HR Management Module 2 ch 4-7

Chapter 4 Workforce, Jobs, and Job Analysis

Learning Objectives

Explain how the workforce is changing in unpredictable ways
Understand how technology changes jobs and workflow
Define job design and identify common approaches to job design
discuss how flexible work arrangements help employees achieve work-life integration
describe job analysis and the steps in the process
list the components of job descriptions

4.1 The Workforce Profile

one goal of HR is to develop jobs that are inherently motivating to employees or create work situations that are desirable enough to attract and hire competent workers
labor force participation rate- percentage of the population working or seeking work
labor force changes based on population. it has declined since 2000 since older people have retired but are still in the population and there is a population decline. having more people over 65 than under 18 creates a smaller labor force (less people to replace workers retiring)
factors for determining the workforce profile→ age, generation status, employee skills (or lack of) and individual readiness for work
research shows no generational difference in endorsement of work ethic
loyalty to one employer over an entire career is no longer the nor, so talent management is more of a concern
older workers tend to have a slightly higher level of engagement , which can lead to greater productivity and less absenteeism and turnover
even though the workforce is becoming more educated, students are not studying the necessary subjects to sill jobs of today and tomorrow
research indicates 2/3 of companies face recruiting challenges because job candidates often lack decision-making, leadership, ethics, math, and communication skills
employees can shadow colleagues at work and participate in online discussion to develop their skills

4.2 The Nature of Work and Jobs

work- effort directed toward accomplishing results, and such efforts may be performed by humans, machines, or both
job- grouping of tasks, duties, and responsibilities that constitutes the total work assignment for an employee and may change over time
automation has historically created more, better-paying jobs
technology can reduce physical strain on workers, which cal lower medical problems and industrial accident claims
workflow analysis- the study of the way work moves through an organization
workflow analysis usually starts by examining quantity and quality of desired and actual outputs (goods and services), then activities (tasks and jobs) that lead to outputs to see if their achieving desired outputs, then inputs (people, material, information, data, equipment) to determining if they make outputs and activities more effective and efficient
job design- refers to organizing tasks, duties, responsibilities, and other elements into a productive unit of work
job redesign- involves changing existing jobs in different ways to improve them
job redesign is important because → can influence performance, especially when motivation is influenced by work factors; can affect employee overall job satisfaction, lower turnover and absenteeism are often associated with effective job design; can impact both physical and mental health, factors like hearing loss, leg pain, stress, and fatigue can be linked directly to job design
managers play important role in job design since they are commonly the people that establish jobs and their design components
job characteristics (managers can control) → tasts, authority/responsibility, policies and procedures, tools, variety, time requirements, social opportunities, working conditions, stress
people characteristics (management cannot easily control) → motivation, interests, energy level, personality variables, satisfaction predisposition, physical characteristics, honesty, conscientiousness, intellegence
contingent worker- not a full-time employee but is a temporary or freelance worker for a specific period of time and type of work
gig economy led to more contingent workers → make up 35% of total workforce
US Bureau of Labor Statistics states contingent workers are considered “alternative workers” who may be on call, work through an employment agency, or operate as independent contractors
person-job fit- involves matching the characteristics of people with the characteristics of jobs
one way to design/redesign is to simplify job tasks and responsibilities or even through job enlargement, job enrichment, and job rotation
job simplification- involves breaking a more complex job into relatively smaller subparts
job enlargement- involves broadening the scope of a job by expanding the number of different tasks that are performed
job enrichment- involves increasing the depth of a job by adding responsibility for planning, organizing, controlling, and/or evaluating the job
job rotation- the process of shifting a person from job to job
job rotation has several advantages, including developing employee skills and capabilities and increase staffing flexibility

Characteristics of Jobs to Consider in Design

skill variety, task variety, and task significance affect meaningfulness of work
autonomy stimulates responsibility
feedback provides knowledge of results
skill variety- the extent to which the work requires several activities for successful completion
task identity- the extent to which the job includes a recognizable unit of work that is carried out from start to finish and results in a known consequence
task significance- the impact the job has on other people and the organization as a whole
autonomy- the extent of the individual freedom and direction in the work and its scheduling
feedback- the amount of information employees receive about how well or poorly they have performed

Using Teams in Job Design

many organizations emphasize collaboration and team work to improve outcomes and achieve their goals
its important to choose the right blend of individuals for a team and train them to work together
five behaviors identified that make teams work successfully→ trust, conflict, commitment, accountability, and results
team leaders are facilitators to assist the team rather than just the boss; they also mediate and resolve conflicts and interact with other teams and managers
special-purpose team- formed to address specific problems, improve work processes, and enhance the overall quality of products and services
self-directed team- comprised of individuals who are assigned a cluster of tasks, duties, and responsibilities to be accomplished
virtual team- includes individuals who are separated geographically but are linked through communications technology

