HR midterm

Selection

Selection

The process of choosing individuals who have relevant qualifications to fill existing or projected job openings

Are poor selection decisions costly?

Yes. To the org, the person incorrectly hired, society and current employees.

Goal of Selection

Predict who will succeed and hire them

Whqat is selection trying to predict?

Job performance
- task performance
- org citizenship behaviours
- counterproductive job behaviorus

Job performance is ....

.... a criterion

predicted success and job performance: Hit or Miss

HIT VS MISS
HIT: True negative, True positive
MISS: False negative, False Positive

How to maximize hits?

Make better predictions by accurately assessing important KSAOs

How do we know how accurately we measured a person's KSAOs?

Reliability and Validity

Reliability

degree to which interviews, tests & other selection procedures yield comparable data over time

Types if reliability

- Test-Retest
- Parallel Forms
- Inter-Rater

test-retest reliability

a selection tool is reliable when it gives consistent results over a period of time

Parallel Forms reliability

consistency between/among alternate versions of the same instrument; e.g. creating 2 parallel forms of a questionnaire (with difficult questions) and both tests show correlation

Inter-Rater Reliability

A selection tool is reliable when it gives consistent results across judges

Validity

the extent to which a selection tool is measuring what it claims to measure

Types of validity

- Content validity
- Content validity
- Criterion-related validity
- Predictive validity
- Concurrent validity

Content validity

does the tool measure what it claims to measure. Extent to which a tool adequately assesses the required KSAOs

Construct validity

Extent to which selection tool measures theoretical constructs/traits (ex: NEO inventories)

Criterion-related validity

Extent to which selection tool predicts, or significantly correlates with, important elements of work behaviour
(includes predictive & concurrent)

Predictive validity

extent to which a selection tool predicts an applicant's future performance/success

Concurrent validity

extent to which test scores/selection tools are correlated with current employees' performance/success

Selection Process in HRM

1. Initial Screening
2. Pre-employment Tests
3. Employment Interview
4. Post-Interview Screening
5. Reaching a Final Selection Decision

Step 1: Initial Screening

- Minimum Qualifications
- Resumés
- Application Blanks
- Phone Screening

Step 2: Pre-employment Tests

Objective & standardized measures to assess KSAOs relative to other individuals
- job knowledge tests
- work sample test
- cognitive ability test
- personality inventories (ex: CANOE)
- Honesty, Polygraph, Medical, Drug tests

Step 3: interviews

Advantages: liked by managers & applicants. shares info abt job
Disadvantages: poorly conducted often, expensive, time consuming, difficult for lots of applicants

Types of interviews

-Panel interview
- Sequential interview
- Video interview
-Structured VS unstructured
- BDI

Structured interview

sert of standardized Qs with an established set of answers that can be rated on a pre-established scoring guide

Unstructured interview

Applicant allowed the max amount of freedom in determining the course of the discussion while interviewer refrains from influencing

Behavioural description Interview (BDI)

Asking candidate to describe past job-related behaviour (past oriented)

How to respond to BDI Questions

STAR method
Situation surrounding problem
Task needed to accomplish problem
Action taken
Results achieved

Situational interviews

asking people how they might react to hypothetical situations (future-oriented)

Step 4: Post Screening Interview

- Reference Checks
- Background Checks

Step 5: Reaching a decision

- summarizing info about applicants
- using decision making strategies; subjective & statistical

Compensatory Model

A high score in one area can make up for a low score in another area (Average)

Multiple-Cutoff Model

Requires an applicant to achieve a min level of proficiency on all selection dimensions

Multiple-Hurdle Model

Sequential strategy: only applicants passing the cutoss score at the initial stage go on to the next

Selection Ratio

The number of applicants compared to the number of people to be hired

T or F: selection process is informed by the job analysis

True

T or F: Reliability is the consistency of a measure, validity is whether something measures what it is intended to

True

T or F: AI screening leads to better/more ethical screening decisions

False

recruitment

Activities carried out by the org to identify & attract potential employees

recruitment steps

1) Identify Job openings
2) Specify job requirements
3) Select methods of recruitment
4) Generate pool of qualified applicants

HR planning consists of

- forecast demand
- analyze supply
- implement program to balance supply & demand

Employee Profiles

Profiles of employees developed by studying an org's top performers to recruit similar types of people

Branding

Help existing and prospective workers understand why it is a desirable place to work.
↑ retention & top talent

DEI

Diversity, Equity, Inclusion

Targeted Recruitment

Strategies to increase representation of marginalized groups in application pool (signals to marginalized groups that org is good place to work)

Is diversity critical component to an org's branding?

YES!

Who recruits?

- HR Recruiters (internal & external)
- HR Generalists
- Managers or Supervisors
- Work Teams

Where do you recruit?

Internally,
External Labour Market,
Geographical Consideration

(labour market considered) High unemployment leads to ...

... high supply of qualified applicants

tight market

high employment, few available workers

Loose market

low employment, many available workers

global sourcing

practice of searching for and using services from around the world

Turnover leads to...

