Selection, Placement, and Job Fit (HRM Group 3)

GROUP 3 SELECTION, PLACEMENT AND JOB FIT  GROUP 3 SELECTION PROCESS SELECTION PROCESS The Human Resource selection process is a systematic method to find the best candidates for job positions. The process involves multiple stages such as job search, recruitment, screening...

GROUP 3 SELECTION, PLACEMENT AND JOB FIT  GROUP 3 SELECTION PROCESS SELECTION PROCESS The Human Resource selection process is a systematic method to find the best candidates for job positions. The process involves multiple stages such as job search, recruitment, screening, interviews, assessments, and background checks. The goal is to find the best fit for the job while ensuring fairness, transparency, and compliance with legal standards.  GROUP 3 STEPS IN SELECTION PROCESS ROLE DEFINITION & JOB ANALYSIS Define the role Conduct job analysis Key responsibilities and required competencies JOB ADVERTISING Strategic job posting Choosing the right media platforms Targeting the ideal candidates PROACTIVE CANDIDATE SOURCING Active search for candidates Headhunting and networking Utilizing talent pools and databases COMPREHENSIVE SCREENING PROCESS Resume and application screening Use of applicant tracking systems Pre-screening interviews (phone/video) STRUCTURED INTERVIEW PROCESS Multiple interview rounds Consistent evaluation methods Behavioral and situational questioning THOROUGH ASSESSMENTS AND EVALUATIONS Role-specific tests (technical, psychometric) Problem-solving exercises Determining the candidate’s fit FINAL DECISION AND OFFER STAGE Comparing candidate performances Extending the offer to the selected candidate Ensuring a prompt offer process ONBOARDING AND INTEGRATION Orientation and training programs Team integration activities Setting expectations and frequent check-ins  GROUP 3 CONCEPTS IN DESIGNING AND EVALUATING SELECTION METHODS Selecting employees with formal assessments is complex, requiring a solid grasp of statistics, measurement, and legal issues. This report highlights key criteria for effective assessment implementation: Validity, Adverse Impact, Legal Requirements, and Organizational Concerns. 1. Validity Definition and Importance Validity determines whether an assessment method accurately measures job performance. It is crucial for assessing the appropriateness of an assessment method.  Types of Validity Criterion-Related Validity: Content Validity: Measures the relationship between Assesses whether an assessment assessment scores and job measures job-related tasks and performance. For example, a customer service skills test is valid if higher knowledge. Established through scores align with better job expert judgment and job analysis, performance. It is measured by a it is relevant for work sample tests correlation coefficient (0 to 1.00), with but not for cognitive or values around 0.30 to 0.50 considered personality assessments. typical. 2.Adverse Impact Definition : Adverse impact occurs when a selection method disproportionately affects protected groups, such as females, minorities, or individuals over 40. Example: If a physical ability test leads to 70% of males being selected but only 40% of females, it may indicate adverse impact, as the test disproportionately disadvantages female candidates. Measuring Legal and Organizational Considerations Legal Requirements: Organizational Concerns: Assessments with adverse impact Balance selecting high-quality must be valid and necessary for job candidates with minimizing adverse performance to be legally impact and promoting diversity. defensible.  Strategies to Mitigate Adverse Impact Effective Ineffective Recruit diverse candidates, assess a Low-validity assessments, test broad range of KSAs, and preparation sessions, or removing emphasize contextual performance. test items with large group differences.  GROUP 3 CONCEPTS IN DESIGNING AND EVALUATING SELECTION METHODS  3. COST DEVELOPMENT AND COST ADMINISTRATION COST CONSIDERATIONS HIGH COST VS. LOW COST INVESTMENT BALANCE Some assessments are expensive due to the High development costs may be offset by low need for job experts and test developers to administration costs, and vice versa. The costs create the assessments, and the high cost of associated with ineffective employees or high administering them with specialized facilities turnover can be significant, making the and evaluators while some are cheaper to investment in effective assessments potentially develop and administer as they require less worthwhile. specialized input and are easier to score.  4. APPLICANT REACTIONS IMPACT OF APPLICANT REACTIONS The recruitment and selection process shapes candidates' perceptions of the organization, influencing their likelihood of accepting a job offer and their view of the company.  APPLICANT REACTIONS FACTORS LEADING TO POSITIVE REACTIONS RELEVANCE OPPORTUNITY FAIRNESS FEEDBACK Assessments that Providing candidates Consistent and fair Giving candidates closely mirror job the chance to administration of feedback on their requirements are demonstrate job- assessment performance can viewed more relevant skills is procedures. improve their favorably. appreciated. perception of the process  4. APPLICANT REACTIONS FEEDBACK PRACTICES General feedback on performance and comparison with others is beneficial, but specific feedback on how to improve may not be provided due to potential security and cost issues.  GROUP 3 TYPES OF JOB INTERVIEW ONE-ON-ONE INTERVIEW The goal of this interview technique is to evaluate the candidate's abilities, experience, and overall suitability for the position while examining their background and compatibility with the company culture. A structured one-on-one interview follows a set of predetermined questions, ensuring consistency and fairness in evaluating candidates against established criteria for objective decision-making. Unstructured one-on-one interviews are more conversational, allowing interviewers to adapt questions based on candidates' responses for deeper insights into their personality and problem-solving abilities. GROUP INTERVIEW Employers conduct interviews for job openings. Quick evaluation and performance observation. Emphasizes courteousness, professionalism, and original responses. PANEL INTERVIEW Multiple interviewers question one candidate. Panel size ranges from 3 to 5 people. Interviewers ask questions from the prepared list or candidate's answers. In larger panels, some members may observe without asking questions. PHONE INTERVIEW Screen candidates before in-person