4.3 Designing Flexible Jobs

flexible work arrangements- allows employees to perform their jobs independent of time and location
telework- employees perform their job duties remotely by using mobile devices, telecommunications, electronic communications, and internet technology
coworking space- communal space shared by freelancers and remote workers
compressed workweek- involves accomplishing a full week’s work in fewer than five days of eight working hours each
job sharing- involves two employees performing the work of one full-time job
flextime- employees work a set number of hours a day but very starting and ending times to get more scheduling flexibility
work-life integration- involves empoyer-sponsered programs designed to help employees blend and bring elements of work and life together

Typical Division of HR responsibilities: Job Analysis

HR Unit- coordinates job analysis; writes job descriptions and specifications for review by managers; periodically reviews job descriptions and specifications; reviews managerial input to ensure accuracy; may seek assistance from outside experts for difficult or unusual analyses
Managers- complete or help complete job analysis information; review job descriptions and specifications and maintain their accuracy; request new analysis as jobs change; use job analysis information to identify performance standards; provide information to outside experts

4.4 Understanding job analysis

job analysis- a systematic way of gathering and analyzing information about the content, context, and human requirements jobs
job analysis is the basis for all HR practices since it sets up how employees are hires, trained and developed, evaluates, and compensated
info collected during job analysis is compiled into job descriptions, job specifications and performance standards
information from job analysis that is helpful in making a distinction among jobs includes the following→ work activities and behaviors, interactions with others, performance standards, financial and budgeting impact, machines and equipment used, working conditions, supervision given and received, KSAs needed
task- distinct, identifiable work activity comprised of motions that employees perform
duty- larger work segment comprised of several tasks that are performed by individuals
responsibilities- obligations that individuals have to perform certain tasks and duties within a job
competencies- individual capabilities that can be linked to enhanced performance by individuals or teams
behavioral competencies- includes customer focus, team orientation, results orientation, communication effectiveness, leadership, business acumen, innovation, decisiveness
technical competencies- refers to employees specific knowledge and skills
competencies approach to job analysis identifies key individual characteristics that make employees successful on the job

Steps in Job Analysis Process

plan job analysis
prep for and introduce job analysis (identify jobs methodology, review existing job documentation, communicate process to managers/employees)
conduct job analysis (gather job analysis data, review and complete data)
develop job descriptions and job specifications (draft job descriptions and specifications, review drafts with managers and employees, finalize job descriptions and recommendations
maintain and update job descriptions and job specifications (update job descriptions and specifications as organization changes, periodically review all jobs)

4.5 Implementing Job analysis

Information Collected in a Job Analysis

job content → tasks and duties; responsibilities and accountabilities; tools, equipment, software used; decision-making; supervision received/supervision provided to others
job context→ working hours/schedule; work environment/hazard; relationships (internal and external contracts); travel requirements; physical, psychological, and emotional demands
worker characteristics→ education and experience; knowledge, skills, and abilities; certification/licensure

4.6 Job Analysis Methods and Sources

observations (work sampling, employee diary/log)
interviewing
questionnaires
triangulation- two or more methods are used in a study to increase the validity of the results
O*Net- online database containing information on a wide range of jobs and occupational characteristics
O*net contains the DOT and has hundreds of job descriptions already written and available. contains data on 800+ occupations, classified by industry
dictionary of occupational titles (DOT)- contains the level of components traditionally used to identify and compare important elements of jobs

Occupational Categories

task statements of importance, relevance, and frequency
abilities (work activities, knowledge, skills, and work content)
training, work experiences, and education
interests and work values, work styles, and job zones

4.7 Behavioral and Legal Aspects of Job Analysis

Behavioral Aspects of Job Analysis

current incumbent emphasis (focus on core duties and necessary KSAs)
inflation of jobs and job titles
employee and managerial concerns (employee fears, managerial straightjacket)

Legal Aspects of Job Analysis

ADA requires that organizations identify the essential job functions that are fundamental duties of a job (does not include the marginal functions of the positions)
marginal job functions- duties that are part of a job but are incidental or ancillary to the purpose and nature of the job
job analysis should identify the physical demands of a job
wage/hour regulations and Fair Labor Standards Act
considerations used in determining essential functions and marginal functions: percentage of time spent on tasks, frequency of tasks performed on the job, importance of tasks performed

