Chapter 6: Developing Employees as Followers Flashcards
Steps in Selection Process
- Criteria Development
- Application and Resume review
- Interviewing
- Test Administration
- Selection
- Making the Offer
Criteria Development
Determining which sources of information on the potential candidate will be used and how sources will be scored and weighted
Planning stage of interview
Fit
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.
Application and Resume Review
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
Example of Internal Candidate
Someone that already works within the organization
Why should we hire internal candidates?
- 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
Why should we NOT hire internal candidates?
Inbreeding, Political infighting, Bad feelings
Example of External Candidates
Someone who works outside the organization
Why should we hire external candidates?
- Can help address diversity issues
- Brings new talent, obtain diversity goals, new ideas
Why should we NOT hire external candidates?
Expensive, Morale problems for internal, longer training
Disparate Treatment
Not interviewing a candidate because of one’s perception about the candidate’s age, race, or gender. This is more intentional than impact
Disparate Impact
Unintended discrimination against a protected group as a whole through the use of a particular requirement
Is the requirement for certain employees to retire (such as airline pilots) considered disparate impact?
It could, unless the company can prove that it is necessary for safety
Unstructured Interview
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
Structured Interview
Set of standardized questions based on the job analysis, not on the individual candidate’s resume
Screening
Interviewer combs through resumes to see who he or she wants to interview
Traditional Interview
Interviewer and candidate ask and answer a series of questions
Panel Interview
Several people interview one candidate simultaneously. Very effective use of time
Information Interview
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
Meal Interviews
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
Group Interviews
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
Video Interviews
Same as traditional interviews, except that video technology is used. Saves money
Situational Interview
The candidate is given a scenario and is asked how he or she might deal with the situation
Behavior Description Interview
Candidate is asked questions about what action was actually taken in different situations
Interview Bias
When an interviewer makes assumptions about the candidate that may not be accurate
Halo Effect/Reverse Halo Effect
Interviewer becomes biased because of one positive or negative trait a candidate possesses
Topics that you are not allowed to ask about in an interview
- National Origin
- Age
- Marital Status
- Religion
- Disabilities
- Criminal Record
- Personal Questions
Types of Tests
- Cognitive Ability Test
- Personality Test
- Physical Ability Test
- Job Knowledge Tests
- Work Sample Tests
Cognitive Ability Tests
Measure reasoning, math, and verbal skills
Personality Tests
Measure job fit based on personal characteristics
Physical Ability Tests
For jobs that require certain physical skills, such as being able to lift a set amount of weight
Job Knowledge Tests
Measure the specific abilities in relation to the job
Work Sample Tests
A requirement to show previous work or projects, such as for a graphic designer
Reference Checking
Provides additional evidence that the candidate’s abilities are in line with what you were told in the interview
Clinical Selection Approach
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
Statistical Method
A selection model is developed that assigns scores and weights on various factors, answers to interview questions, and test scores
What are the two salary questions and why are they asked?
- 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 - 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
Employee training and development
The process of helping employees develop their personal and organization skills, knowledge, and abilities
Employee orientation
The process used for welcoming a new employee to the organization
What are the goals of employee orientations?
- To reduce start-up costs
- Reduce anxiety
- Reduce employee turnover
- Save time for supervisor and coworkers
- Set expectations and attitudes
In-house training
Any type of program in which the training is delivered by someone who works for the company
When would in-house training be used?
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
Mentor
- 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
External Training
Includes any type of training that is not performed in-house. Last step and usually on-going
Career development programs
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
