Professional Documents
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C H A P T E R T S i x
Selecting Employees
Lecture Outline
6
Introduction
The Basics of Testing and Selecting
Employees
Why Careful Selection Is Important
Reliability
Validity
How to Validate a Test
Types of Tests
Tests of Cognitive Abilities
Tests of Motor and Physical Abilities
In Brief: This chapter gives an
Measuring Personality
Achievement Tests
overview of the selection process,
Computerized and Online Testing testing concepts, types of tests, and
Work Samples and Simulations selection techniques. It also addresses
Situational Judgment Tests the factors that can undermind an
Management Assessment Centers interviews usefulness, background
Value-based Situational Testing checks, and how to develop and
The Miniature Job Training & Evaluation
extend a job offer.
Approach
Computerized Multimedia Candidate
Assessment Tools
Interviewing Candidates Interesting Issues: Reference
Types of Selection Interviews checking is part of the care an
How Useful Are Interviews? employer must take to ensure that the
How to Avoid Common Interviewing Mistakes potential employee will not pose a
Using Competencies Models and Profiles in
Employee Interviews
threat to current employees or
Using Other Selection Techniques customers. Employers who fail to
Background Investigations and Reference exercise due diligence in checking a
Checks job candidates background may find
Honesty Testing themselves legally liable if the
Graphology candidate is hired and subsequently
Medical Exams
uses the job to commit a crime.
Drug Screening
Realistic Job Previews
Liability may even extend to offenses
Tapping Friends and Acquaintances that occur outside of work time.
Making the Selection Decision
How Useful Are Testing and Selection
Devices?
Complying with Immigration Law
Developing and Extending the Job Offer
Employee Engagement Guide for Managers
Building Engagement: A Total Selection
Program
The Toyota Way
ANNOTATED OUTLINE
2. Content validity shows that the test contains a fair sample of the
tasks and skills actually needed for the job in question.
Step 1: Analyze the job and write job descriptions and job specifications.
B. Tests of Motor and Physical Abilities Employers may use various tests
to measure such motor abilities as finger dexterity, manual dexterity, and
reaction time. They may also want to measure such physical abilities as
static strength, dynamic strength, body coordination, and stamina.
3. Not knowing the job Interviewers who dont know precisely what
the job entails and what sort of candidate is best suited for it usually
make their decisions based on incorrect or incomplete stereotypes of
what a good applicant is.
6. Review the interview Once the candidate leaves, and while the
interview is fresh on the interviewers mind, he or she should review
his or her notes and fill in the structured interview guide.
B. Honesty Testing
C. Graphology
D. Medical Exams
Once an offer is made and the person is hired, a medical exam is usually
the next step in the selection process.
E. Drug Screening
H. Making the Selection Decision You may use one predictor such as a
test score, you may use an intuitive (clinical) approach, a mechanical
(mathematical) approach, or a combined approach.
I. How Useful are Testing and Selection Devices Evidence suggests that
a well-designed program can improve performance and a firms bottom
line. Effectiveness depends on the validity of its components.
Key Terms
Negligent hiring Hiring workers with criminal records or other such problems
without proper safeguards.
Test validity The accuracy with which a test, interview, and so on, measures
what it purports to measure or fulfills the function it was designed
to fill.
Criterion validity A type of validity based on showing that scores on the test
(predictors) are related to job performance (criterion).
Content validity A test that is content-valid is one in which the test contains a fair
sample of the tasks and skills actually needed for the job in
question.
Construct validity A test that is construct valid is one that demonstrates that a
selection procedure measures a construct and that construct is
important for successful job performance.
Utility analysis The degree to which the use of a selection measure improves
the quality of individuals selected over what would have
happened if the measure had not been used.
Interest inventories Test that compares ones interests with those of people in
various occupations.
Miniature job training A selection procedure in which the employer trains candidates to
and evaluation perform a sample of the jobs tasks, and then evaluates their
performance.
DISCUSSION QUESTIONS
6-1. Explain what is meant by content validity and construct validity in selection tests.