4.8 Job Descriptions and Job Specifications

job description- identifies a job’s tasks, duties, and responsibilities (what, why, where, how)
job specifications- lists KSAs an individual needs to perform a job satisfactorily
performance standards- indicate what the job accomplishes and how performance is measured in key areas of the job description

Job Description Components

seven common components
identification- includes job title, department, reporting relationships, location, date of analysis, job code, pay grade, exempt/nonexempt status under FLSA and EEOC classification
general summary- general summary in a concise statement of general responsibilities and components of a job. acts as a complete review
essential job functions and duties- usually listed in order of importance. functions, duties, tasks, and responsibilities
job specifications- KSAs, education and experience, physical requirements, and working conditions
disclaimers and approvals- many job descriptions include approval signatures and legal disclaimers. allows employees to change job duties

Chapter 5 Individual/Organization Relations and Retention

Learning Objectives

Discuss five different views of motivation at work
Explain the nature of the psychological contract
Define the difference between job satisfaction and engagement
Identify a system for controlling absenteeism
Classify different kinds of turnover and explain how turnover can me measured
Summarize various ways to manage retention

5.1 Individuals at Work

Individual performance factors

ability to do the work (talents, interests, personality factors)
effort expended (motivation, work ethic, attendance, job design)
organizational support (training and development, equipment and technology, performance standards, management and coworkers)
Performancer (P) = ability (A) x Effort (E) x Support (S)

Motivation

motivation- the desire that exists within a person that cause the individual to act
Maslow Hierarchy of Needs Theory (until the more basic needs are adequately met, a person will not fully strive to meet higher needs
Herzberg Two-Factor Theory (assumes that one group of factors, motivators, accounts for individual motivation and hygiene factors can cause dissatisfaction with work)
Expectancy Theory- individuals base decisions about their behaviors on their expectations that one or another alternate behavior is more likely to lead to desired outcomes. includes three relationships: effort-performance expectations, performance-reward linkage, and value of rewards
equity- the perceived fairness of what the person does compared with what the person receives for doing it
equity theory- people want to be treated fairly at work. inputs- what a person brings to the organization. outcomes-rewards obtained in exchange for inputs. employee’s view of fair value is critical to the relationship between performance and satisfaction
Top Motivators of individual performance → being appreciated, respect in the workplace, being able to utilize personal capabilities, liking the job
other motivators of individual performance → pay and employment security, good managers/leaders, feedback/training/benefits, motivational speakers, tangible goods (t-shirts, mugs, etc)

5.2 Individual Workers and Organizational Relationships

psychological contract- refers to the unwritten expectations employees and employers have about the nature of their work relationships
psychological contract often expect employers will provide competitive compensation and benefits, flexibility to balance work and home life, and career development opportunities
psychological contract often expect employees will contribute continuous skill improvement and increased productivity, reasonable length of service, and extra effort and results when needed
psych. cont. expectations very between foreign country employees and those from the US and different expectations need to be met my multinational firms
job satisfaction and commitment- positive feelings and evaluations derived from an individual’s employment in a job
components of job satisfaction→ adequacy of the pay, opportunity for advancement, supervision, coworkers, nature of the work
morale- describe job satisfaction of a group or organization
attitude survey- focuses on employees’ feelings and beliefs about their jobs and the organization
organizational commitment- degree to which workers believe in and accept organizational objectives and want to remain employed at a company
employee engagement- the extent to which an employee’s thoughts and behaviors are focused on his or her work and their employer’s success
engaged employees → put in extra effort, are highly involved in their jobs, employ both effort and thoughts are active/busy, are fully invested in their jobs
unengaged employees→ simply put in time, do not do best work, are “checked out”/apathetic, do only their basic jobs, and react only to pay
organizational citizenship behavior- when an employee acts in a way that improves the psychological well-being and social environment of an organization
organizational trust- an employee’s feeling of confidence that the organization will act in a way that benefits rather than harms him or her
motivates for organizational citizenship-leads to. amore desirable workplace; graditude, appreciation, recognition

5.3 Employee Absenteeism

absenteeism- any failure by an employee to report for work as scheduled or to start at work when scheduled
voluntary and involuntary absences
sources of direct costs- replacement for absent worker and salary/benefits for absent worker
sources of indirect costs- overstaffing to cover anticipated absences; lost productivity with replacement and lower productivity/quality; replacement training and supervisor’s lost time; customer dissatisfaction and overtime; late deliveries and slower work pace

