Dessler Fund5 06

Fundamentals of Human Resource
Management
Fifth Edition
Chapter 6
Selecting
Employees
Copyright © 2019, 2016, 2014 Pearson Education, Inc. All Rights Reserved
Learning Objectives (1 of 2)
1.  Define basic testing concepts
2.  Discuss at least four basic types of personnel
tests.
3.  Explain the factors and problems that can
undermine the interview’s usefulness and the
technique for eliminating them.
Learning Objectives (2 of 2)
4.  Explain how to do background checks on job
candidates.
5.  Discuss how to use employee selection methods
to raise the level of a company’s employee
engagement.
Define basic testing concepts
The Basics of Testing and Selecting Employees (p. 155)
•  After you collect a pool of applicants (or a group of
candidates), the next step is to select the best
person for the job
•  You can do these by using selection tests, such as
tests, interviews and background checks
•  Person-job fit: matching the knowledge, skills,
abilities and competencies (KSACs) that are
needed for the job with the applicant’s KSACs
The Basics of Testing and Selecting Employees (p. 155)
Why Careful Selection Is Important

•  Improves employee and organizational
performance
•  Improves your own performance
•  Reduces dysfunctional behaviors
•  Less legal issues à decreases money wasted
Legal Implications and Negligent Hiring (p. 158)
Negligent Hiring: hiring workers with criminal

records or other such problems without proper
safeguards
•  Carefully scrutinize
•  Authorize background checks
•  Save all records
•  Reject applicants with false statements
•  Immediate disciplinary action
Know Your Employment Law (p. 159)
•  Avoiding Discrimination
–  Avoid asking questions
such as one’s
background, family
planning & physical
characteristics
•  Job Relatedness
•  Protecting Employees
Individual Rights and Test
Privacy
Discuss at least 4 basic types of personnel
tests
Types of Tests (p. 160)
•  Personality tests, such as O*NET’s test
•  Cognitive Abilities:
–  Intelligence tests: IQ tests, Stanford-Binet test
–  Weschler Adult Intelligence Scale
–  Wonderlic Personnel Test
–  Aptitude tests: reflect a person’s fit for jobs
•  Motor and Physical Abilities
Measuring Personality (p. 162)
•  Projective: a person projects his/her emotions
•  Self-reported: applicants fill tests out
•  Make sure that tests do not violate ADA
•  Interest inventories: tests that compare one’s
interests with those of people in various
occupations; e.g., poor vocabulary à frustration
•  Personality Test Effectiveness: focus on the “big
five” personality dimensions
Measuring Personality (p. 162-163)
•  Big Five Personality Dimensions:
–  O for openness – being imaginative,
nonconforming, unconventional and
autonomous (free to do as you please)
–  C for conscientiousness – dependability
–  E for extroversion – sociable & energetic
–  A for agreeableness – trusting, caring, gentle
–  N for neuroticism (emotional stability) – anxiety,
insecurity and hostility
Go to www.outofservice.com/bigfive
Sample Online Personality Test Questions
Other Types of Tests (p. 163-165)
•  Achievement Tests
•  Computerized Online Testing
•  Work Samples and Simulation
•  Situational Judgment Tests
Other Types of Tests (p. 165-167)
•  Management Assessment Centers
•  Video-Based Situational Testing
•  Miniature Job Training and Evaluation Approach
•  Computerized Multimedia Candidate Assessment
Tool
Explain the factors and problems that can
undermine the interview’s usefulness and
the technique for eliminating them
Interviewing Candidates (p. 168)
•  Interview: a procedure designed to solicit
information from a person’s oral responses to oral
inquiries
•  Structure: specified in advance
•  Types of Questions:
–  Situational: focus on candidate’s ability to
explain what his/her behaviour would be
–  Behavioural: shows how candidate behaved in
the past
–  Knowledge and background questions
Structured Interview Guide
How to Administer Interviews (p. 168-169)
•  One-on-one interview
•  Sequential interview
•  Panel interview
•  Video or phone interview
•  Speed-dating interview: one-on-one contacts for a
few minutes
•  Computerized selection interview: multiple-choice
questions about background, experience,
education, skills, knowledge and work attitudes
How Useful Are Interviews? (p. 170)
•  Situational Question Interviews: best for predicting
job performance
•  Structured Interviews: show reliable information;
i.e. (that is), questions have same effect on every
person, instead of being biased or discriminatory
•  One-on-One Interviews: have stronger validity; i.e.
(that is), the information is more accurate
How to Avoid Common Interviewing
Mistakes (p. 171)
•  Snap Judgments: start off right but also be open
•  Negative Emphasis: more negative focus
•  Not Knowing the Job: lack of knowledge
•  Pressure to Hire: leads to less accuracy
•  Candidate Order (Contrast Error): order of seeing
interviewees affect how the interviewer sees them
•  Influence of Nonverbal Behaviors
How to Avoid Common Interviewing
Mistakes (p. 172)
•  Attractiveness
•  Research Insight: distractions are bad
•  Ingratiation: self-promotion (promoting one’s own
skills and abilities to create a good impression)
•  Nonverbal Implications
–  Unfortunately, candidates who are not as
qualified as others get the job simply because
of these interviewing mistakes
How to Conduct an Effective Interview (p. 172-174)
Step 1: Design the Interview

