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UNIT 6 - Employee Selection.docx

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York University
Administrative Studies
ADMS 2600
Monica Belcourt

ADMS 2600 October 16, 2013 UNIT 6 – EMPLOYEE SELECTION Selection Process • KSAO: knowledge, skills, abilities, other characteristics • Selection: The process of choosing individuals who have relevant qualifications to fill existing or projected job openings o Selection tools  Examples include interviews, tests, applications, etc. • Productivity is impacted by selection process. Also, some interviews can end up in a courtroom. • Job Analysis: selection considerations o Person-job fit: job analysis identifies required individual competencies (KSAOs) for job success o Person-organization fit: degree to which individuals are matched to the culture and values of the organization • The goal of selection is to minimize “misses” and maximize “hits” High Miss Hit Inaccurate prediction; person Accurate prediction; person wold have succeeded on the succeeds on job job (Job performance) Hit Miss Accurate prediction; person Inaccurate prediction; person would not have succeeded on fails on the job job Low (Predicted Success) High • Steps in selection process o Completion of application ADMS 2600 October 16, 2013 o Initial interview with HR o Employment testing o Background investigation o Preliminary selection o Supervisor/team interview o Hiring decision • Reliability: degree to which interviews, tests, and other selection procedures yield comparable data over time o Reliability must also be stable. If the person takes two tests, they should be consistent with both o Interrater reliability is also important. The scale must be the same. Two interviewers should mark the same. • Validity: degree to which a test or selection procedure measures a person’s attributes • Weighted application blank: common/standardized employment application designed to distinguish between successful vs. unsuccessful employees. o Makes it easier to find information quickly, allows junior or electronic screeners to go through applications o Helps avoid legal issues by ensuring no personal info is requested o Helps orient interview questions (standardizing the interview) to make it more fair between applicants – validity o Ensures reference checks o Avoid misrepresentation of information • Initial screening: evaluating resumes can be a subjective process. Once unqualified candidates are eliminated, a company may use an assessment grid • Online applications: internet-based automated posting, application, and tracking process helps firms to more quickly fill positions by: o Attracting a broader and more diverse applicant pool o Collecting and mining resumes with keyword searches to identify qualified candidates ADMS 2600 October 16, 2013 o Conducting screening tests online o Reducing recruiting costs significantly Interviewing Methods • Although some doubts are raised about the validity of an interview, it remains a mainstay of selection because: o Practicality, especially when there are a small number of applicants o Serves other purposes, like PR (person applying is make judgements about the company) o Interviewers maintain great faith and confidence in their judgements • Types of interviews: o Non-directive interview  The applicant determines the course of the discussion, while the interviewer refrains from influencing the applicant’s remarks  Asks broad, open-ended questions and allow for elaboration.  Reliability and validity not likely to be great because responses will be different and not necessarily related.  Usually used in upper-management positions or counselling o Structured interview  An interview in which a set of standardized questions having an established set of answers is used  Standardized questions with an established set of answers.  Likely provides type of info needed for sound decisions o Situational interview  An interview in which an applicant is given a hypothetical incident and asked how he or she would respond to it  Given hypothetical incident and asked how he/she would respond to it. Applicants response is evaluated relative to pre-established benchmark standards. o Behavioural description interview (BDI) ADMS 2600 October 16, 2013  An interview in which an applicant is asked questions about what he or she actually did in a given situation  Critical incidents job analysis, assumes that past performance is the best predictor of future performance. o Panel interview  An interview in which a board of interviewers questions and observes a single candidate.  3 to 5 interviewers taking turns asking questions  Interviewers pool their observations and score the applicant t reach a consensus. o Sequential interview
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