Methods of Addressing Absenteeism

disciplinary approach- people who are absent in excess of policy limits receive warnings and more severe discipline if their attendance does not improve
positive reinforcement- rewards for meeting attendance standards
combination approach- rewards desired behaviors and punishes undesired behaviors
no-fault process- employees must manage their own attendance unless they abuse that freedom
paid-time-off (PTO) programs- employees use days from their pto accounts at their discretion
presenteeism- when employees come to work even when they’re not well enough to
Formula suggests by the US Department of Labor → (# persons - days lost through job absence during period) / (average # of employees x number of workdays) x100
incidence rate- number of absences per 100 employees each day
inactivity rate- percentage of time lost to absenteeism
severity rate- average time lost per absent employee during a specified period of time (month or year)

5.4 Employee Turnover

turnover- process in which employees leave an organization and have to be replaced
signs of potential turnover: low interest in getting promoted and low motivation to keep managers happy; reluctance to be involved in long-term opportunities and decreased motivation to be enrolled in training and development opportunities; fewer contributions in meetings and just getting by or working only enough to get work done
involuntary turnover- employees are terminated for poor performance or work rule violations or through layoffs
voluntary turnover- employees leave by choice
functional turnover- lower-performing or disruptive employees leave
dysfunctional turnover- key individuals and high performers leave
uncontrolled turnover- employees leave for reasons outside the control of the employer
controllable turnover- employees leave for reasons that could be influenced by the employer
churn- hiring new workers while laying off others
computing turnover rate: (# employee separations during the year) / (total number of employees at midyear) x100

Gathering and Analysis of Data

job and job level and performance ratings/levels
department, unit, work shift, and location
reasons for leaving and length of service
demographic characteristics; education and training; KSAs

5.5 HR Metrics: Determining Turnover Costs

turnover cost is the sum of: separation costs, vacancy costs, replacement costs, training costs, hidden and indirect costs (including lost productivity)
optimal turnover: turnover costs and benefits can be calculated separately for various organizational segments. more turnover in certain segments of the organization can be beneficial if it costs very little, those leaving are less valuable than their replacements, minimal training is needed, good replacements are available

5.6 Retaining Talent

Myths About Retention

Money is the main reason people leave
Hiring has little to do with retention
If you train people, you are only training them for another employer
Do not be concerned about retention during organizational change
If high performers want to leave, the company cannot hold them

Drivers of Retention: organizational and management factors, employee-supervisor relationships, rewards, career training and development, job and work-life balance, employee policies and practices
retaining top performers: executive mentoring, challenging job assignments, development of management competencies, regular performance feedback
retention assessment and metrics: work, pay and benefits, supervision, occupations, departments, demographics of those leaving and staying

5.7 Managing Retention

Process for Managing Retention

Measurement and Assessment- absence/turnover measurements, employee surveys, exit interviews, data analysis
Management Interventions- recruiting and selection, orientation and training compensation and benefits, career development and planning, employee relations
Evaluation and Follow Up- regular review of turnover data, tracking of intervention results, adjustment of intervention efforts
employee surveys used to→ diagnose specific problem areas and identify employee needs or preferences, evaluate attitudes of employees and satisfaction
exit interviews- individuals who are leaving the organization are asked to explain their reasons
stay interview- focuses on why employees want to continue working for the organization
retention evaluation and follow-up: organizations must review turnover data, track intervention results, adjust intervention efforts

Chapter 6 Recruiting High-Quality Talent

Learning Objectives

Explain strategic recruiting decisions regarding employment branding, outsourcing, and other related issues
Identify distinct labor markets and describe their unique characteristics
Explain how technology and social networking affect recruiting processes for employers and candidates
Identify three internal recruiting sources and issues associated with their use
highlight five external recruiting sources
define recruiting measurement and metrics and illustrate how analytics can be used to improve talent acquisition

talent acquisition- process of finding and hiring high-quality talent needed to meet organization’s workforce needs
recruiting- process of generating a pool of qualified candidates

6.1 Recruiting

Strategic Components of Effective Recruiting

quality of talent
quantity of talent
business strategies
labor market dynamics
time limits
financial limits

Strategic Recruiting and HR Planning

understanding how business strategies impact how and where to recruit
identifying keys to success in the labor market, including competitors’ recruiting efforts
determining the appropriate balance between quality and quantity of workers needed
recognizing the limits of time and money for recruiting
measuring recruiting effectiveness and efforts

