Employment Selection Lesson 7 PDF

LESSON 7. EMPLOYMENT SELECTION LEARNING OUTCOMES: At the end of this lesson, the students can: 1. Describe accurately the employee selection procedure using a process flow chart; 2. Identify correctly the DOs and DONTs of job interview through concept maps BTI: 1.1...

LESSON 7. EMPLOYMENT SELECTION LEARNING OUTCOMES: At the end of this lesson, the students can: 1. Describe accurately the employee selection procedure using a process flow chart; 2. Identify correctly the DOs and DONTs of job interview through concept maps BTI: 1.1.1 Demonstrate content knowledge and its application within and/or across curriculum teaching areas INTRODUCTION: Employee selection refers to the particular HRM process of selecting the right person for the right job based on certain specified, criteria, such as competencies, experiences, and abilities. That is to say, employee selection is ruling our unqualified job seekers and choosing only those possessing the relevant qualifications inventory. A major employee why a company should develop a well-organized selection policy is to maximize hiring effectiveness. A wrong hire may be unavoidable, but nevertheless, it could create critical problems for organizations. It could cost companies a fortune because of the need to seek for a replacement, not to mention the compensation you are paying to somebody who may not even be performing satisfactorily. Effective selection, therefore, requires a careful study of the suitability of the applicant to the job. ACTIVITY: Answer this Motive question: If you were to select a secretary, what qualities of an employee will you choose? How will you choose him/her? ACQUISITON OF THE NEW KNOWLEDGE: The Selection Process  For most organizations, choosing someone for the job is an ongoing task. Selection is rather extensive and complicated because it comprises as set of steps prior to making a final hiring decision. The series of steps may differ among organization as well as the kind and extent of the vacancy to be filled. Thus, every step should be assessed or evaluated as to its worth to the organization. Whatever method a particular company wants to use, it should adhere to the rules of ethics, with reference to what is mandated by law. Take not that not all applicants should successfully go through all of these steps. Some may be turned down after the initial screening, while others may not pass the employment test. Step 1 – Completion of Application The application form plays a primary role in the hiring decisions because of introduces a jobseeker to the company awhile giving the employer preliminary facts about the job applicant. When writing the application form, include information that are job-related such as work history, academic background, and other specifications. These information are the bases for asking questions during the job interview. Take note that falsifying information and data in the application form could put the applicant in hot water. For example, indicating in your curriculum vitae that you earned a master’s degree in business administration from a university, but you never enrolled in that university and have not taken any academic units in business administration. People, even those in high position, frequently exaggerate their qualifications on resumes and omit unflattering information The Following are some suggestions for putting together an application form: 1. Application Date – putting a date in an application form is a must. This allows employer to mark when the form was accomplished and gives them a clue when to put the form on file. 2. Educational Background – The form should show blank spaces for academic records but not the inclusive dates of attendance since that can be connected with are. 3. Experience – Virtually any question that focuses on work- related experiences are allowed.  4. Arrest and Criminal History – Queries regarding arrests alone are unacceptable. But questions about conviction and guilty pleading are allowed. However, the application must state that answering “yes” will not necessary disqualify the candidate. Whether it will or not depends upon whether the conviction is job-related. For example, someone convicted for illegal drug use could potentially be disqualified for a job working in a pharmaceutical manufacturing plant. 5. National Origin – Questions about national origin are not permitted. However, it is permissible to inquire whether the individual is legitimately prohibited from being employed in a particular country. They must also provide supporting documents proving such. 6. References – When stating names of references, it is advisable to inform them in advance as a matter of ethics and respect. 