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MOHR > Employee Selection > Flashcards

Employee Selection Flashcards

1
Q

Job Analysis

A

Process of determining skills, duties and knowledge for performing jobs in organizations.

Ex. Interviews, Questionaries, Observations, Diries/Logs, Performance, Background Records

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2
Q

Job description and specification

A

Description: list of tasks, duties, responsibilites

Specification: list of knowledge, skills, abilities, other characteristics

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3
Q

Recruitment

A

Process of attacting individuals on a timely basis, in sufficient numbers and with appropriate qualifications to apply for jobs with an organization

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4
Q

What are the 3 different decisions in recruiting?

A
  • Personnel policies
  • Recruitment sources
  • Recruiter behavior
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5
Q

Bad and good add examples

A

Bad

  • Spelling misstakes
  • Cant create full sentences
  • Rasism

Good
- Ex Geeks wanted (will attract and if they can solve algoritm then they should apply for the job)

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6
Q

Recruitment Challenges

A
  • Aging workforce: Experience but problem with the new technology
  • Increasing mobility: Companies are competing with companies world wide
  • Diversity expectations: Working part time

Needs to be in pole position for the war of talens

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7
Q

Recruitment Trends

A
  • Quality of hire: Challenge and the value of quality is high
  • Employee Referral Programs: references best strategy of advertisement
  • Employer brand: push and work with HR
  • Employee Retention and International Recruiting: Keep people internal, stay within company and develop maternal
  • Increasing Boomerang Workers: Old employees that was in another company for a while returns
  • Young professionals takes over management positions
  • Increased part time job and freelance market
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8
Q

Personal policies

A
  • Promote from within policies: Not only external, develop internal skills Ex. USA always have a back up person for the most important position in the company
  • Employer branding: Good brand for the whole company and attract people
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9
Q

Recruitment Sources

A
  • internal/external sources: internal stuck with what you have and external money maybe wont stay long
  • Referrals: Recommended someone for a position
  • Direct applicants: Candidate believes they are a good candidate for the position
  • Advertisement in newspaper and periodicals
  • Online Recruiting
  • Employment agencies
  • Colleges and Universities
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10
Q

Recruiter behavior

A
  • Recruiter’s functional area: more reliable and trusting
  • Traits: Style of communication
  • Realism: Is what is promoted realistic or too good to be true
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11
Q

GETA

A

General Equal Treatment Act

Prohibits discrimination of ex
race, ethnic background, sex, religion/believes, age, disability, sexual orientation

Important in

  • Promotion
  • Professional advancement
  • Recruitment conditions
  • Selection criteria
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12
Q

Importance of selecting the right employees

A
  • Organizational performance: Rely on people and the people can increase organizational performance of the company
  • Cost of recruiting and hiring: salary of HR (external), time of recruiter, training cost, travel cost, assessment center
  • Legal obligations and liability: ex. criminal background and performance of criminal acts within the company
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13
Q

Employee Selection Process

A
  1. Recruited candidate
  2. Review of applicants and resumes
  3. Preliminary Interview
  4. Selection methods
  5. Employment interviews
  6. Pre-employment screening: background and reference check
  7. Physical examination
  8. Selection decision
  9. New employee

Through out step 2-8 candidates can be rejected

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14
Q

Types of selection methods

A
  1. Cognitive ability test and intelligence test: test online
  2. Computerized and online test: mostly for pre selection
  3. Reference checks and background checks
  4. Personality inventories: the big 5, characteristics of people
  5. Honesty tests and graphology: analyzing by hand writing
  6. Interviews
  7. Work samples/performance testing
  8. Physical ability tests
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15
Q

Selection of method standards

A
  • Reliability: performance measure
  • Validity: correctness of measurement, would good performance in the test also result in good job performance?
  • Criterion validity: correlation between test scores and job performance scores
  • Content validity: questions and problems Representative for job
  • Generalization: extension of selection method from one context to another
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16
Q

Aptitude appraches

A
  1. Biographical approach: past achievement and experiences ex. interview, references
  2. Simulation approach: candidates action in relevant scenarios ex. work samle or performance test
  3. Trait approach: existing fundamental personality traits: personality and intelligance tests

–> Assessment Center

17
Q

Interviews

A

Dialogue initiated by one or more persons to gather info and evaluate qualifications of an applicant for employment

  • Low reliability (if unstructured)
  • Low validity (if unstructured)
  • low generalizability

Interview consists of structure, content and administration. Can be structured or not.