6.2 Strategic Recruiting Decisions

Assigning Responsibility for Recruiting

recruitment by employer or outsourcing
recruitment process outsourcing (RPO) → streamlines hiring and reduces costs
Professional employer organizations (PEOs) and employee leasing→ employee leasing is when employer signs an agreement with the PEO, after which staff is hired by PEO and leased to the employer. Leasing firm writes paychecks, pays taxes, and implements HR policies
employment brand- distinct image of the organization that captures the essence of the company to engage employees and outsiders
employer of choice- desirable places to work because the employee engagement, job satisfaction, pay, benefits, flexible schedules, corporate social responsibility, etc

Staffing

core worker- employees who are foundational to the business (typically work year round)
flexible workers- employees who are hired on an “as-needed” basis
flexible workers present the challenges of low motivation and performance and increased costs. labor costs vary on product demand and other economic conditions.
employers can hire their own temporary staff members or make use of agencies on an hourly, daily, or weekly basis. The purpose of hiring temp workers is to screen individuals for regular, full-time employment, match the firm’s needs with the right workers, avoid costs associated with benefits, and enhance staffing flexibility.
independent contractors- workers who perform specific services on a contract basis.
businesses that use indep. contractors obtain significant savings because benefits are not provided to these individuals.

Advantages of Flexible Staffing Alternatives

organizations can hire workers without incurring high costs
refuces time spent on recruiting efforts such as screening and initial training of workers.
gives the organization staffing flexibility
reduces the organization’s legal compliance requirements
organization saves money by not providing employee benefits

Disadvantages of Flexible Staffing Alternatives

flexible workers may perform less effectively than core workers
flexible workers may lack motivation because there are few opportunities for long-term employment and job advancement
time limits on temporary work contracts prevent significant enhancements in individual skills and knowledge
flexible workers in high demand fields may command premium wages

Recruiting and EEO

must consider equal employment laws and regulations
EEOC guidelines
employer must reduce underrepresentation of protected-class members
interviews, ads, and company material should show diversity
workplace diversity can increase innovation
diversity recruiting factors → persons with different racial/ethnic backgrounds, workers over 40 (particularly retirees), single parents, workers with disabilities, welfare-to-work workers, long-term unemployed
gender-balanced adjectives in recruiting ads are encouraged since men and women respond differently to certain words
Baby boomers prefer traditional posting methods; Gen X prefers flexible work arrangements, childcare, and other work life balance programs; Gen Y prefers technology, meaningful work, and opportunity to contribute to policies and arrangements

Understanding Labor Markets

labor markets- the supply pool from which employees attract employees

Elements of the Labor Market

labor force population- made up of all individuals who are available for selection if possible recruitment strategies are used
applicant population- a subset of the labor force population that is available for selection if a particular recruiting approach is used
applicant pool- all persons who are actually evaluated for selection
selected applicants- people selected for the job

Recordkeeping of Applications

employers are required to track and report affirmative action plans
applicant tracking system makes the recruiting process more effective
employers store information to avoid claims of impropriety
unemployment rates vary with business cycles and may vary depending on particular skill needs
highly skilled workers are recruited differently than lower skilled workers

Different Labor Markets

industry-specific and occupational- these jobs represent the health care, retail, and educational industries industries
educational and retail- looks at labor markets considering the educational and technical qualifications that define the people being recruited
geographic labor markets- markets can be local, area or regional, national, or international
internal recruitment- promoting from within the organization
external recruitment- hiring from outside the organization
possible strategy for organizations that face rapidly changing competitive environments and conditions: promote from within if a qualified applicant exists or go to external sources if not

6.4 Technology for Recruiting

technology is a vital element for recruiting
passive job candidates- qualified individuals who aren’t actively looking for work but might be interested if the right job comes along
web-based recruiting: internet job boards, professional/career websites, employer websites
gamification- using game thinking and software to engage people in solving problems
legal issues in internet recruiting: the use or misuse of screening software, collection of required applicant information, exclusion of individuals based on unlawful information, proper identification of real “applicants”, maintaining confidentiality and privacy

Advantages of Using Technology in Recruiting

cost-effective recruiting
less recruiting time
broader exposure and diverse pool of applicants
recruiters can reach passive job seekers
reduced response time

Disadvantages of Using Technology in Recruiting

additional work for HR Staff
Need for expensive specialized software
access limited or unavailable to some applicants
difficulty faced by individuals with disabilities

6.5 Internal Recruiting Methods

information on existing employees such as KSAs are entered into a database
employee data sorted by occupational fields, areas of career interests, previous work histories, and other variables (databases can be linked to HR activities)
job posting- a system in which the employer provides notices of job openings, and employees respond by applying for specific openings
employee-focused recruiting- reliable sources are current and former employees, they are familiar with the employer, they will not refer unqualified individuals