7. Disabilities – This is likely to be a tricky area. Employers are not allowed to ask applicant questions designed to elicit information about the type, or seriousness of the disability. Questions about the ability of an individual to perform work roles, however, are acceptable. Employers can ask whether an applicant needs reasonable accommodation, that is, if the incapacity is observable and if the job aspirant voluntarily revealed the handicap. Step 2 – Initial Interview in the HR Department The first interview is preliminary and its purpose is to eliminate applicants who are clearly unqualified on the basis of their apparent characteristics such as age, height, physical condition, years of experience, educational attainment, etc. Step 3 – Pre-Employment Testing This will enable an objective evaluation of applicants. Pre- employment tests are necessary to predict that quality of the job candidate under certain circumstances. The number and kinds of employment tests differ among companies. A careful study should be made to determine what tests are suitable for measuring the aptitudes and abilities required by the various jobs in the firm. Step 4 – Reference/Background Check Organizations check the references of employees in a number of ways. The most common way is making a phone call. Employers find this method very practical and easy to do. It helps them identify unqualified applicants in a quick manner. But other alternatives such as faxes, mail, and email are also used as long as they pertain to the job for which one is being hired. Background checking is going beyond reference checks. It is a process whereby employers check the authenticity and accuracy of the information provided by the applicant in her or her resume, or during an interview. Some commonly used background checks include: visiting the academic institution from which the applicant claimed he or she graduated, verifying past employment that includes length of service and work performance, or doing an online search to establish the truth about his or her credentials and job experiences. If it is later proven that an employee lied about his or her credentials or falsified other personal information, the employer may eventually fire the employee. Step 5 – Supervisor/Team Interview After preliminary screening has been conducted, the job candidate is deemed to be most qualified is endorsed to the unit or department that sent notice about the vacancy, and ultimately undergo a final interview with the unit or department head. A final decision is made and communicated to the human resource department. Step 6 – Medical Exam/Drug Test The employment medical tests are administered to ensure the company that the potential hire is physically able, with an overall excellent health conditions, and the fit to perform any designated task. In other words, employers want assurance that the applicant does not have any serious medical condition that will put him or her, and other employees at risk. This is normally one of the final steps in the selection process and done prior to a job offer. Step 7 – Hiring Decision Once all the above steps have been executed, it’s time to make the final hiring decision. Even though the candidate seems to meet the hiring requirements, the hiring team should understand that the decision should be based on the selection criteria and not who has emerged as a frontrunner because of a certain positive trait; otherwise, this could cause problems later on. Thus, to ensure your final decision is truly objective, double check you selection and hiring standards to make sure that the job fits the person. Step 8 – Job Offer Now that a final decision has been made and the right match found, it is time to make a job offer. Although verbal job offers are acceptable, it is smarter to have a written one on hand complete with the provisions of the job such as working conditions, compensation package, relationships, and even culture. Have it signed by the candidate and a deal is closed. Types of Pre-employment Test Pre-employment test are means of measuring and screening the most qualified applicants for the job in terms of attitude, behavior, personality, etc. Companies may administer some or all of the following pre-employment test:  Polygraph Test. This is a type of instrument specifically used to interrogate and investigate an applicant about certain events and determine whether if the individual is telling the truth or lying when responding to questions. Polygraph test is sometimes called a truth verification exam and questions normally focus on use of drugs, theft or other crimes. The moment the polygraph machine detects significant changes like unusual heart and pulse rates, sever perspiration or remarkable hand and body movements, the machine will indicate that the person is lying. There is so much bias with it because most people react indifferently to situations, hence, a polygraph test may not be ideal in detecting lies.  Honesty and Integrity Test. This type of pre-employment test is meant to identify and measure an applicant’s honesty, dependability, and even work ethic. Typical questions cover views regarding the frequency of bad behavior and attitude toward work. Honesty and integrity tests are usually administered to applicants whose job includes handling money, or those the banking industry or sales and marketing.  Graphology. This refers to the analysis of the handwriting of a person and is now also used to interpret a person’s character,  personality, and emotional and intellectual capacity. A graphology expert obtains handwriting samples and assesses certain features such as slopes, size, and how the letter are positioned. From the results of the assessment, the graphologist can form a conclusion about a person’s overall personality.  