human resource
i want you to read the case very well and i want you to ONLY answer from the case study and chapter 8.
Summer 2020
HRM410: Techniques of Employee Selection & Recruitment
Weekly Assignment
Coverage: Chapter 8
Name
University ID No.
Refer to Chapter 8, read the Case Study and answer the questions.
Case Study
You have probably read over the years a number of stories in the press about employees particularly in the medical, educational and caring professions who have lied about their backgrounds and qualifications in order to obtain work.
Some of these stories have had alarming outcomes; hence the press coverage. It would appear that due to the competitive nature of todays job market, there is more temptation for some applicants to embellish the contents of their CVs.
One medium-sized organization found themselves in difficulties recently when they appointed a finance director. His CV indicated that he had an impressive array of qualifications and was experienced in the industry sector. It quickly became apparent, however, that he was not up to the job.
The HR manager was notified and was concerned to learn, four weeks after he commenced employment that a reference request to his former employer had been returned as not known at this address.
Further investigations showed that the finance director did not have the qualifications that he claimed, and that he had been dismissed by one of his previous employers for alleged fraud, although he had not been prosecuted.
The finance director remained unaware of the HR managers investigation until it had been completed and the decision was taken to dismiss him. This damage limitation strategy was successful in that the company was not financially exposed, but the experience did cost the company time and money, and they then had to start the recruitment and selection process all over again.
Source: Human Resource Practice by Malcolm Martin & Fiona Whiting, CIPD 2016
1. Explain the advantages & disadvantages of hiring an external agency to conduct applicants background checks. How can HR justify the additional cost of using an external agency? (50%)
2. Explain the difference between Credit Checks & Criminal Checks. For which kind of positions are such checks most crucial? (50%) Techniques of Employee Selection &
Recruitment
Chapter 8: External Selection 1
Muhammet Sait Dinc
[emailprotected]
Textbook:
Heneman, Herbert Judge, Timothy A. and Kammeyer-
Muller, John (8th Edition 2014). Staffing
Organizations, McGraw-Hill Irwin. ISBN 13: 978-007-
108647-9.
mailto:[emailprotected]
Organization Strategy HR and Staffing Strategy
Staffing Policies and Programs
Staffing System and Retention Management
Support Activities
Legal compliance
Planning
Job analysis
Core Staffing Activities
Recruitment: External, internal
Selection:
Measurement, external, internal
Employment:
Decision making, final match
Organization
Mission
Goals and Objectives
Staffing Organizations Model
8-3
Chapter Outline
Preliminary Issues
Logic of Prediction
Nature of Predictors
Development of the Selection Plan
Selection Sequence
Initial Assessment Methods
Resumes and Cover Letters
Application Blanks
Biographical Information
Initial Assessment Methods
References and Background Checks
Handwriting Analysis
Literacy Testing
Genetic Testing
Initial Interview
Choice of Methods
8-5
Learning Objectives for This Chapter
Understand how the logic of prediction guides the selection process
Review the nature of predictorshow selection measures differ
Understand the process involved in developing a selection plan, and the selection
sequence
Learn about initial assessment methods and understand how these methods are
optimally used in organizations
Evaluate the relative effectiveness of initial assessment methods to determine
which work best, and why
Review the legal issues involved in the use of initial assessment methods, and
understand how legal problems can be avoided
8-6
Preliminary Issues
Logic of prediction
Nature of predictors
Development of the
selection plan
Selection sequence
8-7
Logic of Prediction: Past Performance Predicts Future Performance
Not specific enough to make selection decisions
Job titles
Number of years of experience
What counts is the specific types of experiences required and the level of success
at each
8-8
Nature of Predictors
Content
Sign: A predisposition thought to relate to performance (e.g., personality)
Sample: Observing behavior thought to relate to performance
Criterion: Actual measure of prior performance
Form
Speed vs. power: How many versus what level
Paper / pencil vs. performance: Test in writing or in behavior
Objective vs. essay: Much like multiple-choice vs. essay course exam questions
Oral vs. written vs. computer: How data are obtained
8-9
Development of the Selection Plan:
Steps Involved
1. Develop list of KSAOs required for job
KSAOs are provided by job requirements matrix
2. For each KSAO, decide if it needs to be assessed in the selection
process
3. Determine method(s) of assessment to be used for each KSAO
Ex. 8.3 Assessment
Methods by Applicant
Flow Stage
Initial assessment
methods
Minimize the costs
associated with
substantive
assessment methods
by reducing the
number of people
assessed
8-10
8-11
Discussion questions
A selection plan describes which predictor(s) will be used to assess
the KSAOs required to perform the job. What are the three steps to
follow in establishing a selection plan?