Internal Recruiting Sources, Ways of Recruiting

current employee referrals
recruiting former employees and applicants
seeking out former employees and recruiting them again
boomerangs
alumni networks

Pros of Internal Recruiting

improves morale of promotee
provides more accurate performance history
lower recruiting costs
offers hope and motivation to employees
facilitates succession planning, future promotions, and career development
improves organization fit because current employees understand the company’s culture, hierarchy, and policies/practices

Cons of Internal Recruiting

“inbreeding” may lead to less diverse workforce
tunnel vision thinking may lead to a lack of new ideas
may lower morale for individuals not promoted
employees may engage in “political” infighting for promotions
employees promotes may need to be trained or developed
some managers may block the internal movement of good performers

6.6 External Recruiting Sources

newspapers, magazines, television, radio, billboards
internet media sources such as postings, ads, videos, and webinars
can track responses by different contact names, email addresses, or phone number codes in each ad
can follow up to know the sources for employees who stayed longer and performed better
professional and trade associations, trade publications, and competitors; online and in-store kiosks; interviews scheduled in-store; employment announcements in customer bills and newsletters
employment agencies, public and private
headhunters- employment agencies that focus their efforts on executive, managerial, and professional positions
contingency firms- charge a fee only after a candidate has been hired by a client company
retainer firms- charge the client a set fee whether or not the contracted search is successful
labor unions; workers can be dispatched from the hiring hall to particular jobs to meet the needs of employers
job fairs and creative recruiting (used to recruit many college students and is convenient and time efficient)
colleges and universities are significant sources of employees as well as high school and vocational/technical schools
internships provide real-world experience that is important to employers

Advantages of External Recruiting

new employees bring new perspectives that can be applied to business opportunities and challenges
training new hires may be cheaper and faster because of prior external experience
new hires may bring new industry insights and expertise
potentially larger applicant pool generated by search efforts

Disadvantages of External Recruiting

the firm may not select someone who will fit well with the job and the organization
the process may cause morale problems for internal candidates not selected
new employees may require longer adjustment periods and orientation efforts
the recruiting process may take more time and resources
recruiters often must evaluate more applications

College Recruiting: Considerations for Employers

organizational budget and college graduate pay levels
experience with prior college graduates and interns
college graduate programs, faculty links, and current/anticipated job openings
reputation of firm at college and with previous graduates
college placement office reputation, assistance, programs

6.7 Recruiting Evaluation and Metrics

Evaluating Recruiting Efforts

evaluating recruiting quantity and quality
evaluating recruiting satisfaction
evaluating the time required to fill openings
evaluating the cost of recruiting

Recruiting Measurement Areas of Recruits

quality/quantity
recruitment satisfaction analyses
time to fill openings
cost per recruiting method
process metrics
yield ratios- comparison of the number of applicants at one stage of recruiting with the number at the next stage
selection rates- percentage hired from a given group of candidates
acceptance rates- percentage of applicants hired divided by the total number of applicants offered jobs
success base rates- long-term measure of recruiting effectiveness

Improving Recruiting Effectiveness

mining résumés and tracking applicants
using an employer career website
providing an internal mobility system
providing realistic job previews and responsive recruiting
recruiting effectiveness can be improved by evaluation data to: target different applicant pools; tap broader labor markets; change recruiting methods; improve internal handling and interviewing of applicants; train recruiters and managers
emphasis on positive aspects of the job and employers can enhance recruiting effectiveness

Chapter 7 Selecting Human Resources

Learning Objectives

Understand selection and placement and the levels of person/environment fit
Explain two important qualities of selection predictors- reliability and validity
Discuss the steps of a typical selection process
Identify three types of selection tests and legal concerns about their uses
Contrast several types of selection interviews and some key considerations in conducting these interviews
Specify how legal concerns affect background investigations of applicants and use of medical examinations in the selection process
Describe the emerging challenges and best practices associated with employee selection

7.1 Selection and Placement

selection- choosing individuals with the correct qualifications needed to fill jobs in an organization
placement- fitting a person to the right job
attraction-selection-attrition (ASA) theory- job candidates are attracted to and selected by firms where similar types of individuals are employed, and individuals who are very different quit their jobs to work elsewhere
person/organization fit- congruence between individuals and organizational factors
person/group fit- congruence between individuals and group or work unit dynamics
mismatch- poor pairing of a person’s needs, interests skills, abilities, personality, and expectations with job characteristics, available rewards coworker relationships, and the organizational culture
person/job fit- matching the KSAs and motivations of individuals with the requirements of the job

