LectureV. Ways to measure the success of a selection method. VI. Common methods used for selecting HR. VII. Major types of employment tests. VIII. How to conduct effective interviews. Current LectureStrategic Approach to Personnel Selection-Organizations should create a selection process in support of its job descriptions.-Selection process should be set up in a way that it lets the organization identify people who have necessary KASOs.-This strategic selection approach requires ways to measure effectiveness of selection tools.These 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.Criteria for Measuring the Effectiveness of Selection Tools and MethodsReliability: extent to which a measurement is free from random error. A reliable measurement generates consistent results across time and judges.Validity: extent to which the technique measures the intended knowledge, skill, or ability.1. Criterion-related validity: Empirically, how much does the score on a selection method corre-late with job performance (predictive or concurrent)?2. Content validity: Consistency between test items or problems and kinds of situations or prob-lems that occur on the job. (e.g., the “work sample” selection method provides high content va-lidity)3. Construct validity: extent to which the test is measuring what it is designed to measure (e.g., questions in a leadership potential questionnaire actually ask about leadership-potential-relatedissues).Ability to generalize: extent to which a selection method applies not only to one job and one or-ganization but also applies to other jobs and organizations (e.g., many tests of intelligence and thinking skills are generalizable across many jobs.).Practical value: Methods that provide economic value greater than the cost of using them are said to have utility.Legal: All selection methods must conform to existing laws and legal precedents. Three acts have formed the basis for a majority of suits filed by job applicants:Civil Rights Act of 1964 and 1991Age Discrimination in Employment Act of 1967 Americans with Disabilities Act of 1991Understand the type of interview questions which show a bias or are questioning the life of the interviewee. A. Will child care demands affect your ability to get to work? B. Do you have a car so that you will be able to get here on time? Are illegal questions as they have assumptions and personal aspects tied to them. Interviewer cannot discriminate against those who are married, have children, have no car, etc. They cannotmake the assumption that their personal life aspects will have an impact on their ability to per-form, therefore the proper way to ask about availability and commitment is:C. This job requires you to be here from 8:00am to 5:00pm. Can you meet that job requirement? Physical tests: To avoid discrimination against women and people with disability, one needs to be certain that the physical abilities tested are essential for job performance.Cognitive ability tests: Historical pattern shows an adverse impact on African Americans.Validity of personality tests:High conscientiousness is positively correlated with high job performance.High agreeableness is positively correlated with success on customer-service jobs.Rules for Administering Drug Tests• Use drug testing for jobs that involve safety hazards.• Administer tests systematically to all applicants for the same job.• Have a report of results sent to applicant, along with information about how to appeal resultsand be retested if appropriate.• Respect applicants’ privacy by conducting tests in an environment that is not intrusive and keeping results confidential.Types of InterviewsIn a nondirective interview, the interviewer has great discretion in choosing questions. The relia-bility is not great, and some interviewers ask questions that are not valid or not legal.A structured interview establishes a set of questions for the interviewer to ask. Ideally, the ques-tions are related to job requirements and relevant knowledge, skills, and experiences. The inter-viewer should avoid asking questions that are not on the list. The results are more valid and reli-able than with a nondirective interview.• A situational interview is a structured interview in which the interviewer describes a situation likely to arise on the job and asks the candidate what he or she would do in that situation. This type of interview may have high content validity in predicting job performance.• A behavior description interview (BDI) is a situational interview in which the interviewer asks the candidate to describe how he or she actually handled a type of situation in the past.Ways to conduct Effective Interviews: 1. Be prepared with questions covering key knowledge, skills, and abilities required for successful job performance2. Put applicant at ease. 3. Ask job-related questions. 4. Ask situational questions. 5. Listen and let candidate do most of the talking. 6. Give the applicant opportunities to ask questions. 7. Take notes – write down notes during and immediately after interview. 8. At the end of the interview, make sure candidate knows what to expect