With respect to employee selection tests, the term validity often refers to evidence that
the test is job relatedin other words, that performance on the test is a valid predictor of
subsequent performance on the job. A selection test must be valid because, without proof
of its validity, there is no logical or legally permissible reason to continue using it to
screen job applicants. Content validity is a demonstration that the content of a selection
procedure is representative of important aspects of performance on the job. For example,
employers demonstrate the content validity of a test by showing that the test constitutes a
fair sample of the jobs content. In selecting students for dental school, many schools give
applicants chunks of chalk, and ask them to carve something that looks like a tooth. If the
content you choose for the test is a representative sample of what the person needs to
know for the job, then the test is probably content valid. Clumsy dental students need not
apply. Construct validity is another possible approach. It means demonstrating two things:
that a selection procedure measures a construct (something believed to be an underlying
human trait or characteristic, such as honesty); and that the construct is important for
successful job performance.
6-2. Discuss at least four basic types of personnel tests. Examples could include:
This item can be assigned as a Discussion Question in MyManagementLab. Student
responses will vary.
6-3. What types of tests do you think are most effective in predicting a candidates
performance in an executive role in a banks loan department? Support your
answer using examples.
Requirements of executives working in a loan department in a bank will most probably be
at least a degree graduate in banking, basic knowledge about banking procedures, high
detail to attention, meticulous (very careful and particular), and independent workers.
Relevant types of test:
i. Employers often want to assess a candidates cognitive or mental abilities. A
bank executive candidate for a loan department for example may be tested for
his/her numeric aptitude. It usually reflects a persons fit for jobs.
ii. Personality test that measure basic aspects of an applicants personality, such as
introversion, stability, and motivation. This is due to the belief that non
performance is usually the result of personal characteristics, such as attitude,
motivation, and especially, temperament. For example, a person who possesses
high conscientiousness personality dimension will most probably more
dependable and trustable in dealing with jobs and paperwork that requires high
attention to detail in a bank.
An achievement test is a measure of what someone has learned. Most tests in school are
achievement tests. They measure knowledge in areas such as economics, marketing, or
accounting. In addition to job knowledge, achievement tests can measure applicants
abilities; a typing test is one example.
6-4. For what sorts of jobs do you think computerized interviews are most appropriate?
Why? This item can be assigned as a Discussion Question in MyManagementLab.
Student responses will vary.
6-5. Discuss the management assessment centers selection test. What are the typical
simulated exercises used for such selection tests?
A management assessment center is a two- to three-day simulation in which 10 to 12
candidates perform realistic management tasks (like making presentations) under the
observation of experts who appraise each candidates leadership potential. The center
itself may be a plain conference room, but it is often a special room with a one-way mirror
to facilitate observation. The candidate takes appropriate action on each of these
materials; a group discussion without a leader. The raters then evaluate each group
members interpersonal skills, acceptance by the group, leadership ability, and individual
influence; individual presentations where a participants communication skills and
persuasiveness are evaluated.
6-6. Apart from selection tests, discuss other ways to investigate a candidates
integrity, past work-performance, and their credibility as a prospective employee.
i. Call the previous employers for validation. However, the comments may be biased and
the truth may not be revealed by the previous employer.
ii. Police records validation that needs rigorous procedures.
iii. Tap the opinions of people you trust who have direct personal knowledge of the
candidate.
iv. Checking social networking sites such as Facebook or LinkedIn for more information etc.
6-7. Write a short (one-page, double-spaced) essay on the topic, How Equal
Employment Law Affects Employee Selection. Please include at least five specific
examples. Students can discuss several legal issues related to employee selection.
Students might discuss violating discrimination laws, negligent hiring, giving references,
and immigration laws.
6-8. You own a small business. How would you go about finding a selection test for a
job you want to fill, and what practical and legal issues would you want to keep in
mind before choosing a test to use? A small business owner could develop their own
work sample test. Or, there are many tests available that are easy to administer. A small
business owner should make sure the test is simple to administer and they can interpret
the results. From a legal perspective, the test should be job-related and all applicants
should be given the test at the same point in the selection process.