... low morale and productivity, poor leadership

Recruiting Internally

-internal job postings
-Manager referrals
-HR Records/performance appraisals
-skills inventories
-replacement charts

it is bad to recruit internally

false. It is good to invest in your own employees

Warning signs of a weak talent bench

-Long time to fill key positions
-key positions can only be filled via external recruitment
-replacements are unsuccessful in their new role
-promotion decisions made on basis of whim, favoritism, or nepotism

Advantages of recruiting internally

- Aware of applicants & their abbilities
- Applicants & their abilities
- Applicants know the org
- Cheaper/Faster
- Faster Motivation

Disadvantages of recruiting internally

- Internal competition - importance of procedural justice
- Not bringing new ideas/keeping things same
- Might not have right skill set

Recruiting externally examples

- Ads
-Job Fair
- Employee Referrals
- Exec Search Firms
- Professional Association
- Employee leasing
-Rerecruiting

Rerecruiting

Maintain relationshops w/ past employees to see if they would like to return

Job

A group of related activities and duties

Position

The set of duties performed by one employee

Job Family

A group of individual jobs with similar characteristics

What does KSAO stand for?

Knowledge, Skills, Abilities & Other characteristics

Job Analysis

A group of methods used to get information on:
• Duties, tasks, or activities performed on the job
• The situation in which the job is performed
• The human attributes needed to perform the job

Job Descriptions and Specifications has this info from analysis...

- HR Planning/Job (Re)Design
- Legal and Regulatory Commitments (including Occupational Health and Safety),
- Recruitment, Assessment & Selection
- Compensation
- Training and Development
- Performance Evaluations and Management ( + Disciplinary Actions)

Job description sheet has

1) Job identification
2) Job statement
3) Essential job functions
4) Job description
5) Job specifications

Job identification

Info about the organization

Job statement

Description about what the job is & brief listing of major duties

Essential job functions

- Listed in order of importance (min 5 max 10)
• Include duties that many not regularly occur
• ACTION WORDS!!

Job Specifications

Capture KSAO's and minimum qualifications

Who is Involved in a Job Analysis?

- Members of the HR department
- HR consultants (a job analyst) may be hired
- Job incumbents
- Supervisors

Sources of Job Analysis Information

- Existing job documents
- Surveys & Interviews
- Observation
- Doing the job
- Databases

What are the types of job analysis?

Task Oriented and worker-oriented

Task oriented

Focus is on generating a list of concise task statements that define the job

Worker oriented

Focus is on generating a list of KSAO statements

Job Analysis Questionnaires

- Position Analysis Questionnaire
- Task Inventory Analysis
- Critical Incidents Method
- Functional Job Analysis
- Competency-Based Analysis

Position Analysis Questionnaire (POQ)

Standardized questionnaire with information input, mental processes, work output, relationshi ps, job context & other job characteristics

Task Inventory Analysis

An organization-specific list of tasks and their descriptions used as a basis to identify components of jobs

Critical Incident Method

Record of behaviours leading to particularly successful or unsuccessful performance. 3 critical components:
- description of the situation
- examples of an employee's behaviour
- the consequences of the behaviour

Functional Job Analysis

Uses an inventory of the various types of work activities that can constitute a job
- Worker functions related to info, people & things (in % to determine importance)

Competency-Based Analysis

Jobs can be defined in terms of tasks, duties, processes & skills necessary for job success

Job Analysis Databases

- National Occupational Classification for Canada
- Occupational Information Network for US

Job Design

Structuring jobs with technological and human considerations to improve organizational efficiency & employee job satisfaction

How can we change jobs?

- Job enrichment
- Job Characteristics Model
- Empowerment

Job enrichment

Enhancing jobs by adding more meaningful tasks to make the work more rewarding/satisfying (Think of VISAF)

VISAF

Variety, Identity, Significance, Autonomy, Feedback

Employee Empowerment

Granting employees authority to initiate change and engage in autonomous decision making

job crafting

employees make changes to how they carry out their tasks to better fit their individual strengths, passions & motives

Employee Involvement Groups

groups of employees meet to resolve problems & offer suggestions to improve org

Flexible work schedules

- Compressed work week/month
- Flextime
- Job Sharing
- Telecommuting

Flextime

Flexible working hours that permit employees the option of choosing daily starting and quitting times provided that they work a set number of hours per day or week

Job Characteristics Model

A job design theory that purports that three psychological states (experiencing meaningfulness of the work performed, responsibility for work outcomes, and knowledge of the results of the work performed) of a jobholder result in improved work performance, internal motivation, and lower absenteeism and turnover

True or False: A position is the set of duties performed by one employee

True

True or False: Job specification tells us that KSAOs needed to perform the job

True

True or False: The critical incident method is a standardized test comprised of 200 questions

False

True or False: Discrepancies between KSAOs and job requirements provide clues to training needs

True

True or False: A job analysis is the cornerstone of all HR functions and processes

TRUE!

Why abide by employment law?

- legal compliance
- become an employer of choice
- it's a competitive advantage