HRPO2301_CHAPTER 6.docx - CHAPTER 6 Employ ee Selectio n Chapter Introduction 6.1Overview of the Selection Process 6.1aBegin with a Job Analysis

HRPO2301_CHAPTER 6.docx - CHAPTER 6 Employ ee Selectio n...

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CHAPTER 6 Employ ee Selectio n Chapter Introduction 6.1 Overview of the Selection Process 6.1a Begin with a Job Analysis 6.1b Steps in the Selection Process 6.1c Obtaining Reliable and Valid Information 6.2 Initial Screening 6.2a Initial Screening Methods 6.3 Employment Interviews 6.3a Types of Interviews 6.3b Methods for Administering Interviews 6.3c Diversity Management: Could Your Questions Get You into Legal Trouble? 6.4 Post-Interview Screening 6.4a Reference Checks 6.4b Background Checks 6.5 Preemployment Tests 6.5a Types of Tests 6.5b Determining the Validity of Tests 6.6 Reaching a Selection Decision 6.6a Summarizing Information about Applicants 6.6b Decision-Making Strategy 6.6c Final Decision
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Chapter Review Summary Key Terms Discussion Questions HRM Experience Case Study 1 Case Study 2 Learning Outcomes After studying this chapter, you should be able to LO 1 Explain what the objectives of the employee selection process are, its steps, and why the information gathered during the process must be reliable and valid. LO 2 Describe the tools used to screen applicants, the types of employment interviews and methods to administer them, and the post-interview screening tools firms use. LO 3 Compare the value of different types of employment tests and how their validity and reliability are assessed. LO 4 Explain how firms evaluate the information they collect on candidates and the decision strategies they use to select employees. Regardless of whether a company is large or small, it wants to hire the best and the brightest employees. In addition, equal employment opportunity legislation, court decisions, and the Uniform Guidelines (discussed in Chapter 3) make it critical for the selection process to be done well: One group of researchers found that employers lose approximately 90 percent of all hiring discrimination suits, and the average payout per case is $1.5 million. The bottom line is good selection decisions make a difference. So do bad ones. 6.1 Overview of the Selection Process LO 1 Suppose you have started a small business, and a number of people have expressed interest in working for you. Now you have to pick the right employees and avoid the wrong ones. But how should this be done? And what happens if it is not done correctly?
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Selection is the process of choosing individuals who are qualified to fill existing or projected job openings. Figure 6.1 shows that the overall goal of selection is to maximize “hits” and avoid “misses.” Hits are accurate predictions, and misses are inaccurate ones. The cost of one type of miss would be the expense of hiring an employee who turns out to be unsuccessful. The cost of the other type of miss is an opportunity cost—someone who could have done a great job but did not get the chance to do so.
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  • Fall '16
  • Chastity Clemons

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