6-9. Working individually or in groups, develop a list of selection techniques that you
would suggest your dean use to hire the next HR professor at your school. Also,
explain why you chose each selection technique. The students should use the
selection information presented in the chapter to list their selection techniques of choice
with their supporting rationale.
think the test does what it is supposed to do, based on the reported validity and
reliability scores. Encourage students to contact different sources; it may be a good
idea to have a sign-up sheet so that no two students or groups are gathering information
on the same instruments. Students should be able to clearly relate validity and reliability
scores to effectiveness.
6-12. Write a short essay discussing some of the ethical and legal considerations in
testing. State and federal laws, EEOC guidelines, and court decisions require that you
be able to prove that your tests are related to success or failure on the job and that they
are not having an adverse impact on members of a protected group. Test takers also
have certain basic rights to privacy and information. The test taker also has the right to
expect that the test is equally fair to all test takers.
6-13. Give some examples of how interest inventories could be used to improve
employee selection. In doing so, suggest several examples of occupational
interests that you believe might predict success in various occupations, including
college professor, accountant, and computer programmer. Interest inventories can
improve employee selection by identifying individuals with similar interests to those
reported by a substantial percentage of successful incumbents in an occupation. This
should clearly increase the likelihood that the applicants will be successful in their new
jobs. Interests that one might expect: accountant: math, reading, music; college
professor: public speaking, teaching, counseling; computer programmer: math, music,
computers. Remind students that however logical the application of an interest inventory
may be to an occupation, establishing the validity of the inventory is required before it can
be used legally.
6-14. The PHR and SPHR Knowledge Base appendix at the end of this book (pages 483-
491) lists the knowledge someone studying for the HRCI certification exam needs
to have in each area of human resource management (such as in strategic
management, workforce planning, and human resource development). In groups of
four to five students, do four things: (1) review that appendix now; (2) identify the
material in this chapter that relates to the required knowledge in the appendix lists;
(3) write four multiple-choice exam questions on this material that you believe
would be suitable for inclusion in the HRCI exam; and (4) if time permits, have
someone from your team post your teams questions in front of the class, so the
students in other teams can take each others exam questions. The material in this
chapter that relates to the HRCI certification exam includes several items in the
Workforce Planning and Employment area. A sample question, answer, and explanation
is available from http://www.certgear.com/products/preview/sphr_certification/index.html.
Multiple-choice questions should reflect material in this chapter and should have answer
choices, which could appear plausible.
6-15. Explain the factors and problems that can undermine an interviews usefulness
APPLICATION EXERCISES
and techniques for eliminating them.
6-17. How would you explain the nature of the panel interview Maria had to endure?
Specifically, do you think it reflected a well-thought-out interviewing strategy on
the part of the firm or carelessness (or worse) on the part of the firms
management? If it was carelessness, what would you do to improve the interview
process at Apex Environmental? Marias interview does not sound as if it were ethical.
In fact, at least some of the questions were illegal. Most people tend to think theyre
better interviewers than they really are. The management team could have done several
things to improve the process. These include: planning for the interview, structuring the
interview, establishing rapport, and not interrogating Maria.
6-18. Do you consider the managers treatment of Maria ethical? Why? If not, what
specific steps would you take to make sure the interview process is ethical from
now on? Marias interview was not ethical. The interviewers should be trained, questions
should be reviewed and corrected for legality and relevance, and the job description
should be the base for the interview.
6-19. Would you take the job offer if you were Maria? If youre not sure, is there any
additional information that would help you make your decision, and if so, what is
it? Students answers will vary. Many students would want to know if the interview was
intentional or not before deciding whether to take the job offer.
6-20. The job of applications engineer for which Maria was applying requires (a)
excellent technical skills with respect to mechanical engineering, (b) a commitment
to working in the area of pollution control, (c) the ability to deal well and
confidently with customers who have engineering problems, (d) a willingness to
travel worldwide, and (e) a very intelligent and well-balanced personality. List 10
questions you would ask when interviewing applicants for the job. Students
answers will vary. Many students will pull sample interview questions from Figure 6.7.
