employee selection & placement

8/7/2019 Employee Selection & Placement

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Employee Selection & Placement


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Abs tract:

Outlines various processes necessary to recruitand retain winning and leading employees.Asserts it is important to have a clear conceptionof objectives in staffing and placement of personnel, also there must be available specifichuman resources directed towards theaccomplishment of these objectives. Argues thatselection must be done in a professional manner and stresses the importance of job analyses for all positions. Suggests a number of qualitieswhich a successful manager will look for andinculcate in all employees.


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P ersonnel Selection : Overview

P ersonnel Selection is the methodicalplacement of individuals into jobs. Its impacton the organization is realized whenemployees achieve years or decades of service to the employer. The process of selection follows a methodology to collectinformation about an individual in order todetermine if that individual should beemployed. The methodology used should notviolate any laws regarding personnel selection.


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J ob Analysis:

A selection procedure has " validity " if a clear relationship can beshown between the selection procedure itself and the job for which the individuals are being selected. Thus, an important partof selection is J ob Analysis . A job analysis is usually conductedprior to, and is often used in, the development of the selection

procedures. However, a selection procedure may be "validated"after it has been implemented by conducting a job analysis andshowing the relationship between the selection procedure and thejob. The process of personnel selection involves collectinginformation about individuals for the purpose of determiningsuitability for employment in a particular job. This information iscollected using one or more selection devices or methods which

are categorized below:


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InterviewsP ersonality Tests

Biographical DataCognitive Ability TestsP hysical Ability TestsWork SamplesSelf AssessmentsAssessment Centers


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Ad vantage s

useful for determining if the applicant hasrequisite communicative or social skills whichmay be necessary for the jobinterviewer can obtain supplementaryinformationused to appraise candidates' verbal fluency

can assess the applicant's job knowledgecan be used for selection among equallyqualified applicants


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Can assess the applicant's job knowledgecan be used for selection among equally qualifiedapplicants

enables the supervisor and/or co-workers to determineif there is compatibility between the applicant and theemployeesallows the applicant to ask questions that may reveal

additional information useful for making a selectiondecisionthe interview may be modified as needed to gather important information


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D is a d vantage s

subjective evaluations are madedecisions tend to be made within the first fewminutes of the interview with the remainder of

the interview used to validate or justify theoriginal decisioninterviewers form stereotypes concerning thecharacteristics required for success on the job

research has shown disproportionate rates of selection between minority and non-minoritymembers using interviews


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negative information seems to be givenmore weight

not much evidence of validity of theselection procedurenot as reliable as tests


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T ype s of Interview s

U n s tructure d Interview Involves a procedurewhere different questions may be asked of different applicants.

Situational Interview Candidates areinterviewed about what actions they wouldtake in various job-related situations. The job-related situations are usually identified using

the critical incidents job analysis technique .The interviews are then scored using a scoringguide constructed by job experts.


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C omprehen s ive Structure d Interview sCandidates are asked questions pertaining tohow they would handle job-related situations,

job knowledge, worker requirements, and howthe candidate would perform various jobsimulations. Interviews tapping job knowledgeoffer a way to assess a candidate's currentlevel of knowledge related to relevant implicitdimensions of job performance (i.e., "tacitknowledge" or "practical intelligence" related toa specific job position)


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Structure d B ehavioral Interview Thistechnique involves asking all intervieweesstandardized questions about how they

handled past situations that were similar tosituations they may encounter on the job. Theinterviewer may also ask discretionary probingquestions for details of the situations, theinterviewee's behavior in the situation and theoutcome. The interviewee's responses arethen scored with behaviorally anchored ratingscales.


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O ral Interview B oar ds This technique entails the jobcandidate giving oral responses tojob-relatedquestions asked by a panel of interviewers. Eachmember of the panel then rates each interviewee onsuch dimensions as work history, motivation, creativethinking, and presentation. The scoring procedure for oral interview boards has typically been subjective;thus, it would be subject to personal biases of thoseindividuals sitting on the board. This technique may

not be feasible for jobs in which there are a largenumber of applicants that must be interviewed.


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Per s onality T e s ts : A selectionprocedure measure the personalitycharacteristics of applicants that arerelated to future job performance.P ersonality tests typically measure oneor more of five personality dimensions:extroversion, emotional stability,agreeableness, conscientiousness, andopenness to experience.


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Ad vantage s

can result in lower turnover due if applicants are selected for traits that arehighly correlated with employees whohave high longevity within theorganizationcan reveal more information about

applicant's abilities and interestscan identify interpersonal traits that maybe needed for certain jobs


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lack of diversity if all selected applicantshave same personality traits

cost may be prohibitive for both the testand interpretation of resultslack of evidence to support validity of useof personality tests


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B iographical D ata in Selection: Techniques for scoring application forms or biographicalquestionnaires to be used for selection of applicants.Ad

vantages

useful for jobs where a large number of employees areperforming the same or similar jobuseful for jobs where there are a large number of

applicants relative to the number of openings


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C ognitive Ab iltie s T e s ts : P aper and pencil or individualized assessment measures of an individual'sgeneral mental ability or intelligence.

