Roles in the Selection Process
In small organizations, a supervisor may have great latitude in selecting employees to fill vacant positions.
Some organizations have formal procedures that require human resources to do most of the work, with the supervisor simply approving the candidates recommended.
In most cases, a supervisor works with a human resources department.
McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved.15-1
Selection Criteria
Be clear about what jobs need to be filled and what kind of people can best fill those jobs.Job description
Job characteristicsJob specification
KnowledgeSkillsAbilitiesOther characteristics
McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved.15-2
Recruiting Inside the Organization
Promotions or different tasks can be a source of motivation for employees.
Promoted or transferred employees are already familiar with the organization’s policies and practices.
Internal recruitment is accomplished through:Job postingsEmployee referrals
McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved.15-3
Recruiting Outside the Organization
New hires bring fresh ideas and skills that the organization may lack.
Basic ways to identify qualified outside candidates:AdvertisingEmployment agenciesSchools
McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved.15-4
The Selection Process
McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved.15-5
Screening from Employment Applications and Resumes
Review the applications or resumés to screen out candidates who are unqualified or less qualified than others.
Usually done by the human resources departmentCompares resumes with the job descriptionDoes not usually screen out a person
recommended by the supervisor
McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved.15-6
Interviewing Candidates
Objectives of the interview:Assess each candidate’s interpersonal and
communication skillsSee whether the supervisor and employee are
comfortable with one anotherLearn details about the information the candidate
has provided on the application or resumeAllow the candidate an opportunity to learn about
the organization
McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved.15-7
Who Should Interview?
Initially, someone in the human resources department
Later, the supervisor of the departmentIn some instances, team interviews may be
conducted to see how a candidate interacts with a team
Parts of an interview may be automated using a phone system or other technology
McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved.15-8
Preparation for the Interview and Interview Conditions
PreparationReview the job descriptionReview the applicant’s resume or job applicationArrange for an appropriate interview location
Interview conditionsPrivacyFreedom from interruptionsComfortable seatingConsider sitting at a small table, not behind a deskOffer coffee and “warm-up” conversation
McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved.15-9
Content of the Interview
Why do you want to work for our company?What kind of career do you have planned?What have you learned in school to prepare for a career?What are some of the things you are looking for in a company?How has your previous job experience prepared you for a
career?What are your strengths? Weaknesses?Why did you attend school/select your major?What do you consider to be one of your most worthwhile
achievements?Are you a leader? Explain.How do you plan to continue developing yourself?What can I tell you about my company?
McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved.15-10
The Interviewing Process
McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved.15-11
Interviewing Techniques
Structured interviewUnstructured interviewOpen-ended questionsClosed-ended questions
McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved.15-12
Interview Problems to Avoid
Know what types of questions are acceptable and unacceptable.
Don’t make decisions based on personal biases.
Avoid the halo effect.Don’t form erroneous first impressions.Avoid giving candidates a misleading picture
of the organization.
McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved.15-13
Conducting Employment Tests
Types of tests:Aptitude testProficiency testPsychomotor testPersonality testDrug test
Usually the human resources department handles the testing of applicants.
Be sure any test you use is nondiscriminatory.Be creative when designing your tests.
McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved.15-14
Conducting Background and Reference Checks
Many resumés and job applications contain false information:Former employers and length of employmentPast salariesCriminal records
Be sure to check references:PersonalAcademicEmployment
Be aware of restrictions on background checks.
McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved.15-15
Making a Selection Decision
The final decision of whom to hire is usually up to the supervisor.
With more than one qualified candidate, supervisors should select a person whose values and beliefs match those of the company.
Teams may benefit by people who seek compromise and others who challenge old ways by arguing for fresh ideas.
Human resources typically makes the job offer and negotiates pay and benefits.
McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved.15-16
Physical Examination
Experts advise that employers request a physical exam only after a job offer is made.Helps determine if the candidate is physically able to
fulfill the job requirementsThis timing reduces the risk that someone will sue the
company for refusing to hire him or her because of a disability
Determines whether the candidate is eligible for company-offered insurances
An illness, disability, or pregnancy may not be used as the basis for denying a person a job unless it makes the person unable to perform the job.
McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved.15-17
Legal Issues
Antidiscrimination laws:Title VII of the Civil Rights Act of 1964Age Discrimination in Employment Act of 1967Rehabilitation Act of 1973The Pregnancy Discrimination Act of 1978Vietnam Era Veterans Readjustment Act of 1974
Managing diversityWorkplace accessibility:
Accommodations for employees with disabilitiesWhat supervisors can do
Immigration Reform and Control ActMcGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved.15-18