Download The Selection Process

15
Selecting
Employees
You may have the technology
or a product that gives you an
edge, but your people
determine whether you
develop the next winning
technology or product.
—Steve Ballmer, CEO,
Microsoft
McGraw-Hill/Irwin
Copyright © 2008 by The McGraw-Hill Companies, Inc. All rights reserved.
Learning Objectives
1.
Discuss common roles for supervisors in the selection process.
2.
Distinguish between job descriptions and job specifications and
explain how they help in the selecting employees.
3.
List possible sources of employees.
4.
Identify the steps in the selection process.
5.
Discuss how a supervisor should go about interviewing candidates
for a job.
6.
Define types of employment tests.
7.
Summarize the requirements of antidiscrimination laws.
8.
Explain how hiring decisions are affected by the Americans with
Disabilities Act (ADA).
9.
Describe the requirements of the Immigration Reform and Control
Act (IRCA) of 1986.
15-2
Roles in the Selection Process
• In small organizations, a supervisor may have
great latitude in selecting employees to fill vacant
positions.
• Some organizations have formal procedures that
require human resources to do most of the work,
with the supervisor simply approving the
candidates recommended.
• In most cases, a supervisor works with a human
resources department.
15-3
Selection Criteria
• Be clear about what jobs need to be filled
and what kind of people can best fill those
jobs.
• Job description
• Job characteristics
• Job specification
• Knowledge
• Skills
• Abilities
• Other characteristics
15-4
Recruiting Inside the Organization
• Promotions or different tasks can be a source
of motivation for employees.
• Promoted or transferred employees are
already familiar with the organization’s
policies and practices.
• Internal recruitment is accomplished
through:
• Job postings
• Employee referrals
15-5
Recruiting Outside the Organization
• New hires bring fresh ideas and skills that
the organization may lack.
• Basic ways to identify qualified outside
candidates:
• Advertising
• Employment agencies
• Schools
15-6
The Selection Process
15-7
Screening from Employment
Applications and Resumes
• Review the applications or resumes to screen
out candidates who are unqualified or less
qualified than others.
• Usually done by the human resources
department
• Compares resumes with the job description
• Does not usually screen out a person recommended
by the supervisor
15-8
Interviewing Candidates
• Objectives of the interview:
• Assess each candidate’s interpersonal and
communication skills
• See whether the supervisor and employee are
comfortable with one another
• Learn details about the information the candidate
has provided on the application or resume
• Allow the candidate an opportunity to learn about
the organization
15-9
Who Should Interview?
• Initially, someone in the human resources
department
• Later, the supervisor of the department
• In some instances, team interviews may be
conducted to see how a candidate interacts
with a team
• Parts of an interview may be automated
using a phone system or other technology
15-10
Preparation for the Interview
and Interview Conditions
• Preparation
• Review the job description
• Review the applicant’s resume or job application
• Arrange for an appropriate interview location
• Interview conditions
•
•
•
•
•
Privacy
Freedom from interruptions
Comfortable seating
Consider sitting at a small table, not behind a desk
Offer coffee and “warm-up” conversation
15-11
Content of the Interview
• Why do you want to work for our company?
• What kind of career do you have planned?
• What have you learned in school to prepare for a career?
• What are some of the things you are looking for in a company?
• How has your previous job experience prepared you for a career?
• What are your strengths? Weaknesses?
• Why did you attend school/select your major?
• What do you consider to be one of your most worthwhile achievements?
• Are you a leader? Explain.
• How do you plan to continue developing yourself?
• What can I tell you about my company?
15-12
The Interviewing Process
15-13
Interviewing Techniques
• Structured interview
• Unstructured interview
• Open-ended questions
• Closed-ended questions
15-14
Interview Problems to Avoid
• Know what types of questions are acceptable
and unacceptable.
• Don’t make decisions based on personal
biases.
• Avoid the halo effect.
