5. *The importance of selecting the right employees
*Organizational performance always depends in part on subordinates
having the right skills and attributes. *Recruiting and hiring
employees is costly. *The legal implications of incompetent hiring
*The liability of negligent hiring of workers with questionable
backgrounds
6. * Carefully scrutinize information supplied by the applicant
on his or her employment application. * Get the applicants written
authorization for reference checks, and carefully check references.
* Save all records and information you obtain about the applicant.
* Reject applicants who make false statements of material facts or
who have conviction records for offenses directly related and
important to the job in question. * Balance the applicants privacy
rights with others need to know, especially when you discover
damaging information. * Take immediate disciplinary action if
problems arise.
7. *Reliability *The consistency of scores obtained by the same
person when retested with the identical or equivalent tests. *Are
the test results stable over time? *Test validity *The accuracy
with which a test, interview, and so on measures what it purports
to measure or fulfills the function it was designed to fill. *Does
the test actually measure what we need for it to measure?
8. 1. Use tests as supplements. 2. Validate the tests. 3.
Monitor your testing/selection program 4. Keep accurate records. 5.
Use a certified psychologist. 6. Manage test conditions. 7.
Revalidate periodically. Testing Program Guidelines
9. * Cognitive tests assess reasoning, memory, perceptual speed
and accuracy, and skills in arithmetic and reading comprehension,
as well as knowledge of a particular function or job; * Physical
ability tests measure the physical ability to perform a particular
task or the strength of specific muscle groups, as well as strength
and stamina in general; * Sample job tasks (e.g., performance
tests, simulations, work samples, and realistic job previews)
assess performance and aptitude on particular tasks; * Medical
inquiries and physical examinations, including psychological tests,
assess physical or mental health; * Personality tests and integrity
tests assess the degree to which a person has certain traits or
dispositions (e.g., dependability, cooperativeness, safety) or aim
to predict the likelihood that a person will engage in certain
conduct (e.g., theft, absenteeism); * Criminal background checks
provide information on arrest and conviction history; * Credit
checks provide information on credit and financial history; *
Performance appraisals reflect a supervisors assessment of an
individuals performance; and * English proficiency tests determine
English fluency.
Sources:http://www.eeoc.gov/policy/docs/factemployment_procedures.html
The U.S. Equal Employment Opportunity Commission
10. *The same as in the previous slide, a include *PERFORMANCE
* EDUCATION and TRAINING *EXPERIENCE and OUTSTANDING ACCOMPLISHMENT
* PSYCHOSOCIAL ATTRIBUTES and PERSONALITY TRAITS *POTENTIAL
Sources: http://www.coa.gov.ph/Rules/csc/CSC-R010114.htm RESOLUTION
NO. 010114
11. * Employers should administer tests and other selection
procedures without regard to * * * * * * race, color, national
origin, sex, religion, age (40 or older), or disability. Employers
should ensure that employment tests and other selection procedures
are properly validated for the positions and purposes for which
they are used. The test or selection procedure must be job-related
and its results appropriate for the employers purpose. While a test
vendors documentation supporting the validity of a test may be
helpful, the employer is still responsible for ensuring that its
tests are valid under UGESP. If a selection procedure screens out a
protected group, the employer should determine whether there is an
equally effective alternative selection procedure that has less
adverse impact and, if so, adopt the alternative procedure. For
example, if the selection procedure is a test, the employer should
determine whether another test would predict job performance but
not disproportionately exclude the protected group. To ensure that
a test or selection procedure remains predictive of success in a
job, employers should keep abreast of changes in job requirements
and should update the test specifications or selection procedures
accordingly. Employers should ensure that tests and selection
procedures are not adopted casually by managers who know little
about these processes. A test or selection procedure can be an
effective management tool, but no test or selection procedure
should be implemented without an understanding of its effectiveness
and limitations for the organization, its appropriateness for a
specific job, and whether it can be appropriately administered and
scored. For further background on experiences and challenges
encountered by employers, employees, and job seekers in testing,
see the testimony from the Commissions meeting on testing, located
on the EEOCs public web site at:
http://eeoc.gov/eeoc/meetings/archive/5-16-07/index.html. For
general information on discrimination Title VII, the ADA and the
ADEA see EEOCs web site at
http://www.eeoc.gov/laws/statutes/index.cfm
12. * Define the Job Before Hiring an Employee * Plan Your
Employee Recruiting Strategy * Use a Checklist for Hiring an
Employee * Recruit the Right Candidates When Hiring an Employee *
Review Credentials and Applications Carefully * Prescreen Your
Candidates * Ask the Right Job Interview Questions * Check
Backgrounds and References When Hiring an Employee Source: Top 10
Tips for Hiring the Right Employee 10 Tips for Selecting and Hiring
the Right Employee By Susan M. Heathfield
13. 1. Hire for Attitude and Train for Skills 2. Thinking
Outside the Box 3.Go Where They Go 4.Employee Referral Programs
5.Databases - See more at:
http://www.clearfit.com/resource-center/candidate-sourcing/hiringand-recruiting-five-best-methods-used-by-recruiters-that-your-business-shouldknow/#sthash.xj1ArQyE.dpuf
14. Applicant testing and selection Human Resource Management
Thanks