Physical Aptness. Besides knowing a person’s personality traits, mangers also demand the assessment of an individual’s physical strength. Practices from the past note that employers put more emphasis on stamina vigor, height and weight as essential job requirements. This is disadvantage for women and disabled person, leading to lawsuits, after a Dial Corp. plant in Fort Madison, Iowa, began using a strength test in 2000, the company found itself subject to such lawsuit. Prior to the tests, nearly 50% of the people hired at the plant were women. Once the test was implemented, the percentage dropped dramatically. An appeal court subsequently ruled the test has a a disparate impact on women because although injuries at the plant fell, they actually began doing so after the company instituted new safety rules, which was years before the strength test was implemented.  Medical. The Philippine law explicitly states that all pre- employment examinations should be rightfully relevant to the needs of the job. The medical test should only be performed after the job offer has been made. In addition, the examination must be required for all candidates offered the job.  Drug Test. Drug tests are randomly administered to applicants who belong to specific occupations like transportation, military defense, and in the aviation industry. Urine, hair, saliva, and sweat testing are commonly used to detect signs of drug use. Hair drug test for instance, can detect drug use. A saliva drug test is perfect during accident met by employees if a urine test is not possible. Sweat drug test is effective when administered to employees reporting back to work after testing positive.  Personality and Interest Inventories. The aim of this pre- employment test to gauge the person’s overall personality and behavioral traits. The Job Interview  Job interview is a formal conversation between a job application and the employer’s representative. It could be done either on a one- on-one style or with a panel of interviewers. The primary aim is to assess whether the applicant should be hired or not. Interviewing is one of the most widely used tools for selecting would-be employees. It is, in fact, a very necessary undertaking of the hiring team. It gives the employer a first hand opportunity to find out about a job candidate’s work history, academic qualifications, growth and advancement experiences, and other personal attributes that are seldom revealed in the resume or curriculum vitae. The interview also gives would-be employees the chance to ask about the company’s processes and expectations. While there may be some doubts about its credibility, the interview will remain a part of the selection process. Nonetheless, the interview may be negatively influenced by personal and subjective judgments. In these instances, the judgments of different interviewers may vary dramatically, and the quality of the hire can be called into serious questions. Here, we review the characteristics, advantages, and disadvantages of various types of employment interviews. We highlight the fact that the format of the interview strongly influences the success of the hiring process. 1. The Unstructured Interview. This is a form of interview in which questions are not ascertained ahead of time. It has a tendency to be a bit unrestrained and free flowing, comparable to a regular chart. However, it can at times be viewed to be very investigative in nature because it allows for more questions to evolve during the interview, which are normally dependent on the answers of the interviewees. The interviewer asks open- ended questions, like “why should we hire you” and “why do you want to work with us,” permitting the application to answer the questions without restraint. 2. The Structured Interview. This is when all questions are prepared beforehand. Structure interviews have uniformity, which means each person being interviewed is asked the same set of questions in precisely the same order and is precisely the same way. Within the general category of structured interviews is the situation interview, wherein the job seeker is asked to  respond to a specific situation he or she may face on the job. This type of questions is designed to draw out more of the analytical and problem-solving skills of the applicant. 3. The Panel Interview. This type of interview involves a group of interviews who alternately pose questions to certain job applicant. Typically, there are three to five interviewers during the panel interview. 4. The Computer and Virtual Interviews. Virtual interviews, also known as digital or video interview allows people to conduct an interview in an automated manner by conducting it online. The interviewers use virtual interview as a standard way of assessing the potential of the candidate. Common Job Interview Questions A job interview is one of the most significant steps in people selection because it links both the employers and those seeking jobs. Very importantly, it assists managers in gathering additional facts about job candidates, which may not be disclosed in the resume. Although it is not safe to make assumptions about what questions will be asked during a pre-employment interview, a job applicant can anticipate and prepare his or her responses to some of these most commonly asked questions during a job interview:  How would describe yourself? This is most likely the lead off question in any interview session. This question gives the job interviewer first-hand knowledge about you and your personal attributes. Start by showcasing yourself, your educational background, and other job-related personal information; most of all, say why you think you are the perfect “match” the company needs. In other words, create an enticing first impression without appearing to be boastful. Do not make the mistake of undervaluing yourself because it could be a fatal error.  