• Don’t form erroneous first impressions.
• Avoid giving candidates a misleading picture
of the organization.
15-15
Conducting Employment Tests
• Types of tests:
•
•
•
•
•
Aptitude test
Proficiency test
Psychomotor test
Personality test
Drug test
• Usually the human resources department handles
the testing of applicants.
• Be sure any test you use is nondiscriminatory.
• Be creative when designing your tests.
15-16
Conducting Background
and Reference Checks
• Many resumes and job applications contain false
information:
• Former employers and length of employment
• Past salaries
• Criminal records
• Be sure to check references:
• Personal
• Academic
• Employment
• Be aware of restrictions on background checks.
15-17
Making a Selection Decision
• The final decision of whom to hire is usually up to
the supervisor.
• With more than one qualified candidate,
supervisors should select a person whose values
and beliefs match those of the company.
• Teams may benefit by people who seek
compromise and others who challenge old ways by
arguing for fresh ideas.
• Human resources typically makes the job offer
and negotiates pay and benefits.
15-18
Physical Examination
• Experts advise that employers request a physical exam
only after a job offer is made.
• Helps determine if the candidate is physically able to fulfill
the job requirements
• This timing reduces the risk that someone will sue the
company for refusing to hire him or her because of a
disability
• Determines whether the candidate is eligible for companyoffered insurances
• An illness, disability, or pregnancy may not be used as the
basis for denying a person a job unless it makes the person
unable to perform the job.
15-19
Legal Issues
• Antidiscrimination laws:
• Title VII of the Civil Rights Act of 1964
• Age Discrimination in Employment Act of 1967
• Rehabilitation Act of 1973
• The Pregnancy Discrimination Act of 1978
• Vietnam Era Veterans Readjustment Act of 1974
• Managing diversity
• Workplace accessibility:
• Accommodations for employees with disabilities
• What supervisors can do
• Immigration Reform and Control Act
15-20
How Hiring Decisions Are
Affected by The ADA
• Employers must make accommodations for
employees with disabilities if the necessary
accommodations are “readily achievable.”
• Readily achievable would be defined as easy to
carry out and possible to accomplish without
much difficulty or expense.
• This law extends beyond wheelchair accessibility
to require accommodations for any eligible
disabled employee, including those with impaired
sight and haring, arthritis, high blood pressure,
and heart disease.
15-21
Requirements of the Immigration
Reform and Control Act
• IRCA forbids employers to hire illegal
immigrants and requires them to screen
candidates to make sure they are authorized to
work in the United States.
• Employers may not use these requirements as a
rationale for discriminating against candidates
because they look or sound “foreign.”
• The employer must verify the identity and work
authorization of every new employee.
15-22
Summary
• In most cases, a supervisor works with a human
resource department in the employee selection
process.
• Job descriptions list the characteristics of the
job.
• Job specifications list desirable characteristics
in the person performing the job.
• Employees can be recruited from inside or outside
the organization.
15-23
Summary (continued)
• The selection process begins with screening candidates
using employment applications and resumes. Interviews
are done. Employment tests may be given. Background
checks are conducted, then a selection is made, after which
a candidate may be asked to take a physical exam.
• Objectives of interviewing include narrowing the search
for an employee by assessing each candidate’s
interpersonal and communication skills, seeing whether
the supervisor and employee are comfortable with one
another, and learning details about the information the
candidate has provided on the application or résumé.
• Employment tests include: aptitude, proficiency,
psychometer, personality, and drug use.
15-24
Summary (continued)
• The organization, including the supervisor, must
avoid actions that discriminate on the basis of
race, color, religion, sex, national origin, age over
40 years, or physical or mental disability,
including pregnancy-related disabilities.
• The ADA prohibits discrimination on the basis of
mental or physical disability against people who
can perform the essential functions of a job.
• Under IRCA, employers are responsible for
helping to discourage illegal immigration.
15-25