Lesson Five:

Selection

Human resource management. Retrieved from

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Objectives

 Topic 1: The Selection Process

 Topic 2: Criteria Development and Resume
Review
 Topic 3: Interviewing
 Topic 4: Testing and Selecting
 Topic 5: Making the Offer
Topic 1: The
Selection
Process
The Selection Process

Criteria Development
Application and Résumé
Review
Interviewing

Test Administration

Making the Offer

Topic 2: Criteria
Development
and Resume
Review
 Set criteria ahead of time
 Example: Project Management job

 Two years of experience managing a $2

million or more project budget
 A bachelor’s degree in business or closely
related field
 Ability to work on multiple projects at once Criteria
 Problem-solving ability
 Conflict-management ability Development
 Ability to manage a team of five to six diverse Considerations
workers
 Score of at least a 70 on cognitive ability test
 Use resume software
 • Refers to how useful
the tool is to measure
Validity a person’s attributes
for a specific job
opening.

Validity
and
• Refers to the degree in
which other selection
Reliability
Reliability techniques yield
similar data over time.
Organizational Fit

Relevant
Relevant Relevant
Technical
Education Experience
Expertise

Fit with
Fit with Team
Company
Culture
Culture
 • Unintended
discrimination against
Disparate a protected group as
Impact a whole through the
use of a particular
requirement
Reviewing
• Not interviewing a Resumes
candidate because of
Disparate one’s perception about
Treatment the candidate’s age,
race, or gender
 Internal versus External Recruiting

Advantages Disadvantages
Internal
Can produce “inbreeding,” which may reduce
Candidates
Rewards contributions of current staff diversity and difference perspectives

Can be cost effective, as opposed to using a May cause political infighting between people
traditional recruitment strategy to obtain the promotions
Can create bad feelings if an internal candidate
Can improve morale applies for a job and doesn’t get it
Knowing the past performance of the
candidate can assist in knowing if they meet
the criteria

External Implementation of recruitment strategy can be

Brings new talent into the company expensive
Candidates
Can cause morale problems for internal
Can help an organization obtain diversity goals candidates
New ideas and insight brought into the
Table 5.1
company Can take longer for training and orientation
Topic 3:
Interviewing
 • Questions are
Unstructure changed to match
d Interview the specific applicant

Structured
versus
• Set of standardized Unstructured
Structured questions based on
Interview the job analysis
Interviews
Types of Interviews

Traditional Telephone Panel

Interview Interview Interview

Information Meal Group

Interview Interview Interview

Video Non-Directive
Interview Interview
 • Candidate is given a
sample situation and
Situational is asked how he or
Interview she might deal with
the situation

Interview
• Candidate is asked Questions
Behavior questions about what
Description he or she actually did
Interview in a variety of given
situations
 1. If you saw someone stealing from the
company, what would you do?
2. One of your employees is performing
poorly, but you know he has some personal
home issues he is dealing with. How would
you handle complaints from his colleagues
about lack of performance?
3. A coworker has told you she called in sick
Situational three days last week because she actually
decided to take a vacation. What would
Interview you do?
Questions 4. You are rolling out a new sales plan on
Tuesday, which is really important to
ensure success in your organization. When
you present it, the team is lukewarm on
the plan. What would you do?
5. You disagree with your supervisor on her
handling of a situation. What would you
do?
 1. Tell me about a time you had to make
a hard decision. How did you handle
this process?
2. Give an example of how you handled
an angry customer.
Behavior 3. Do you show leadership in your
current or past job? What would be
Description an example of a situation in which
Interview you did this?
Questions 4. What accomplishments have given
you the most pride and why?
5. What plans have you made to achieve
your career goals?
Illegal Interview Questions

National Marital
Age
Origin Status

Criminal
Religion Disabilities
Record

Personal
Questions
 Contrast Bias

Generalization Bias

Cultural Noise Bias

Bias
Nonverbal Behavior Bias

Recency Bias
 Recruit Recruit new candidates.

Establish Establish criteria for which candidates will be rated.

Develop Develop interview questions based on the analysis.

Set Set a timeline for interviewing and decision making.

Connect Connect schedules with others involved in the interview process.

Interview Set up Set up the interviews with candidates and set up any testing

Process
procedures.

Interview Interview the candidates and perform any necessary testing.

Once all results are back, meet with the hiring team to discuss each
Meet candidate and make a decision based on the established criteria.

Offer Put together an offer for the candidate.

  Make sure everyone is trained on the
interviewing process
 Listen to the candidate and try to
develop a rapport with him/her
 Be realistic about the job
Interview  Be aware of your own stereotypes
Process  Watch your own body language
during the interview and that of the
candidate
 Stick to your criteria for hiring
Topic 4:
Testing and
Selecting
 Cognitive ability tests

Personality tests

Physical ability tests

Testing

Job knowledge tests

Work samples
 Reference Checks

Driving Records

Selection Credit Checks

Considerations

Social Media
 • Decision makers
review the data and,
Clinical based on what they
Selection learn from the
Method candidate, decide
who should be hired
for a job.
Selection
• Assigns scores and
Methods
Statistical gives more weight to
Method specific factors, if
necessary.
Topic 5:
Making the Offer
 What is the scarcity of the particular skills
set?
What are the “going” wages in your
geographic area?
What are the current economic
conditions?
What is the current pay for similar
positions in your organization?
Making the What is your organizational compensation
strategy?
Offer
What is the fair market value of the job?
What is the level of the job within the
organization?
 What are your budget constraints?

How soon will the employee be productive

in the organization?
Are there other candidates equally
qualified that might have lower salary
expectations?
Making the
What are the national and regional
Offer unemployment rates?
If you cannot pay more, can you offer
other perks such as a signing bonus or
flexible work schedule?
The Offer Letter
Job title

Salary

Other compensation, such as bonuses or

stock options
Benefits, such as health-care coverage,
401(k)
Vacation time/paid holidays

Start date

Noncompete agreement expectations

Additional considerations
Next Steps

• Questions? Post to the

Professor’s
Cyberoffice in the
HRMN 300 online
classroom