HR 4 Selection & Onboarding Flashcards
Steps of the selection process
- Criteria development
- Application and resume review
- Interviewing
- Test administration
- Making the offer
Criteria development
Step one in the selection process. Determining which sources of information will be used and how those sources will be scored during the interview. Criteria are related to job analysis and job specifications. KSAO’s should be right.
Application and resume review
Step two in selection process. All applications are reviewed manually or through a selection process on the computer.
Interviewing
Step three in the selection process. After the HR manager selected a group with the minimum criteria there will be interviews. If the group is too big it will be done through phone interviews.
Test administrating
Step four in the selection process. There will be tests done before hiring decision is made. These tests can be; drug test, physical tests, personality test, cognitive testS
Making the offer
Step five in the selection process. Offer a positition to the chosen candidate. Compensation and benefits are also defined in the offer.
KSAO’s
knowledge, skills, abilities and other personal characteristics that makes a person succesful on the job
Panel interview
A panel interview occurs when several people are interviewing one candidate at the same time
Information interview
Informal interview to gain more information about a certain job. Candidate is exploring possibilities in a given career field
Nondirective Interview (unstructured)
Candidate essentially leads the discussion. General questions
Situational interview
How would the candidate deal with certain situations in the future
Behavior interview
How did the candidate deal with certain situations in the past
Cognitive ability test
How fast does the candidate learn
Personality test
A selection procedure measure the personality characteristics of applicants that are related to future job performance
Physical ability (skills test)
testing on the spot
Job knowledge
A job knowledge test is an assessment used to judge an individual’s knowledge about the various aspects of a specific job.
Work sample
Show skills, show pics of your work
Aptitude test
measures a persons ability to learn a specific set of new skills
Achievement test
Measures someones current knowledge (spelling etc)
Contrast bias
Occurs when an interviewer
inappropriately compares candidates
to a single candidate.
Example. if one participant is weak, others may appear to be more qualified than they actually are
Cultural noise bias
Occurs when candidates answer questions based on information they think will get them the job – What they think the interviewer wants to hear.
For example. A candidate who has been an individual
contributor may tell an interviewer that they
prefer to work as part of a team.
Gut feeling bias
Occurs when the interviewer relies on an intuitive feeling that the candidate is a good, or bad, fit for the position without looking as whether or not the individual’s qualifications meet the criteria established.
For example. You’re interviewing an applicant for a job, and
you feel something is off. They say all the
right things, and their resume is perfect for
the job, except your gut tells you otherwise.
Nonverbal behavior bias
Interviewer likes an answer and smiles and nods sending the wrong signal to the candidat
Nonverbal behavior bias
Interviewer likes an answer and smiles and nods sending the wrong signal to the candidate
Similar to me bias
Occurs when the candidate has interests or other characteristics that are the same as those of the interviewer which causes the interviewer to overlook negative aspects about the candidate.
For example. An interviewer who played college football
may select a candidate who did so too, even
though the candidate’s qualifications are not
the best for the position
Recency bias
Interviewer remembers candidates interviewed most recently more so than other candidates
Halo effect/reverse halo affect
Occurs when the interviewer
evaluates a candidate positively
based on a single characteristic.
For example. A candidate’s self-confident attitude may
overshadow a lack of experience in a
particular requirement.
Validility
The validity refers to how useful the tool is to measure a person’s attributes for a specific job opening. A tool may include any and all of the following:
How useful is the tool? Can you cut an onion for Front office?
Résumé-scanning software Reference checks Cognitive ability tests Work samples Credit reports Biographical information blanks Weighted application forms Personality tests Interview questions
Reliability
Consistency, always the same outcome who when and where, does not matter who will assess your exam. Always the same outcome.
An interview can only be reliable if they ask structured questions and score them
An example of an unreliable test might occur with reference checks. Most candidates would not include a reference on their résumé who might give them a poor review, making this a less reliable method for determining skills and abilities of applicants.
Reliability
Consistency, always the same outcome who when and where, does not matter who will assess your exam. Always the same outcome.
An interview can only be reliable if they ask structured questions and score them
An example of an unreliable test might occur with reference checks. Most candidates would not include a reference on their résumé who might give them a poor review, making this a less reliable method for determining skills and abilities of applicants.
Reliability
Consistency, always the same outcome who when and where, does not matter who will assess your exam. Always the same outcome.
An interview can only be reliable if they ask structured questions and score them
An example of an unreliable test might occur with reference checks. Most candidates would not include a reference on their résumé who might give them a poor review, making this a less reliable method for determining skills and abilities of applicants.
Selection methods (op volgorde)
Screening (resume, motivation letter)
Interviews
Testing
Checks (reference check, background check)
Selection methods (op volgorde)
Screening (resume, motivation letter)
Interviews
Testing
Checks (reference check, background check)
Advantages and disadvantages of internal candidates
+ Rewards contributions of current staff
+ Can be cost effective, as opposed to using a traditional recruitment strategy
+ Can improve morale
+ Knowing the past performance of the candidate can assist in knowing if they meet the criteria
- Can produce ‘inbreeding’ which may reduce diversity and difference perspectives
- May cause political infighting between people to obtain the promotions
- Can create bad feelings if an internal candidate applies for a job and doesnt get it
Advantages and disadvantages of external candidates
+ Brings new talent into the company
+ Can help an organization obtain diversity goals
+ New ideas and insight brought into the company
- Implementation of recruitment strategy can be expensive
- Can cause morale problems for internal candidates
- Can take longer for training and orientation
ASA
A theory holding that: (1) individuals are attracted to organizations whose members are similar to themselves in terms of personality, values, interests, and other attributes; (2) organizations are more likely to select those who possess knowledge, skills, and abilities similar to the ones their existing members possess; and (3) over time, those who do not fit in well are more likely to leave. Owing to these three factors, the personal characteristics of those who work for an organization are likely to become more similar over time, leading to the consolidation of organizational culture.
