HRM200 Lecture Notes - Lecture 5: Absenteeism, Inductive Reasoning, Opportunity Cost

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Published on 4 Feb 2016
Lecture 5 A: Textbook Chapter 7
Chapter 7: Selection
- Denition: the process of choosing among individuals who have been
recruited to ll currently existing or projected job openings
- Applied to both inner employees (transfer or promotion) and outside
- Begins when a pool of applicants has submitted their resumes or completed
application forms (the end of the recruiting process)
 
- quality of human resources determines organizational performance
othose individual selected will be implementing strategic decisions and
creating strategic plans
osuccessfully selecting good candidate ts the strategic decision of the
- inappropriate selection decisions are costly
ohidden cost should be taken into consideration (when the poor
candidate is terminated, and starting to look someone new to ll the
- signicant legal implications
oReview: Human Right Legislation in every Canadian jurisdiction
prohibits discrimination in all aspects, terms and conditions of
employment on prohibited grounds
oFirms must ensure that all their selection procedures are free of both
intentional and systematical discrimination
oImplement an employment equity plan
oLiability for negligent or wrongful hiring
oGuidelines to avoid legal consequences:
use selection criteria based on the job
assess applicant’s ability to meet expectations
scrutinize applicant-provided information
obtain authorization for reference checking
save all records and information
reject applicants who make false statements
- Certain vacant positions may be subject to a labour shortage
- Selection Ratio: the ratio of the number of applicants hired to the total
number of applicants
- Low ratio implies limited number of applicants => low-quality recruits
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Multiple-hurdle Strategy: an approach to selection involving a series of successive
steps or hurdles. Only candidates clearing the hurdle are permitted to move on the
next steps. (Hurdle: selection techniques including pre-screening, testing,
interviewing, and background/reference checking)
- develop selection criteria
owho will be involved and develop selection criteria
oclarifying and weighting the information in the JD and JS and holding
discussion among the interview-team member
- specify
and weight the wants
omust criteria: requirements that are absolutely essential for the job,
include a measurable standard of acceptability, or are absolute and
can be screened initially on paper
owant criteria: those criteria that represent qualications that cannot be
screened on paper or are not readily measurable, as well as those that
are highly desirable but not critical
- develop assessment strategies and an evaluation form
omust and want criteria must been identied
oagree on the terms and weights
- develop interview questions (for all candidates)
oquestions should be developed for each KSA to be assessed during the
oJob-knowledge questions and worker requirements questions
- develop candidate-specic questions
do not ask questions that would violate human rights legislation
treat all candidates in the same manner
do not cut short an interview based on preconceived notions about the
gender or race of the “ideal” candidate
focus on the job description and job specication when gathering information
from applicants
- initial screening is performed by HR department
- application forms and résumés are reviewed
- candidates not meeting selection criteria are eliminated
- remaining candidates matching the job specications are given further
- use of technology is becoming increasingly popular
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