18
Q

Interview questions

A
  1. Situational
  2. Behavioral
  3. Job-related
  4. Stress
19
Q

How interviews can be done

A
  1. Sequential
  2. Panel
  3. Phone
  4. Video/Web assisted
  5. Computerized
  6. Mass
20
Q

Structured Interview

A
  1. Welcome and warm up
  2. Company presentation
  3. Applicant presentation
  4. Focus on vacant position
  5. Clarification of open questions
  6. Good buy
21
Q

Impacting interviews usefullness

A
  1. First impression
  2. Interviewer’s misunderstanding of job (consultant or other)
  3. Pressure to hire
  4. Nonverbal behavior and impression management
  5. Applicants personal characteristics
  6. Interviewers behavior
22
Q

Work sample as a method

A

Exercise reflecting on actual job responsibilities and tasks. Places in job situation

  • High reliability
  • High validity
  • Generalization usually job specific
23
Q

Most popular work samples methods

A
  1. Leaderless group discussion
  2. In basket test
  3. Situational judgement test
24
Q

Leaderless discussion (Work sample method)

A

Group given a job related topic and should carry on discussion for a certain time

Analyse: communication, influence, collaboration, resolveing disagreements, problem solving, relationship management

25
Q

In basket test (Work sample method)

A

Test with letters, notes, calls and other materials for candidate. Candidate should be faced with problems and see how the person solves the administrative positions

Method looking at work independently, organization abilities, planning, priorities, decision making, risk taking

26
Q

Situational-Judgement test (Work sample method)

A

Job related questions in verbal, written or visual form. Observe reactions

27
Q

Cognitive ability test

A

measurement of different mental abilities ex verbal, mathematics , reasoning and reading

  • High reability
  • Moderate validity
  • High generalizableity
28
Q

Hansmann Study from 2006

A
  • Looking at student academics sucess.
  • High school graduation grade and course specific examination.
  • SAT reasoning test (critical reading, math, writing)
  • Students academic success (after first semester)

Findings

  • Grade HS, SAT and course spec exam played role in students academic success
  • HS grade biggest power
  • Math skills mot important require to study economics
29
Q

Assessment Center

A
  • Biographical approach
  • Simulation approach
  • Trait appraoch

Process with multiple raters evaluates employees performance on exercises
Ex. Cognitive analysis, presentations, role-play, in basket, LGD, interviews, case study, etc

30
Q

Assessment Center - skills and abilites

A
  • Presentation: stability in stressful situations, presentation skills, persuasiveness
  • Role-Play: stability in stressful situations, conscientiousness, decisiveness, empathy
  • In-Basket: administrative, conscientiousness, decisiveness, risk taking, priority

Leaderless group discussion: interpretation skills, stability performance, acceptance by group, leadership, individual

  • Cognitive ability: intellectual, verbal, mathematical, reasoning, reading
  • Interviews: work oriented, motivation, career orientation, past performance
31
Q

Assessment Center - Pros and Cons

A

Pros

  • Flexibility
  • Reliability and validity
  • Both external and internal candidates

Problems

  • adoption of AC methods without adjustment
  • Blind acceptance of AC data
  • Lack of Control of generated info
32
Q

Other selection methods

A
  • Background investigation
  • Preemployment information services
  • Polygraph and honesty testing
  • Graphology
  • Physical exams
  • Substance abuse screeing
33
Q

Costs of choosing the wrong condidate

A

Recruitment costs
Ex. jobb add, personell consultant, job interviews, material costs, removal costs

Bridging costs

  • lowered productivity
  • uncertainty among clients, employees and colleagues

Training costs
Ex. direct personell costs, training and instruction, indirect personell costs

Dismissal costs
Ex. compensation, personell and material for dismissal procedure

34
Q

Employee selection for overseas assignment

A
  • Differing job responsibilities
  • Language and cultural barriers
  • Family matters
  • Frustration simple routines activities
  • Lack of traditional support system
35
Q

Factors for expatriate success

A

Job Factors
Ex. technical skills, familiarity host country, managerial skills, administrive competance

Relational dimensions
Ex. tolerance for ambiguity, cultural empathy, interpersonal skills

Motivation state
Ex. belief in mission, inernest in overseas experience, career path,

Family situation
Ex. adaptiveness, willingness of family, marriage stability

Language skills
Ex. non verbal communication

36
Q

Strategic HRM Process

A
  1. Conducting job analyses
  2. Recruit candidates
  3. Interview and select employees
  4. Compensate employees
  5. Appraise employees
  6. Manage HR in global and entrepreneurial firm

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