These tests may be categorized as:General Intelligence TestsAptitude Tests

Mechanical Aptitude

Clerical AptitudeSpatial Aptitude


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Ad vantage s

highly reliableverbal reasoning and numerical tests haveshown high validity for a wide range of jobs

the validity rises with increasing complexity of the jobcombinations of aptitude tests have higher validities than individual tests alone

may be administered in group settings wheremany applicants can be tested at the sametime


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scoring of the tests may be completed bycomputer scanning equipment

lower cost than personality tests


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D is a d vantage s

non-minorities typically score one standarddeviation above minorities which may result inadverse impact depending on how the scores

are used in the selection processdifferences between males and females inabilities (e.g., knowledge of mathematics) maynegatively impact the scores of femaleapplicants


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Phy s ical Ab ilitie s T e s ts : Tests typically testapplicants on some physical requirement such aslifting strength, rope climbing, or obstacle coursecompletion.Ad vantage scan idendentify individuals who are physically unableto perform the essential functions of a job withoutrisking injury to themselves or otherscan result in decreased costs related todisability/medical claims, insurance, and workerscompensationdecreased absenteeism


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D is a d vantage s

costly to administer requirements must be shown to be job relatedthrough a thorough job analysismay have age based disparate impact againstolder applicants


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D is a d vantage s

costly to administer; often can only be administered toone applicant at a timealthough useful for jobs where tasks and duties can be

completed in a short period of time, these tests haveless ability to predict performance on jobs where tasksmay take days or weeks to completeless able to measure aptitudes of an applicant thusrestricting the test to measuring ability to perform thework sample and not more difficult tasks that may beencountered on the job


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Self- Ass e ss ment s : This technique involvesapplicants generating self-ratings on relevantperformance Over time, self-assessments can beuseful to clarify job performance expectations between

employees and supervisors (Bassett & Meyer, 1968;Campbell & Lee, 1988), but initial discrepancies inunderstanding of what job requirements andperformance dimensions between self- and supervisor ratings cause problems in a performance appraisal

system (e.g., Ash, 1980).Future Autobiographies


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Future AutobiographiesA candidate is asked to write a future autobiographystating what he/she would be doing in five years. Theautobiographies are then scored by two judges for differentiation, demand, and agency. Agency isdefined as the extent to which a person seeshimself/herself as the prime agent in determining thecourse of his/her future life. Demand is defined as theextent to which an individual portrays his/her life as along-term, continuing effort on his/her part.Differentiation is defined as the extent to which an

individual has created a complex, detailed mapping of his/her future (Tullar & Barrett, 1976).


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P roblems with this technique:This test does not measure any of the

KSA's that were identified through thejob analysis.There is no evidence that this methodwould reduce adverse impact.


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An Assessment Center consists of astandardized evaluation of behavior based onmultiple evaluations including: job-related

simulations, interviews, and/or psychologicaltests. J ob Simulations are used to evaluatecandidates on behaviors relevant to the mostcritical aspects (or competencies) of the job.


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Leaderless Group DiscussionThe leaderless group discussion is a type of assessment center exercise where groups of

applicants meet as a group to discuss anactual job-related problem. As the meetingproceeds, the behavior of the candidates isobserved to see how they interact and whatleadership and communications skills eachperson displays (Schultz & Schultz, 1994).


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P roblems with this technique:This type of exercise was not feasible for selecting candidates from a potential

applicant pool of 8000 individuals becauseof the time and cost involved with trainingthe individuals rating the applicants.Since every group would be different,

individuals could argue that the process isbiased or unfair.The process is not standardized.


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R ole P layingR ole playing is a type of assessmentcenter exercise where the candidate

assumes the role of the incumbent of theposition and must deal with another person in a job- related situation. Atrained role player is used and responds

"in character" to the actions of thecandidate. P erformance is assessed byobserving raters.


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P roblems with this technique:Since this technique is not conduciveto group administration, test securitywould be an issue.J ob content areas identified in the jobanalysis were not as amenable to this

type of exercise as they were to theselection techniques utilized in thefinal test


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J ob specifications

D efinition:N ature of a job specification is a

statement of knowledge, skills, andabilities needed to perform the job. It areminimum acceptable qualifications toperform a particular job. It is the samejob criteria.


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Example job specifications asfollows

1. Human re s ource s jo b s pecificationThey are sample job specifications for

human resources positions. Thesepositions are human resources director,human resources manager, humanresources specialist, human resourcescoordinator etc


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2 . Ad mini s trative jo b s pecificationIt include job specifications of admin manager,secretary, admin assistant

3 . Sale s jo b s pecificationThey are sample job specifications for salespositions. These positions are sales director,national sales manager, regional sales

manager, area sales manager, salesrepresentative /sales rep, sales consultant,sales executive etc.


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4 . Marketing jo b s pecificationThey are sample job specifications for

marketing positions. These positions aremarketing director, marketing manager,trade marketing manager, marketingofficer, marketing coordinator, marketingexecutive etc.


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5 . A ccountant jo b s pecificationThey are sample / template job specificationsfor accountant positions. These positions are

chief accountant, senior accountant, junior accountant, cost accountant etc.6 . Financial jo b s pecificationThey are sample job specifications for finance

positions. These positions are finance director,finance specialist, finance manager, financeanalyst etc


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7 . Executive jo b s pecificationThey are sample job specifications for executive positions. These positions areexecutive assistant, managing director,operations manager etc.8 . Project jo b s pecificationP osition of project dept include P rojectmanager, P roject director, P roject leader,

Assistant project manager, P roject engineer,P roject coordinator, P roject Assistant, P rojectanalyst.


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11. Purcha s ing jo b s pecification s

It include job specifications of purchasing

manager, purchasing officer etc1 2 . IT jo b s pecification s

It include 43 sample job specifications of IT field such as computer, software,general IT, website, database


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1 3 . Health care jo b s pecification sThese are over 20 samples of jobspecifications for health care positions (nurse,doctor).1 4 . In s urance jo b s pecification sThese are 11 samples of job specifications for

insurance positions.1 5 . B ank jo b s pecification sThese are over 10 samples of jobspecifications for banking positions (loan,

general bank, ATM).


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employee selection & placement

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