8-12
Resumes and Cover Letters
Information provided is controlled by applicant
Information needs to be verified by other predictors to ensure accuracy and
completeness
Major issues
Large number received by organizations
Falsification and misrepresentation of information
Lack of research exists related to
Validity or reliability
Costs
Adverse impact
8-13
Overview of Application Blanks
Areas covered
Educational experience
Training
Job experience
Key advantage — Organization dictates information provided
Major issue — Information requested should
Be critical to job success and
Reflect KSAOs relevant to job
Sample application blank – Exh. 8.4
Sample Application for Employment
8-14
8-15
Application Blanks
Areas of special interest
Educational requirements
Level of education
GPA
Quality of school
Major field of study
Extracurricular activities
Training and experience requirements
Licensing, certification, and job knowledge
Weighted application blanks
Evaluation –> = .10 to = .20
8-16
Biographical Information / Biodata
Personal history information of
applicants background and interests
Best predictor of future behavior is
past behavior
Past behaviors may reflect ability or
motivation
Measures
Exh. 8.5: Examples of Biodata Items
Biodata compared with background
checks
Background check
examines an applicants background
conducted through records checks
and conversations with references
Biodata
used to predict future performance
information is collected by survey
8-17
Exhibit 8.5 Examples of Biodata Items
8-18
Evaluation: Biographical
Information / Biodata
Test-retest reliability can be high: .77 to .90
Predictive validity moderate: r = .32 to .37
Issues
Generalizability beyond first group?
Although predictive validity exists, it is not clear
what these inventories assess
Falsification can be a big problem
8-19
Reference Reports:
Letters of Recommendation
Problems
Inability to discern more-qualified from
less-qualified applicants
Lack of standardization
Suggestions to improve credibility
Use a structured form
Use a standardized scoring key
8-20
Reference Reports: Reference Checks
Approach involves verifying applicants background via contact with
Prior immediate supervisor(s) or
HR department of current of previous companies
Roughly 8 of 10 companies conduct reference checks
Problems
Same as problems with letters of recommendation
Reluctance of companies to provide requested information due to legal
concerns
Exh. 8.7: Sample Reference Check
8-21
Reference Reports: Background Testing
Method involves assessing reliability of applicants behavior, integrity, and
personal adjustment
Type of information requested
Criminal history
Credit information
Educational history
Employment verification
Driver license histories
Workers compensation claims
Key issues
Limited validity evidence
Legal constraints on pre-employment inquiries
8-22
Evaluation of Reference Reports
Predictive validity limited: r = .16 to .26
Validity depends on source providing information
HR department, coworker, or relative
Supervisors
What sources do you think work best?
Cost vs. benefit of approach must be considered
8-23
Genetic screening
Done to screen out people who are susceptible to certain diseases (e.g., sickle
cell anemia) due to exposure to toxic substances at work
Genetic screening is not widespread, companies such as Du Pont and Dow
Chemical experimented with it to protect their employees
Court decisions have ruled that genetic screening is prohibited under the
Americans With Disabilities Act (ADA)
genetic testing is permissible only when consent has been granted by the applicant or when
test results directly bear on an applicants ability to perform the job
8-24
Initial Interview
Characteristics
Begins process of necessary differentiation
Purpose — Screen out most obvious cases of person / job mismatches
Limitation — Most expensive method
of initial assessment
Video and computer interviews
Offers cost savings
8-25
Evaluation of Initial Interview
Minimal evidence exists regarding usefulness
Guidelines to enhance usefulness
Ask questions assessing most basic KSAOs
Stick to basic, fundamental questions suitable for making rough cuts rather
than subjective questions
Keep interviews brief
Ask same questions of all applicants
Choice of Initial Assessment Methods
8-26
Thank you