Selection Responsibilities and Approaches

Organizations should meet equal employment opportunities commission requirements
approach: each department screens and hires its own personnel
approach: initial screening done by HR professionals, and the final selection is made by managers or supervisors

PRE-HIRE Talent Acquisition Functions

receiving applications
interviewing the applicants
administering pre-employment tests
conducting background screenings
scheduling physical examinations

POST-HIRE Talent Acquisition Functions

Placing and assigning new employees
orienting and onboarding new hires
coordinating follow-up evaluations of new employees
conducting exit interviews of departing employees
maintaining appropriate records and reports

Selection, Criteria, and Predictors

best predictor of future behavior is past behavior
selection criterion- characteristic that a person must possess to successfully perform job duties
predictors of selection criteria- measurable or visible indicators of selection criteria
what constitutes good job performance → elements of good job performance: quantity of work, quality of work, compatibility with others, presence at work, length of service, flexibility
what does it take for a person to achieve good job performance → characteristics necessary to achieve good job performance (selection criteria): ability, motivation, intelligence, conscientiousness, appropriate risk for employer, appropriate performance
what can be seen or measured to predict the selection criteria → predictors of selection criteria: experience, past performance, physical skills, education, interests, salary requirements, certifications/degrees, test scores, personality measures, work references, previous jobs and tenure

Reliability and Validity

reliability- extent to which a test or measure repeatedly produces the same result over time
validity- extent to which a test measures what it claims to measure

Establishing criterion-related Validity

concurrent validity- measures when an employer tests current employees and correlates the scores with their performance ratings
predictive validity- measured when applicants’ test results are compared with subsequent job performance

Approaches for Combining Predictors

multiple hurdles: minimum cutoff is set on each predictor; each minimum level must be passed
Compensatory approach- scores from individual predictors are added and combined into an overall score; allows a higher score on one predictor to offset, or compensate for, a lower score on another

Selection Process

job relatedness- concept companies must follow where qualification or requirement in selection is significantly related to successful job duties
business necessity- businesses must follow practice that is necessary for safe and efficient operations
test- any method of collecting information about job applicants that is used to make hiring decisions

Applicant Job Interest

more applications and résumés are submitted online or electronically
realistic job preview- process through which a job applicant receives an accurate picture of a job (videos, employee testimonials, and job shadowing can be used); applicants may withdraw if they don’t think the job is a good fit

Selection Process Flowchart

applicant job interest → preemployment screening → application form → test or interview → background investigation → additional interview (optional) → conditional job offer → medical exam/drug test → job placement
pre-employment screening: before allowing applicants to fill out applications, employers screen to determining if individuals meet minimum requirements; disqualification questions to understand individual KSAs; assessment tests; background, drug, and financial screening;social network screening (controversial)
application forms: basis for pre-screening information; record of the applicant’s desire to obtain a position; applicant profile for the interviewer; basic employee record for applicants hires; research on the effectiveness of selection process; formal document on which the applicant attests to the truthfulness of all information provided
application disclaimers and notices: at-will employment; references contacts; employment testing; application time limit; information falsification
information on application forms that are considered illegal by the EEOC: marital status, height and weight, number and ages of dependents, information on spouse, date of high school graduation, emergency contact information, social security number
Résumé as applications: EEOC standards require that a résumé is treated as an application form; application forms are better because the same information is furnished by all applicants; résumés may embellish or omit negative information

Security Concerns and Immigration Verification in Selection Process

employers are required to review and record identity documents
acceptance of fraudulemt documents could result in seized assets or prosecution of top managers
employers use the revised I-9 form to determine if an applicant is: a US citizen, a registered alien, an illegal alien

Ability Tests

cognitive ability tests- measure an individual’s thinking, memory, reasoning, verbal, and mathematical abilities
physical ability tests- measure an individual’s physical abilities such as strength, endurance, and muscular movement
psychomotor tests- measure dexterity, hand-eye coordination, arm-hand steadiness, and other factors
work sample tests- require an applicant to perform a simulated task that is a specified part of a terget job
situational judgement test- measure a person’s judgement in work settings
assessment centers- selection process composed of a series of evaluative tests where candidates are assessed by multiple raters
personality tests- look at unique blend of individual characteristics that can affect how people interact with their work environment (personality); accepted approach is the “Big Five” (extroversion, agreeableness, conscientiousness, neuroticism, openness to experience) personality framework; potential issues is faking and discrimination against individuals with disabilities

