MHR 523 Study Guide - Final Guide: Job Evaluation, Gender Pay Gap, Critical Illness Insurance
9 May 2018
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MHR 523 FINAL EXAM NOTES
Chapter 7
Selection- the process of choosing among individuals who have been recruited to fill existing or
projected job openings
Selection is important because:
-Quality of human resources determines organizational performance
-High cost of inappropriate selection decisions
-Significant legal implications
Typical Steps in the Selection Process:
Step 1- preliminary applicant screening
Step2- selection testing
Step3- selection interview
Step4- background investigation/reference checking
Step 5- supervisory interview and realistic job preview
Step 6- hiring decision and candidate notification
STEP 1
• Initial applicant screening is performed by HR department.
• Application forms and résumés are reviewed.
• Candidates not meeting essential selection criteria are eliminated first.
• Candidates who most closely match the remaining job specifications are identified and given
further consideration.
• Use of technology is becoming increasingly popular
STEP 2
• Selection testing is a common screening device used by approximately two-thirds of
Canadian organizations.
• 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.
• Must be reliable and valid.
Reliability- the degree to which interviews, tests, and other selection procedures yield comparable
data over time, in other words, the degree of dependability, consistency, or stability of the measures
used
Validity- the accuracy with which a predictor measures what is intended to measure
Differential validity- 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
Criterion-related validity- the extent to which a selection tool predicts or significantly correlates
with important elements of work behavior
Content validity- the extent to which a selection instrument, such as a test, adequately samples the
knowledge and skills needed to perform the job
Types of Tests Used in Selection:
• Tests of Cognitive Abilities
• Management Assessment Centers
• Situational Testing
• Micro-assessments
• Intelligence tests
• Emotional intelligence tests
• Specific cognitive abilities
• Work Sampling
• Physical Examination and Substance Abuse Testing
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• Motor/Physical Abilities
• Personality and Interests
• Achievement Tests
Medical Examination:
• Only permitted after a written offer of employment
• Reasons for inclusion in the selection process:
-To determine qualification of physical requirements and if not, to document accommodation
requirements
-To establish a record and baseline of health for future insurance or compensation claims
-To reduce absenteeism and accidents by identifying any health issues that need to be addressed
Substance Abuse Testing:
• In Canada, employers are not permitted to screen candidates for substance abuse
• Substance addiction is considered a disability which cannot be discriminated against during
the selection process
• Elsewhere, pre-employment substance abuse testing may be used to avoid hiring employees
who would pose unnecessary risks or perform below expectations
Polygraph testing:
• Widely rejected in most jurisdictions
• Unable to produce valid and reliable results
• Validated tests of honesty or integrity are more useful
STEP 3
Interviewer Objectives:
• Assess applicants qualifications.
• Observe applicants behavior.
• Gather information to predict future performance.
• Communicate information about job.
• Promote organization.
• Determine how well applicant would fit in.
Applicant Objectives:
• Present a positive image.
• Sell their skills and market positive attributes.
• Gather information about job and organization
Types of Interviews:
Degree of structure- unstructured, structured, mixed (semi-structured)
Content- situational, and behavioral
Way in which interview is administered- one on one or panel interviewers, sequentially or all a once,
face to face or videoconferencing
Interviewing and the Law
• Interviewers cannot ask questions that would violate human rights legislation, either
directly or indirectly.
• Cutting short an interview based on preconceived notions about the gender or race of the
ideal candidate should be avoided because this is an example of illegal differential
treatment.
• Interviewers should focus on the job description and job specification in order to gather all
the information required to assess applicants without infringing on the candidates legal
rights
Common Interviewing Mistakes: poor planning, snap judgments, negative emphasis, halo effect, etc.
Designing an Effective Interview
1.Decide who will be involved and develop selection criteria
.Specify musts and wants and weigh wants
3.Determine assessment strategies and develop evaluation form
4.Develop interview questions to be asked of all candidates
5.Develop candidate-specific questions
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find more resources at oneclass.com
Conducting an Effecting Interview
1.Planning the interview
2.Establishing rapport
3.Asking questions
4.Closig the interview
5.Evaluating the candidate
STEP 4
Considerations
• Obtain written permission
• Possible public sources (e.g. Facebook)
• Qualified privilege
• Negligent misrepresentation
Top Seven Resume Lies: dates of employment, job title, salary level, criminal records, education,
professional license, ghost company
Screening Using Social Networks
• 45% of employers screen social networking sites to assess candidates
-Facebook (29%)
-LinkedIn (26%)
-MySpace (21%)
• 11% plan to start, number is growing
• Screen out candidates who post provocative or inappropriate photographs
• Screen in candidates whose profiles provide a good feel for the candidates personality and
fit
STEP 5
• Supervisor is best qualified to assess job knowledge and skills.
• Supervisor can answer job-specific questions.
• Supervisor must feel comfortable with new hire.
• Supervisor can assess fit with current team members.
Realistic Job Preview (RJP)- provides applicants with realistic information, both positive and
negative about the job
STEP 6
• Compile information from all techniques used
• Evaluate information about each candidate
• Immediate supervisor usually makes final hiring decision
• Make offer that specifies terms and conditions of employment
• Give candidates time to think about the offer
• Notify all finalists who were not selected
CHAPTER 8: Orientation and Training
Employee orientation (Onboarding)- a procedure for providing new employees with basic
background information about the firm and job
Socialization-the ongoing process of instilling in all employees the prevailing attitudes, standards,
values, and patterns of behavior that are expected by the organization
Reality shock (cognitive dissonance)- the state that results from the discrepancy between what the
new employee expected from his or her new job and the realities of it
Orientation:
Organizational issues: history, names & titles, overviews, policies, employee handbook
Employee benefits: pay, vacations, breaks, benefits, services, programs, counseling
Introductions: to supervisor, co-workers, trainers
Job duties: job location, job overview, safety, job tasks, objectives, relationships
Orientation Purposes: reduce turnover, reduce errors, reduce need for discipline, reduce grievances,
reduce anxiety, organizational stability, improve job performance, develop clear expectations
Responsibility for Orientation:
HR Specialist – explains corporate information & follows up over time
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find more resources at oneclass.com
Document Summary
Selection- the process of choosing among individuals who have been recruited to fill existing or projected job openings. Step 5- supervisory interview and realistic job preview. Initial applicant screening is performed by hr department: application forms and r sum s are reviewed. Candidates not meeting essential selection criteria are eliminated first. Candidates who most closely match the remaining job specifications are identified and given further consideration: use of technology is becoming increasingly popular. Selection testing is a common screening device used by approximately two-thirds of. Canadian organizations: 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, must be reliable and valid. Reliability- the degree to which interviews, tests, and other selection procedures yield comparable data over time, in other words, the degree of dependability, consistency, or stability of the measures used.
