Chapter 6: Developing Employees as Followers

Question 1

Steps in Selection Process

Answer 1

1. Criteria Development
2. Application and Resume review
3. Interviewing
4. Test Administration
5. Selection
6. Making the Offer

Question 2

Criteria Development

Answer 2

Determining which sources of information on the potential candidate will be used and how sources will be scored and weighted

Planning stage of interview

Question 3

Fit

Answer 3

Right technical expertise, education, and experience, as well as compatibility in the company and team culture

EX: Facebook choosing engineers that are willing to take risks. Risk taking is nurtured at Facebook.

Question 4

Application and Resume Review

Answer 4

The goal: narrow down the number of resumes that must be looked at and reviewed

Should be based on criteria and consider internal vs. external candidates

Question 5

Example of Internal Candidate

Answer 5

Someone that already works within the organization

Question 6

Why should we hire internal candidates?

Answer 6

• Makes employees feel like they matter in the organization
• Shakes things up, causes shifts which can give employees more skills
• Cost effective, Rewards contributions, Improve morale

Question 7

Why should we NOT hire internal candidates?

Answer 7

Inbreeding, Political infighting, Bad feelings

Question 8

Example of External Candidates

Answer 8

Someone who works outside the organization

Question 9

Why should we hire external candidates?

Answer 9

• Can help address diversity issues
• Brings new talent, obtain diversity goals, new ideas

Question 10

Why should we NOT hire external candidates?

Answer 10

Expensive, Morale problems for internal, longer training

Question 11

Disparate Treatment

Answer 11

Not interviewing a candidate because of one’s perception about the candidate’s age, race, or gender. This is more intentional than impact

Question 12

Disparate Impact

Answer 12

Unintended discrimination against a protected group as a whole through the use of a particular requirement

Question 13

Is the requirement for certain employees to retire (such as airline pilots) considered disparate impact?

Answer 13

It could, unless the company can prove that it is necessary for safety

Question 14

Unstructured Interview

Answer 14

Questions are changed to match the specific applicant. For example, questions about the candidate’s background in relation to his or her resume might be used

Usually candidate talks more than the interviewer

Question 15

Structured Interview

Answer 15

Set of standardized questions based on the job analysis, not on the individual candidate’s resume

Question 16

Screening

Answer 16

Interviewer combs through resumes to see who he or she wants to interview

Question 17

Traditional Interview

Answer 17

Interviewer and candidate ask and answer a series of questions

Question 18

Panel Interview

Answer 18

Several people interview one candidate simultaneously. Very effective use of time

Question 19

Information Interview

Answer 19

Used when there is no specific job opening but the candidate is exploring possibilities in a particular field. Good bc can help find qualified people before job opening

Question 20

Meal Interviews

Answer 20

A more casual meeting, always involves a meal, might be able to observe more about the person, such as his or her manners and treatment of servers

Question 21

Group Interviews

Answer 21

Interview two or more candidates simultaneously. Can be a good source of information to learn how they may relate to other people in the job

Question 22

Video Interviews

Answer 22

Same as traditional interviews, except that video technology is used. Saves money

Question 23

Situational Interview

Answer 23

The candidate is given a scenario and is asked how he or she might deal with the situation

Question 24

Behavior Description Interview

Answer 24

Candidate is asked questions about what action was actually taken in different situations

Question 25

Interview Bias

Answer 25

When an interviewer makes assumptions about the candidate that may not be accurate

Question 26

Halo Effect/Reverse Halo Effect

Answer 26

Interviewer becomes biased because of one positive or negative trait a candidate possesses

Question 27

Topics that you are not allowed to ask about in an interview

Answer 27

• National Origin
• Age
• Marital Status
• Religion
• Disabilities
• Criminal Record
• Personal Questions

Question 28

Types of Tests

Answer 28

• Cognitive Ability Test
• Personality Test
• Physical Ability Test
• Job Knowledge Tests
• Work Sample Tests

Question 29

Cognitive Ability Tests

Answer 29

Measure reasoning, math, and verbal skills

Question 30

Personality Tests

Answer 30

Measure job fit based on personal characteristics

Question 31

Physical Ability Tests

Answer 31

For jobs that require certain physical skills, such as being able to lift a set amount of weight

Question 32

Job Knowledge Tests

Answer 32

Measure the specific abilities in relation to the job

Question 33

Work Sample Tests

Answer 33

A requirement to show previous work or projects, such as for a graphic designer

Question 34

Reference Checking

Answer 34

Provides additional evidence that the candidate’s abilities are in line with what you were told in the interview

Question 35

Clinical Selection Approach

Answer 35

Decision makers review data and based on what they learn and the information available to them, decide who should be hired
This can lead to disparate treatment

Question 36

Statistical Method

Answer 36

A selection model is developed that assigns scores and weights on various factors, answers to interview questions, and test scores

Question 37

What are the two salary questions and why are they asked?

Answer 37

1. If we were to make a job offer today, when would you be in a position to accept or reject the offer?
   This sees if there are other job offers on the table
2. At what point, dollar wise, would you accept our job offer and what point, dollar wise, would you reject the offer?
   Sees candidate’s expectations

Question 38

Employee training and development

Answer 38

The process of helping employees develop their personal and organization skills, knowledge, and abilities

Question 39

Employee orientation

Answer 39

The process used for welcoming a new employee to the organization

Question 40

What are the goals of employee orientations?

Answer 40

1. To reduce start-up costs
2. Reduce anxiety
3. Reduce employee turnover
4. Save time for supervisor and coworkers
5. Set expectations and attitudes

Question 41

In-house training

Answer 41

Any type of program in which the training is delivered by someone who works for the company

Question 42

When would in-house training be used?

Answer 42

Can be related to a specific job, like how to use a machine, but also relates to a lot of Human Resources topics
EX:
- Ethics training
- Sexual harassment training
- Multicultural training
- Communication training
- Management training
- Customer Service Training
- Operation of special equipment
- Training to do the job itself
- Basic skills training

Question 43

Mentor

Answer 43

• Trusted, experienced advisor who has direct investment in the development of an employee
• Assigned during in-house training
• May be a supervisor, but often a mentor is a colleague who has experience and personality to help guide someone through the processes
• Selected by experience, willingness, and personality

Question 44

External Training

Answer 44

Includes any type of training that is not performed in-house. Last step and usually on-going

Question 45

Career development programs

Answer 45

Process developed to help people manage their careers, learn new things, and take steps to improve personally and professionally. Kind of like a training program, but more individual based