Step 2: Review the Candidate’s Background
Step 3: Establish Rapport – be calm and relaxing
Step 4: Ask Questions
Step 5: Close the Interview
Step 6: Review the Interview
Interviewing Candidates
•  Avoiding Illegal Questions
–  Do not ask women if they plan to be pregnant
–  Do not ask men what their weight is
–  Do not ask people of minority races if they have
good credit or a criminal record
–  Do not discriminate in other aspects as well
•  Using Competencies Models
•  Profile-Oriented Interviews (p. 175, Table 6.1)
Asking Profile-Oriented Interview
Questions
TABLE 6.1 Asking Profile-Oriented Interview Questions
Profile Component Example Sample Interview Question
Competency Able to use computer Tell me about a time you used CAD Pro
drafting software computerized design software.
Knowledge How extreme heat Suppose you have an application where HCl is
affects hydrochloric heated to 400 degrees Fahrenheit at 2
acid (HCl) atmospheres of pressure; what happens to the
HCl?
Trait Willing to travel abroad Suppose you had a big affair that you had to
at least four months attend next week and our company informed
per year visiting you that you had to leave for a job abroad
facilities immediately, and stay three weeks. How would
you handle that?
Experience Designed pollution Tell me about a time when you designed a
filter for acid-cleaning pollution filter device for an acid-cleaning facility.
facility How did it work? What particular problems did
you encounter? How did you address them?
Sample Interview Questions (1 of 4)
Organization and Planning Skills
1.  Describe a specific situation which illustrates how you set objectives to reach
a goal.
2.  Tell me about a time when you had to choose between two or more important
opportunities. How did you go about deciding which was most important to
you?
3.  Tell me how you normally schedule your time in order to accomplish your day-
to-day tasks.
4.  Describe a situation where you had a major role in organizing an important
event. How did you do it?
5.  Think about a lengthy term paper or report that you have written. Describe
how you organized, researched, and wrote that report.
6.  Give an example of how you organized notes and other materials in order to
study for an important exam.
7.  Describe a time when you reorganized something to be more efficient. How
did you do it?
8.  Think of a time when you made important plans that were fouled up. How did
you react? What did you do?
tinyurl.com/questionex
Interaction and Leadership
1.  Tell me about an event in your past which has greatly influenced the way you
relate to people.
2.  Give a specific example that best illustrates your ability to deal with an
uncooperative person.
3.  Some people have the ability to “roll with the punches.” Describe a time when
you demonstrated this skill.
4.  Tell me when you had to work with someone who had a negative opinion of
you. How did you overcome this?
5.  Recall a time when you participated on a team. Tell me an important lesson
you learned that is useful to you today.
6.  Describe an instance when you reversed a negative situation at school, work,
or home. How did you do it?
7.  Describe a situation which best illustrates your leadership ability.
8.  Think about someone whose leadership you admire. What qualities impress
you?
Assertiveness and Motivation
1.  Describe several work standards that you have set for yourself in past jobs.
Why are these important to you?
2.  Tell me a time when you have experienced a lack of motivation. What caused
this? What did you do about it?
3.  Describe a situation where you had to deal with someone whom you felt was
dishonest. How did you handle it?
4.  Describe a situation that made you extremely angry. How did you react?
5.  Tell me about a time that best illustrates your ability to “stick things out” in a