6.22. Specifically, what other screening techniques could the company use to screen out
theft-prone employees, and how exactly could these be used? More thorough
background checks are a recommended technique to eliminate potential thieves. Some
firms choose to contract this out to a private security agency (cost may be an issue to
Jennifer). However, the company can quickly check to see if savings from reduced theft
would offset the cost of an outside agency. As part of the job preview, Carter must
communicate that dishonesty and theft will not be tolerated. Further company policies
regarding theft should be clearly communicated to new and existing employees.
6.23. How should her company terminate employees caught stealing, and what kind of
procedure should be set up for handling reference calls about these employees
when they go to other companies looking for jobs? Terminating employees for theft
should include the involvement of the proper authorities and should only be done when
there is absolute proof of the theft and who committed it. Such an action will also send a
message to the other employees that you will not tolerate theft of company resources.
Although many employers are reluctant to prosecute employees for theft, developing
evidence with police and through the courts can be beneficial in providing future
employers of the individual with truthful and factual information.
Purpose: The purpose of this exercise is to give you practice using some of the interview
techniques you learned from this chapter.
Required Understanding: You should be familiar with the information presented in this chapter
and read this:
For parents, children are precious. Its therefore interesting that parents who hire nannies to take
care of their children usually do little more than ask several interview questions and conduct what
is often, at best, a perfunctory reference check. Given the often questionable validity of
interviews, and the (often) relative inexperience of the father or mother doing the interviewing, its
not surprising that many of these arrangements end in disappointment. You know from this
chapter that it is difficult to conduct a valid interview unless you know exactly what youre looking
for and, preferably, also how to structure the interview. Most parents simply arent trained to do
this.
6-25. Instructions for the interviewees: The interviewees should leave the room for about
20 minutes. While out of the room, the interviewees should develop an interviewer
assessment form based on the information presented in this chapter regarding
factors that can undermine the usefulness of an interview. During the panel
interview, the interviewees should assess the interviewers using the interviewer
assessment form. After the panel interviewers have conducted the interview, the
interviewees should leave the room to discuss their notes. Did the interviewers
exhibit any of the factors that can undermine the usefulness of an interview? If so,
which ones? What suggestions would you (the interviewees) make to the
interviewers on how to improve the usefulness of the interview?
6-26. Instructions for the interviewers: While the interviewees are out of the room, the
panel interviewers will have 20 minutes to develop a short, structured situational
interview form for a nanny. The panel interview team will interview two candidates
for the position. During the panel interview, each interviewer should be taking
notes on a copy of the structured situational interview form. After the panel
interview, the panel interviewers should discuss their notes. What were your first
impressions of each interviewee? Were your impressions similar? Which
candidate would you all select for the position and why?
This exercise provides students with an opportunity to learn more about interviewing.
The interviewers should develop a job-related interview form for the nanny. The
interviewees should be observant of the of the interviewers behaviors. The students
should take notes during the process in order to learn about effective interviews.
2. Use sites such as www.HRDQ.com to list three programs you could use to develop a
project management training program for a company. Project management is the
discipline of planning, organizing, and managing resources to bring about the successful
completion of specific project goals and objectives. The Web site HRDQ.com identifies
excellent examples of programs in communication, leadership, diversity, or conflict resolution.
ADDITIONAL ASSIGNMENTS
1. Use the Internet to find employers who now do preliminary selection interviews via the
Web. Print out and bring examples to class. Do you think these interviews are useful?
Why or why not? How would you improve them? The students should use the Internet to
search the Web sites of various companies to find examples of companies that use the Web
for preliminary selection interviews. They should provide the pros and cons of using the Web
for preliminary selection interviews. Challenge students to identify ways to improve the
examples they have presented based on what has been discussed in this chapter.
2. In groups, discuss and compile examples of the worst interview I ever had. What
was it about these interviews that made them so bad? If time permits, discuss as a
class. Based on their experiences, the students should come up with various examples. They
should also discuss what they would suggest to have improved the interview.