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Chapter 7 - Selection.docx

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University of Waterloo
Human Resources Management
HRM 200
Katrina Di Gravio

Chapter 7: Selection Selection  The process of choosing among individuals who have been recruited to fill existing or projected job openings  important because: o quality of human resources determines organizational performance o high cost of inappropriate selection decisions o significant legal implications Guidelines for Avoiding Legal Problems  selection criteria based on the job  adequate assessment of applicant ability  careful scrutiny of applicant-provided information  written authority for reference checking  save all records and information o documentation is very important for legalities  reject applicants who make false statements Steps in Selection Process  Preliminary screening process o Use HRIS system o Screen by keywords or qualifications  Selection Testing  Selection interview o Type of interview and who is involved in interview  Background investigation  Supervisory interview and realistic job review o Second interview  Hiring decision and candidate notification Step 1:  Hiring Manager or HR personnel do the initial screening  Application forms and resumes are reviewed o Consistency and ability to ask specific questions related to the job  Candidates not meeting the essential selection criteria are eliminated first  Candidates who most closely match the remaining job specifications are identified and given further consideration o Hire for knowledge/skills/abilities - Brain surgeon, Police o Hire for potential – athlete, sales, receptionist or clerical  Use of technology is being increasingly popular to help HR Professionals improve the initial selection process Selection Testing  Selection testing is a common screening device used by approximately two thirds of Canadian organizations o Police officers, constables may do a physical and psychological exam o Typing test o Write a formula in excel  Used to assess specific job-related skills, general intelligence, personality characteristics, mental abilities, interests, and preferences  Testing techniques provide efficient, standardized procedures for screening large numbers of applicants o Must be applied to all candidates and genders so that it is a fair test  Tests and other selection techniques are only useful if they are reliable and valid o Some tests cannot be administered internally, i.e. psychological tests are done by professionals Importance of Reliability and Validity  Reliability o the degree to which interviews, tests, and other selection procedures yield comparable data over time o in other words, the degree of dependability, consistency, or stability of the measures used. Over time, it will always be reliable  Validity o the accuracy with which a predictor measures what it is intended to measure o Will it tell us exactly what we need to know? Types of Validity  Differential Validity: o confirmation that the selection tool accurately predicts the performance of all possible employee subgroups, including white males, women, visible minorities, persons with disabilities, and Aboriginal people o No bias in the test  Criterion Related validity o Correlate to the key validity in the job o extent to which a selection tool predicts or significantly correlates with important elements of work behaviour  Content Validity: o extent to which a selection instrument, such as a test, adequately samples the knowledge and skills needed to perform the job  Construct Validity: o extent to which a selection tool measures a theoretical construct or trait deemed necessary to perform the job successfully o Assess verbal and analytical skills RECAP:  Importance of Selection o do it right the first time so it doesn’t backfire in terms of financial costs, law suits, affects on morale/culture of organization, outside reputation o time it takes that the ad is placed to realizing the mistake – this would result in time waste and more cost  3 ways to avoid legal issues o Document every piece of information o If you apply a tool or assessment to one person, you must apply to all o Reject applicants with false statements – screen and following through o Thorough job analysis to start with o Reference checks and getting authority to check references  4 types of validity o Differential - o Criterion related – elements of job behavior o Construct – verbal and analytical skills o Content Types of Tests used in Selection  Cognitive Abilities o Intelligence tests o Emotional intelligence tests o Specific cognitive abilities  Motor/Physical Abilities  Personality and Interests  Achievement Tests  Work Sampling  Management Assessment Centers  Situational Testing  Micro-assessments  Physical Examination and Substance Abuse Testing o Physical or medical exam can only be done after job has been offered through written contract except in the case of a Bona fide Occupation Requirement o To determine that the applicant qualifies for the physical requirements of the position and if not, to document any accommodation required o To establish a record and baseline of the applicant’s health for the purpose of future insurance or compensation claims o To reduce absenteeism and accidents by identifying any health issues or concerns that need
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