What made you want to work with us? When you answer, remember to just stick to what is true. Make it a point to always put a genuine feeling on your responses. It is better to give the interviewer the perception that you are vey determined to embrace opportunities rather than giving him the  idea that you are trying to get out of a bad workplace condition. Remember, never badmouth your previous or current organization, supervisor, or colleague.  If we hire you, how could you help in the achievement of the company’s goals? The interviewer will ask you about your qualified and traits that will qualify you for the job. Be ready to explain why you are the applicant the company wanted to hire without sounding pretentious.  What are your reasons for leaving your previous job? This is a very candid interview question. Clearly, the interviewer wants t know why you left your previous job or your current position. The only way to respond to this question is to tell the truth. Additionally, the interviewer is trying to detect whether you are a loyal, reliable, and sensible person.  What are your goals for the future?/What is your personal vision in life? This question is intended to find out if you will stay with the company or resign as soon as you find a better opportunity. Your job is to assure the interviewer of your commitment and that your goal is to grow with the company. Additional Pointers Prior to the interview session, find time to study about the company and the position you are applying for. The more information you have, the better armed and confident you will be in answering the interview questions. There is nothing better than to come prepared with a ready answer. Above all, never allow your nerves to win over you on interview day. Make sure too that your attire has just as much impact on your success. Keep in mind that an interviewer’s first impression is often a lasting one. So, the manner in which you carry and package yourself during a job interview is always important. Take note that whether you are a male or a female, never ever wear blue jeans, as well as very loud and bright clothing. They are great turn-offs. Instead, always dress in a way that is suitable to the position you are applying for.  Doing well at a job interview means coming prepared. Here are some job interview DOs and DONTs to guide you in your hunt and to maximize your chances of getting hired: Job Interview Dos 1. Dress to advantage. Wear an out fit that is most proper to the job or position you are interviewing for, otherwise, it could be a disqualifying mark. 2. Be on time. Being early is a sign that you are determined to get the job. If you cannot come on time, it will suggest to the prospective employer that your intention is not genuine. 3. As you are meeting with the interviewer, express your greetings with a pleasant smile and a firm and full handshake. A strong handshake is an indication of confidence and gratitude. 4. Bring a copy of all pertinent papers including an extra copy of your resume. You will never know, the interviewer might ask for it. 5. Pay full attention during the interview. Be ready to provide sensible and polite answers. 6. Be certain that you completely understand the questions and be sure to clarify points that you feel unsure about. 7. Maintain eye contact. Throughout the interview, look at the interviewer straight in the eye. Bowing your head indicates that you lack self-confidence. 8. Emphasize your accomplishments (without being too conceited). Doing this will prove that you will be a valuable resource to the company. 9. When answering to questions, support your description about yourself with a detailed example, if the situation asks for it. 10. Be in-depth with your answer and precise with your statements. 11. Ask questions aout the job. Doing this will give the company a chance to figure out whether you are truly eager to join them. You will also be able to prove your speaking skills.  12. Convey a sincere thank you message to the interviewer to express your gratefulness for the time he/she took to meet you. Job Interview DONTs 1. Don’t arrive late. You need some time to fix yourself or go to the powder room. 2. Don’t munch something chewy while having and interview. 3. Don’t drink alcohol and smoke a cigarette prior to the interview. 4. Don’t respond to mobile phone calls and messages. It is common sense to turn off cell phones once you are facing the interviewer. 5. Don’t mention anything negative about your former boss or colleagues. 6. Don’t manifest restless movements because you are inviting negative energy which could spoil your chances of getting the job. 7. Don’t lie. Lying is a big NO. Avoid your temptation to falsify your skills and accomplishments just to get hired. 8. Don’t make long “pauses” while thinking about the answer. Avoid using slang terms such as “ahhh” or “uhmm.” This can mean you do not know how and what to say. 9. Don’t tell jokes or discuss family issues. 