Dimensions of Emotional Intelligence

emotional intelligence- ability to recognize and manage our own feelings and the feelings of others; soft skills are critical for establishing good working relationships; leaders with high EQ tend to be more creative and perform better on the job; more effective in teams and handle stress better

self awareness- emotional self-awareness, accurate self-assessment, self-confidence
social awareness- empathy, organizational awareness, service orientation, inspirational leadership, influence, conflict management, teamwork/collaboration
self-management - emotional self-control, optimism, adaptability, achievement orientation

Honesty and Integrity Tests

reduces the frequency of lying and theft on the job
communicate to applicants that dishonesty will not be tolerated
polygraph- mechanical device that measures a person’s galvanic skin response, heart rate, and breathing rate
Employee Polygraph Protection Act: Prohibits the use of polygraphs for pre-employment screening

Selection Interviews

purpose: to obtain information about candidates and provide information and reinforce the employer brand
conducted at two levels: initial screening interview and in-depth interview
selection interviews must meet the same standards for reliability and validity
intra-rater reliability- consistency within the same interviewer
inter-rater reliability- consistency across different interviews

Structured Interviews

preplanned job-specific questions
consistent questions for all candidates
established scoring key
trained interviewers
acceptable reliability and validity
use a set of prepared job-related questions that are asked of all applicants
benefits → many applicants can be effectively evaluated and compared
ensure that a given interviewer has similar information on each candidate
greater consistency in the subsequent evaluation of candidates

Types of Structured Interviews

Biographical Interview- focuses on a chronological assessment of the candidate’s past experiences
behavioral interview- applicants give specific examples of how they have performed a certain task
situational interview- questions about how applicants might handle specific job situations

Less Structured Interviews

interviewer improvises by asking questions that are not predetermined
group interview- several candidates are interviewed together
nondirective interview- uses questions developed from the answers to previous questions
semistructured interviews → guided conversation in which broad questions are asked and new questions arise as a result of discussion

Unstructured Interviews

Ad lib generic questions
different questions for each candidate
no established scoring key
untrained interviewers
low reliability and validity

Effective Interviewing

interviewing skills developed through training and practice
suggestions → plan and control the interview; use effective questioning techniques; get balanced interview

Questions to Avoid in Effective Interviewing

yes/no
obvious
rarely produce a true answer
illegal/inappropriate
not job related
avoid listening responses such as nodding, pausing, making casual remarks, echoing, and mirroring

Problems in the Interview

snap judgement
negative emphasis
Halo effect
biases and stereotyping
cultural noise

Background Investigations

info from past job records and credit history
testing records and drug tests
educational and certification records
criminal history and sex offender lists
motor vehicle records and military records
negligent hiring- occurs when an employer fails to check an employee’s background and the employee injures someone on the job
negligent retention- occurs when an employer becomes aware that an employee may be unfit for work but continues to employ the person, and the person injures someone

Legal Constraints on Background Investigations

companies should obtain a signed release from the applicant
investigations should be relevant to the job and a business necessity
Fair Credit Reporting Act- requires disclosing that a credit check is being done, must obtain written consent from the person being checked, and furnishing the applicant with a copy. of the report
credit checks should be for jobs in which use of, access to, or management of money is an essential job function
employers conduct criminal background checks to prevent negligent hiring lawsuits
employers must make sure that checks are performed consistently and fairly across different employees

Medical Examinations and Inquiries

used to determine the physical and mental abilities to perform jobs
ADA prohibits: use of pre-employment medical exams, except for drug tests, until a job has been conditionally offered; rejecting an individual because of a disability; asking job applicants any question related to current or past medical history until a conditional offer has been made
drug testing accuracy varies according to type of test used, drug tested, and quality of the lab where the test samples are sent
safety-sensitive jobs may require a more stringent screening process
companies may elect to drop marijuana from screening efforts

Why Conduct Previous Employment Checks

prevent negligent hiring
verify applicant credentials
evaluate past work experience
assess applicant character
enhance workplace safety
comply with federal and state regulations

Additional Selection Criteria

previous job tenure- measure of how long the applicant has stayed on jobs held in the past
long term unemployed- hiring managers view long gaps between jobs as a red flag on an applicant’s profile
educational credentials: managers frequently use the attainment of a college degree to determine applicants’ suitability for various jobs

Making the Job Offer

offer made via telephone and should be formalized in a letter that is then sent to the applicant
offer document should be reviewed by a legal counsel
terms and conditions of employment should be clearly identified
selected candidates should sign an acceptance of the offer and return it to the employer
employer should place job offer in the in the candidate’s personnel file

Emerging Challenges and Best Practices

negative experiences can collectively harm candidates’ overall impressions of an employer
emphasize job-related criteria
provide applicants opportunities to demonstrate their strengths and positive characteristics
establish good communication with job candidates