or video interviews. Focus on basic topics to assess job requirements. Prepare questions and salary range. Take calls in a quiet, distraction-free environment. BEHAVIORAL INTERVIEW Assess how you've handled specific work situations. Interviewers analyze past behavior to predict future responses. Demonstrates ability to remain calm in similar situations. Can use the STAR method to answer behavioral questions REMOTE VIDEO INTERVIEW Conducted via video call for candidates who are far away. Saves time and money for both candidate and company. Treat the interview with the same professionalism as an in-person meeting. Report technical issues, such as internet or software problems, to the interviewer immediately. OTHER TYPES OF JOB INTERVIEWS: Lunch Interview Case Interview Company-based Working Interview Interview Stress Interview Puzzle Interview Informal Interview One-way On-the-Spot Interview Interview  GROUP 3 CONCEPTS OF PLACEMENT OF EMPLOYEE WHAT IS PLACEMENT? – Employee placement is a strategic function of Human Resource Management (HR) that directly affects the employee's performance, satisfaction, and organizational success. – It is a process of allocating employed individuals to certain jobs that match their skills and abilities. – It is the act of finally assigning the rank and responsibility to a selected employee, identifying him with a particular job. THE FOLLOWING ARE THE TWO (2) TYPES OF PLACEMENT WITH THE CONDITION OF WHETHER IT WILL BE TEMPORARY OR PERMANENT: 1. ) Initial Placement - Assigning new hires to roles based on their skills, experience, and potential. 2. ) Internal Placement - Reassigning current employees to different roles or departments, often due to promotions, lateral moves, or reorganizations. THE FOLLOWING ARE THE KEY CONCEPTS TO BE CONSIDERED IN THE PROCESS OF PLACEMENT: (i) Job Requirement – Ensuring that the employee's qualification and skills match the job description. (ii)Employee Preferences – Taking into account the candidate's career aspirations, interests, and preferred work style. (iii) Team Dynamics and Culture Fit – Placing employees in teams where they can work well with others and align with the team's and organization's culture. (iv) Developmental Opportunities – Placing employees in roles that provide growth and development opportunities, fostering career progression.  GROUP 3 IMPORTANCE OF PLACEMENT IMPORTANCE OF PLACEMENT Placement ensures employees are assigned to roles that maximize the strengths, enhancing overall job satisfaction. Effective placement not only boosts individual performance but also contributes to the long-term growth of the company. Strategic placement minimizes training time and costs by aligning role with employees' existing skills IMPORTANCE OF PLACEMENT Challenges of Ineffective Placement: Job Misalignment: Employees are placed in roles that don't ma skills, leading to lower productivity. Biased Hiring: Placement decisions may be influenced by unc biases, reducing diversity. High Turnover: Employees may resign due to dissatisfaction w that don't align with their abilities, causing frustration and disengagement.  GROUP 3 WHAT IS JOB FIT?  WHAT IS JOB FIT Job fit means making sure a person’s skills and personality match their job. This helps them work better, feel happier, and stay longer at the company. It's important not just when hiring but also when promoting or changing roles. If someone isn’t a good fit, they might not do well and may leave. But a good fit helps them perform better and enjoy their job. Managers should always consider both the person and the job to find the best match.  GROUP 3 IMPORTANCE OF JOB FIT  IMPORTANCE OF JOB FIT WHY IT'S IMPORTANT: Job fit isn’t just about matching skills to a job; it’s about finding the right role for a person so they can thrive. When job fit is good, employees are more satisfied, and the company benefits as a whole. JOB FIT'S IMPORTANCE : good job fit boosts motivation and productivity and keeps employees from leaving. When people feel they’re in the right job, they’re more engaged, willing to take on new challenges, and interested in growing with the company. This leads to better employee retention, as satisfied workers are more likely to stay and advance within the organization. This is good for both the employees and the company’s stability.  IMPORTANCE OF JOB FIT Keeping Employees and Hiring Right: High retention means employees are happy and motivated. To achieve this, it’s important to have clear job descriptions that match the role’s requirements. This helps attract candidates who are well-suited to the job, reducing the chances of hiring someone who isn’t a good fit, which can lead to dissatisfaction and turnover. Ensuring the right match between job descriptions and candidates is key to hiring well. Boosting Productivity: When employees feel like they’re in the right job, they’re more likely to work hard and be productive. This leads to better outcomes for the company. A good job fit encourages teamwork and helps the company achieve its goals more effectively.  GROUP 3 IMPACT OF SELECTION AND JOB FIT ON EMPLOYEE MOTIVATION AND MORALE EMPLOYEE MOTIVATION Hiring individuals whose skills, experience, and interests align with their roles can significantly boost motivation, leading to greater engagement and enthusiasm. Good job fit makes work meaningful and satisfying, boosting intrinsic motivation and encouraging employees to take initiative and work harder. EMPLOYEE MORALE Hiring practices that align with organizational culture and values boost morale by making employees feel accepted and valued, fostering a positive work environment. Proper job fit makes employees feel competent and comfortable, reducing stress and increasing satisfaction, which enhances overall morale. PRODUCTIVITY Selecting candidates with the right skills enhances efficiency and effectiveness, allowing employees to perform tasks more competently and boosting productivity. A strong job fit leads to better performance outcomes, as employees whose roles align with their strengths and interests are more productive and produce higher-quality work. EMPLOYEE RETENTION Effective selection processes reduce turnover by ensuring new hires are a good fit for the company and role, leading to greater job satisfaction and lower likelihood of leaving. When employees' jobs align with their skills and career goals, they are more likely to stay long-term, as proper job fit leads to greater satisfaction and reduced turnover. THANK YOU FOR LISTENING! HRM-21 GROUP 3