10. Don’t inquire about compensation and other company perks until you get a job offer. 11. Don’t bring your parents or anybody else to the interview. It could indicate immaturity. 12. Don’t respond with a plain “yes” or “no.” Sell your talents and your skills. Nobody will do it for you. Give detailed descriptions. Are your questions legal?  The entire subject of what is legal or illegal in an employment interview gets pretty complicated. Questions should focus on the individual’s qualifications. Human resources personnel must be mindful of what is permissible and not. During an interview, the applicant has all the rights and privileges to refuse to respond to interview questions that are related or has nothing to do with the job. Studies show that withholding or refusing to respond to irrelevant questions may affect a job applicant’s chances of getting hired or the interviewer may form a negative opinion about the individual, or worse, he or she may be judged improperly. So, what could be the appropriate response? It depends on you. However, you may follow the following options: a. answer the question briefly and switch to another topic b. frankly tell the interviewer that the questions makes you uncomfortable c. directly tell the interviewer that the question is unlawful. In either case, you may displease the interviewer who very probably won’t hire you. But do not feel bad, instead, rejoice and do not let it turn your world upside down because you will never be happy with an employer who violates the law! Terminate the interview at will. The examples of appropriate and inappropriate questions are shown in the table below. These serve as guidelines for pre- employment interviews. Permitted Questions Not Permitted Questions  What education did you  What year did you graduate complete? What school(s) from high school or college? did you attend?  How old are you? What is  Do you possess a college your birthday? degree?  What is your sexual  Do you have a diploma or its preference? equivalent?  What is your religious  What work experiences affiliation? qualify you to work with us?  From where is your national  What licenses and origin? certificates can you present  What place are your parents for this position? from?  What name(s) do you use in  What is your maiden name? your educational and  Are you single, married, employment records? widowed, annulled, or   Have you worked for any separated? company using other name?  What is your spouse’s  Who referred you to apply name? what is her/his job? here?  Do you have physical  Where do you live? incapacities that would  How long have you stayed hinder you from doing the in your present address? job you applied for?  Are you a member of any  Do you own the house you professional organization? live in?  Do you have relatives that  Do you live alone or with are employed with us or companions? with out competitors?  How are you related to  Are there particular hours those you live with? that you cannot work?  Are you in a relationship?  Have you been convicted of  Have you ever been a crime? arrested?  Do you have any concerns  Are you a member of a about wearing a uniform? union?  How do you prefer to be addressed-Mr., Ms. or Mrs? Making a Final Decision After all the preliminary and final interviews and employment tests are administered, the next essential step for the hiring committee is to make a final decision. Because of the importance of their choices, the hiring committee should meticulously look into the qualifications inventory of the potential hire to making a job offer. In almost all big companies, officially notifying the potential hires is most often the responsibility of the human resource department. When assessing the top choices, be sure to select the candidate that matches the selection criteria and not just on the basis of one positive trait that seems striking to you. In applying for a job, you have already in mind what company you want to work with. Typically, you will pick one that gives you an attractive compensation, a friendly atmosphere, accommodating co- workers, and above all a job that you will love doing. APPLICATION 1. As a School Head, you are hiring a school guard to secure the property of the school. Prepare a flow chart of employee selection. Describe each step of the process and identify who are the people involved of each step in the selection process. PERSONS DESCRIPTION OF EVIDENCES OF INVOLVED ACTIVITES ACCOMPLISHMENT OF EACH STEP 1. 2. 3. NOTE: You can add more rows if needed. 2. Using a concept map, illustrate what are DOs and DONTs of job interview. Synapse Strengthener: Connect your own experience activity: Interview anyone of your relatives, friends or parents about their experiences during job interview and as a job applicant. Write one-page reflection or insights you have learned from their experiences during job interview. ASSESSMENT: Obtain a copy of a sample of employment application from the internet. Examine it carefully and determine if it includes information that are job-related and how useful they might be in making a hiring decision. Provide recommendation if necessary. REFERENCES: Corpuz, C. (2013).Human resource management. Manila: Rex Book Store Textbook: Lauron, D. ( 2019). Human resource management. Manila: Rex Book Store