MAN 325-Test 2 Cheat Sheet

MAN 325-Test 2 Cheat Sheet - CHAPTER 6 Selecting...

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CHAPTER 6 : Selecting Applicant… Using Selection to gain competitive advantage : Improving productivity, Achieving legal compliance, Reducing training costs. Manager’s Role in Selection : Determining needed competencies, Assessing job candidates, Providing input into selection decisions, Making job offers, Ensuring validity, Complaint investigations. HR Role in Selection : Providing technical support, Helping managers conform to legal and technical standards. HRM Role in Selection Technical support : Conduct job analyses, Write job descriptions, Set job minimum qualifications, Determine selection methods, Develop applications, Select/develop and administer employment tests. Conduct initial applicant screening, Conduct/commission background, reference checks, Approve selection decisions made by line managers, Monitor the firm’s hiring practices for EEO compliance and validity. HRM Role in Selection Legal/technical advice, Answering EEO-related questions , Offering interviewer training programs , Helping managers choose most appropriate selection device , Provide legal/EEO training for managers, Update veteran managers about changes. Choosing Selection Methods : Behavior consistency model, Best predictor of future job behavior is past job behavior, Implementation: Have applicants’ exhibited relevant behaviors in past jobs? If Yes, evaluate success of each behavior relevant to job, if no predict likelihood of behaviors. Legal constraints on selection (Discrimination stuff), if selection process causes disparate impact, then must stop process or demonstrate validity of it. Must make reasonable accommodation for religions and undue hardship. Tort Law (civil) Constraints- Negligent hiring: Employer hires someone unfit for the job who harms someone, Defamation: Impacts reference information – if untrue or truth cannot be verified. Applications- Determine if minimum job qualifications met, Judge presence (or absence) of job-related attributes “red flag” potential problem areas (multiple jobs in short time, etc). DO NOT ASK THINGS unrelated to job, or relating to protected class. Biodata inventories :Responses are objectively evaluated, Excellent predictors of job success, Few companies use this method (15% according to SHRM survey 2006, Some legal concerns – little legal precedent. FBI. Interviews-   4 types of information sought: Technical knowledge, Self-evaluative knowledge, Situational information, Behavior description information, Raise same legal concerns as applications. 7 steps to conduct interview: Establish rapport, Ask questions about past performance, Probe to clarify understanding, Seek contrary evidence, Allow candidate to ask questions, Close the interview, *Review notes, summarize findings, score candidate*. Interviews Listening Tips: Avoid being distracted, Spend at least 80% of time listening 20% talking, Don’t interrupt candidate (unless they are rambling), Ask follow-up questions to get clarity, Observe the candidate’s nonverbal expressions, Use nonverbal expressions to show interest, Listen for “free” information.
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