tough situation.
6.  Describe a time when you motivated an unmotivated person to do something
you wanted them to do.
7.  Give me an example of a time when you were affected by organizational
politics. How did you react?
8.  Give me an example of when someone tried to take advantage of you. How
did you react?
Decision Making and Problem Solving
1.  Give an example that illustrates your ability to make a tough decision.
2.  Tell me about a decision you made even though you did not have all the facts.
3.  Describe a situation where you have had to “stand up” for a decision you
made, even though it was unpopular.
4.  Describe a situation where you changed your mind, even after you publicly
committed to a decision.
5.  Describe a situation that illustrates your ability to analyze and solve a
problem.
6.  Tell me about a time where you acted as a mediator to solve a problem
between two other people.
7.  Describe a problem that seemed almost overwhelming to you. How did you
handle it?
8.  Tell me about a time where you have used a creative or unique approach to
solve a tough problem.
Explain how to do background checks on
job candidates
Background Investigations and Reference
Checks (p. 176-177)
•  What to Verify: legally allowed to work, previous
employment, education, identification, criminal
record (except in Hawaii and Massachusetts)
•  Collecting Background Information
•  Checking Social Networking Sites
•  Reference Check Effectiveness
Know Your Employment Law (p. 178-180)
•  References
–  Defamatory: if it is false and harmful to the
reputation of someone by lowering the person in
the estimation of the community or by deterring
other persons from dealing with him or her
•  Using Pre-employment Information Services
–  Some organizations may prefer to hire
background checking businesses; e.g., ADP,
Hireright, LEXIS-NEXIS Screening Solutions &
Employment Background Investigations
Know Your Employment Law (p. 180-
Honesty Testing:
•  Polygraph Tests (or
lie detector)
•  Paper-and-Pencil
Honesty Tests
•  Graphology: writer’s
basic personality
traits are expressed
through handwriting
Know Your Employment Law (p. 182)
•  Medical Exams
•  Drug Screening
•  Realistic Job Previews
•  Tapping Friends and Acquaintances
•  Making the Selection Decision
Discuss how to use employee selection
methods to raise the level of a company’s
employee engagement
Employee Engagement Guide (p. 184-185)
•  Engagement: connected to doing one’s job
•  Building Engagement à “kaizen”: having workers
improve job processes through worker
commitment to top quality (or improvement)
•  For example, Toyota hires intelligent, educated
and engaged people
Employee Engagement Guide (p. 184-185)
•  The Toyota Way
1.  An in-depth online application (20-30 min.)
2.  A 2-to-5-hour computer-based assessment
3.  6-to-8-hour work simulation assessment
4.  A face-to-face interview
5.  A background check, drug screen and
medical test
6.  Job offer
Summary
1.  Screening and selecting job candidates
2.  The many types of personnel tests
3.  Factors that can undermine the usefulness of an
interview
4.  Screening tools
5.  Candidates with high potential tend to be
engaged
4th ePortfolio submission (out of 7)
Ethics & Out of Control Interview (p. 189)
Example of a stress interview:
https://www.youtube.com/watch?v=Qm1eAOzMy8k
•  Answer questions 6-17 to 6-19
•  Recall what we learned about ethics for the last
two courses. What is fair and unfair about stress
interviews?
•  Send your complete answers to
mariakasuncion@gmail.com
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Fundamentals of Human Resource

Why Careful Selection Is Important

Negligent Hiring: hiring workers with criminal

Step 1: Design the Interview

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