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RSM100Y1 (433)
Chapter 6

Chapter 6 notes (book + slides)

3 pages92 viewsFall 2010

Department
Rotman Commerce
Course Code
RSM100Y1
Professor
Yu Wang
Chapter
6

Page:
of 3
CHAPTER 6 : SELECTION
SELECTION
Screening applications and resumes
Testing and reviewing work samples
Interviewing candidates
Checking references and backgrounds
Making a selection
Criteria for evaluating Selection methods
1) VALIDITY : performance on measure is related to what it is designed to assess
- Content validity
- Criterion Related Validity:
Predictive Validity : looks at test scores of all applicants and
compares their rest score of those who are currently working in order
to predict future performance.
Concurrent Validity : administer test to ppl currently holding a
job, and then compare their score to existing measures of job
performance
2) UTILITY measurement should cost less than benefits
3) LEGAL
-may not gather information about applicants protected status (even
indirectly)
-interview notes may not distinguish on these either
-applicants provide consent for background check (often unveils info about
protected status)
4) GENERALIZABLE valid in other contexts (across many jobs)
5) RELIABILITY consistent results
I ) SCREENING APPLICATIONS AND RESUMES:
Resumes first impression of the applicant (style, neatness, organisation,
vocabulary/phrases used to convey information)
Resume Fraud
Screening:
identify criteria for excellent job performance
read each resume looking for this criteria
concrete accomplishments, identifiable skills
review appearance
II) TESTING & REVIEWING WORK SAMPLES
-Aptitude tests how well a person can learn/acquire skills
-Achievement tests measure existing knowledge/skills
www.notesolution.com
-Assessment centers usually for managers
-Personality tests describe behavioural traits, may capture up to 75% of
personality
oBig Five Personality inventory
Conscientiousness : broadly promising, across all occupational
groups
Emotional Stability: promising for many jobs, esp: sales, mgt,
teaching
Agreeableness: little predictive value
Openness to experience : little predictive value
Extraversion : sales
-Honesty/ alcohol/ drug test
-Medical exams
III) INTERVIEWING CANDIDATES most popular selection method in North
America
-Unstructured interviews interviewee has great discretion in choosing
questions to ask each candidate
-Structured interview predetermined set of questions for interviewer to ask
-Situational interview describes hypothetical situation and asks applicant what
he/she would do (scoring guide to evaluate each answer)
Use when candidate has experience or no experience
oBehavioural Interview asks how applicant handled a particular
situation in the past
-Comprehensive Structured Interview (CSI ) Highly structured interview,
combo of: situational interview, job knowledge, job simulation, worker
characteristic questions etc
use when candidate has relevant past work experience
-Behavioural Description Interview (BDI) structured interview where
applicant is asked to describe what they did in a given past situation (believe that
the best predictor of future behaviour is past behaviour)
Use when candidate has relevant past experience
-Serial Interviews: series of interviews where applicant is interviewed separately
by each of two or more interviewers
-Panel interviews: more than one interviewer together at one time
Advantages: show soft skills, and accuracy of information
Disadvantage: - Faking in interviewing process (interview coaching for
applicants)
reference checks/ close examination
- Costly, subjective (criticism of poor validity and reliability)
Common mistakes:
oTime pressure
www.notesolution.com
oBias (stereotype , nepotism )
oUnqualified recruiter
oHiring for job, not organization
to avoid discrimination complaints interviews:
oshould be structured, focused and standardized
oquestions should be based on job analysis
oMore than one interviewer Panel/Series
Interviews
otrain interviewers reduce error bias
ovideotape interviews
Top qualities of a candidate communication and interpersonal skills
IV) CHECKING REFERENCES AND BACKGROUND
Risks when Giving References :
Firms have a duty to fully disclose the qualifications and character of the former
employee
Defamation damage to reputation through statements that cannot be proven true
Misrepresentation a glowing statement which hides issues (ex: of sexual harassment)
Risks of Negligent Hiring:
Employees must exercise due diligence (extreme care) when investigating background, to
avoid suits for the actions of the employees
V) MAKING A SELECTION
Selection Decision:
-Multiple hurdle model eliminating applicants at each stage of the process
-Compensatory model all applicants go through and get evaluated on all the
steps of the process (this means a very high score on one step can make up for a
poor score in another)
Communicating Decision:
Offer includes: Job responsibilities, work schedule, pay, start date, etc may be
negotiable
Offer may state contingencies such as passing a medical requirement
www.notesolution.com

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