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Lecture

MHR 523 Lecture Notes - Railways Act 1921, Job Evaluation, Nonchalant


Department
Human Resources
Course Code
MHR 523
Professor
Al- Karim Samnani

Page:
of 16
March 7, 2013
Chapter 6: Selection
Selection Process
A series of specific steps used by an employer to decide which recruits should be hired
o Begins when recruits apply for employment and ends with the hiring decision
o Involves matching the employment needs of the applicant and the organization
o Recruitment ends when applications are received
o Selection ends when hiring decision is made
o Matching the needs of the employer and employee (e.g. janitor helps the organization achieve its
goals by keeping it clean. Every job role helps the organization meet its needs)
o When people are overqualified
Organization may realize that the person is only asking for a job to meet their short-term
needs and not career needs
o Some organizations do not have many growth opportunities
People who are looking to grow in a company that has no opportunities
Employment Interviews
Formal, in-depth conversation conducted to evaluate the applicant’s acceptability
o Allows a personal impression
o Resume portrays a different person than whom they are
o Opportunity to sell a job to a candidate (e.g. Google offering free lunch to employees a potential
sell. Because most people coming in for an interview already work another job, you need to sell
the organization so that people will leave their current job)
o Provides opportunity to answer the candidate’s questions
o Effective public relations tool
Concerns about reliability and validity
o Reliability:
More than one person involved in interview.
Consistency of evaluations by the raters
High reliability = consistency
o Valiidty
Assign a score after every interview to every interviewee
Correlation between score and job performance means there is a high validity.
May be one-to-one, panel, or group
o One to One
o Panel
Horizontal set up of interviewers, 1st person asks question, 2nd person asks question etc.
o Group Interview
Less structured
Questions arise depend on flow of interview
******Types of Interviews
Unstructured
o Interviews using few if any planned questions
o Enables the interviewer to pursue, in depth, the applicant’s responses
o Questions are never planned before interview
o Informal conversation
o The most common form used
o Least validity
o These are not a good indicator of future performance
o Why use them?
Most comfortable
Like a conversation
Structured
o Rely on a predetermined checklist of questions
o Questions are asked of every applicant
o May be behaviourally-oriented (or not)
o Sequence of questions that are followed
o Predetermined
o Goal is to have consistency among all interviewees
Mixed
o This interview format is a combination of structured and unstructured interviews
o Questions are planned and unplanned
o Advantages of both structured and unstructured
Behaviourally- Oriented
o Behavioural description--past behaviour is the best predictor of future behaviour
o Situational--attempts to assess applicant’s likely future response to specific situations
o Highest validity
o Best predictor of future performance
Behavioural
How have you dealt with this?
Asking them when you’ve been in this situation before how did you respond?
Situational
How would you deal with this if this were to happen?
Stress Producing
o Use of a series of harsh, rapid-fire questions to upset the applicant and learn how the applicant
reacts under stress
o How does interviewee respond where we’ve created a stressful situation (e.g. angry customer)
Computer Assisted
o Use of computers to electronically profile job candidates and screen new hires
o May potentially increase reliability (by making the interviews uniform)
o Some controversy exists regarding use of this type of interview
o Interview questions generated by a computer
o Increase reliability since everyone is asked the same questions
o Controversy
How long they took to answer questions
Who answered the questions (e.g. friend in field)
Video Interviewing
o Interviews that use solicited videos of a candidate’s answers to provided questions
o Company sends a set of questions, interviewee creates a video with answers that they send back
Interview Process
1.) Interview Preparation
Resume and cover letter reviewed and looked at
Tell me about yourself, to make the interviewee more comfortable
2.) Creation of Rapport
3.) Information Exchange
Between interviewer and interviewee
4.) Termination
Interviewee is not a fit for the company
5.) Evaluation
Interviewer Errors
Halo effect
o Use of limited information about candidates to bias interviewer’s evaluation
o Features/ attributes to shape a person (e.g. weak handshake taken as lack of
confidence)
Leading questions
o Communicating the desired answer
o People saying what the interviewer wants to hear
Stereotypes
o Harbouring prejudice or exhibiting personal bias
o Women = maternity leave = less committed to the company
Interviewer domination
o Using the interview to oversell, brag, etc.
o Over sell opportunity
o We want what seems more hard to get
May be due to attempting to cover job-related weaknesses or nervousness
o Exposing weakness by covering too much (e.g. minimum 3 year experience required
but you only have 1 year)
Typical errors include:
o Playing games e.g. acting nonchalant
o Talking too much
o Boasting
o Not listening
o Being unprepared
Evaluating the Selection
Quality and productivity of the workforce hired
Costs incurred at a level appropriate to the organization
Is your process doing what its supposed to do?
Correlation between performance and interview process
March 14, 2013
Performance Management and Training and Development
Performance Management
Performance objectives
o Broader strategic objectives (e.g., high sales, customer satisfaction, low costs, etc.)
o Strategic objectives: high sales focus
o Customer satisfaction: happy customers
o Low costs: compete on low costs
Performance goals
o Specific desired targets (e.g., increase sales by 10%)
o Aiming for 90% customer satisfaction on surveys to improve customer services
Performance measurement
o Appropriate process in place to measure performance
o Most jobs don’t have numbers assosicated with their jobs
o We need to design measures to provide indicators of employee performance
Output measures
o Appropriate measures to assess performance
o Employees actual performance
o We use output measures we’ve already decided on
Outcome measures
o Compare output to performance goals
o Comparison between performance goals and actual output
Performance Management: how do we manage performance? What can we do to manage performance?
Strategic Talent Management: how can we help employees perform to their full potential?
Performance Appraisals
Employees tend to be dissatisfied with the appraisal process
Appraisals are often viewed as an administrative burden
Doesn’t always mean higher pay
Good Appraisal