Class Notes (1,100,000)
CA (620,000)
WLU (20,000)
BU (3,000)
BU121 (500)
Lecture 18

BU121 Lecture Notes - Lecture 18: Hypothesis, Equal Pay For Equal Work, Criterion Validity

Course Code
Laura A.Allan

This preview shows pages 1-3. to view the full 9 pages of the document.
Human Resources & Labor Relations
Gaining Employee Commitment
Without people, the pieces don’t come together
HR is very important crucial to foundation of the business
Keeps the puzzle together
Gaining Employee Commitment is the base of how the business will run
Hard to meet other critical success factors without this
Process of HR Management
Forecasting & Planning
oMarketing & Operations
Job Analysis: Critical step to accomplish all other steps
Build job description & job specification
oDescription: What exactly is the job, tasks and responsibility
oSpecification: Characteristics of a successful worker, job requirements
oAnalysis of what types of people to hire. What skills do they need?
oDetermines their pay
Generate a qualified pool of applicants
Definition: “The action of finding new people to join an organization or support a cause.’
LinkedIN (2015) Global Talent survey showed:
oMost important metric to track performance of recruitment?
Quality of hire: Measured by employee turnover
Top sources of quality hires
find more resources at
find more resources at

Only pages 1-3 are available for preview. Some parts have been intentionally blurred.

oSocial professional networks 43%
oInternet job boards
oEmployee referral program
What methods to use?
oYield ratios: % of applicants that proceed to the next stage
Qualified applicants to increase turnover
oTime lapse data or TTH (Time-to-Hire) – from start of recruitment to start of
Long term process: how many people, what skills, when do I need them?
Campus recruiting starts around September
How to use them – ‘Realistic’ approach
oTell prospective employees the truth
Employer Branding
oDefine target audience: Know who you are aiming to hire, and where they are
oPeople will want to work for companies with good company perception based on
experiences, news, products, sustainability, etc.
oDon’t oversell or be misleading during interviews
oDevelop the employee value proposition
Communicate what value is being provided
oCommunicate the brand
Choose the ‘best’ applicant(s) for the job(s)
What methods to use?
Stages in the selection process
oGenerally a company starts with what is easiest and cheapest first (large filter,
quick, cheap process to get through to a stronger pool)
oFilter the applications to get the best applicants and focus more time on their
How to use them?
Human rights legislation: Governed by the province
oOHRC Prohibit discrimination at workplaces
oMake sure there is diversity
oDiscrimination leads to bad PR and affect company’s perception
oValidity and reliability
Valid and reliable meaning it will work almost all the time and follows the
oHaving a diverse workplace is an advantage since there are different opinions,
ideas allows for innovation and creativity
oBusinesses need to make sure that their selection process will provide them with
the best employees
find more resources at
find more resources at

Only pages 1-3 are available for preview. Some parts have been intentionally blurred.

Employment Equity Act – Federally based
oHelps to ensure that all Canadians have the same access to the labour market by
requiring that employers take actions to ensure the full representation of members
of the four designated groups
Aboriginal people
Persons with disabilities
Members of visible minorities
Validation of Selection Methods
Criterion validity
those that do well on selection method (predictor – give right answers) also perform
well on the job (criterion – used to determine level of success)
Most common validity to look for
Whatever you do to select an employee will actually help predict their results on the jobs
Predicting will be just like using a crystal job. Interviewers will only be good at this
through years of experience
Validation Process:
Every company is different and will have different variances of success, goals, objectives
and culture
1. administer the selection procedure to a group of people
2. correlate (compare) the results/predictor scores with performance/criterion scores
oPerform interview questions and compare scores with the criterion
3. look for and keep ‘valid’ predictors only
oWhich questions are meaningful and help us predict best candidate and get rid of
questions that are not helpful
Predictive & Concurrent
Group of people and implications are different
difference is in who administered to and implications:
Predictive: APPLICANTS
oGive the first step to applicants and then compare their answers with performance
oNeed to wait 6 months for their performance to take in place and then to compare
their answers to their performance
oUse this if you are in a hurry
oUse the test on current employees
oCan sort out the strong performers from the weaker ones, and know what differs
oNot going to be as accurate as predictive
find more resources at
find more resources at
You're Reading a Preview

Unlock to view full version