Employee Testing and SelectionOnce you build upon your app
- 1. Employee Testing and Selection Once you build upon your applicant pool, the next phase is to explain how to use various tools to select the best candidate for the job. The main topics we’ll cover include the selection process, basic testing techniques, types of tests, work samples and simulations, and making background and reference checks. There are also several techniques you can use to improve your skills at what is probably the most widely used screening tool, the selection interview. The Importance of Selection Properly selecting the most quali�ed applicants for review is probably the biggest challenge and task for managers to reduce the applicant pool and to �t the best candidate for the job. The aim is to �nd the person-job �t based upon the knowledge, skills, abilities and other competencies (KSACs). KSACs Review each icon to know more. There are three reasons as to why choosing the right candidate is important: To ensure the candidates have the right skills who will perform. Good selection is costly when you’re recruiting and hiring.
- 2. Inept hiring has legal consequences. Recall your reading that equal employment laws require nondiscriminatory selection procedures. Selection Tools There are several popular selection tools. Proper consideration and particular attention are very important in selecting the correct tool testing instrument to validate your overall results. Regardless of the various tools you may use, the key point to understand is they have to be reliable and consistent. Background Investigations Background checks/references is an inexpensive process if done right. How deeply this background check should be conducted depends on the position the individual has applied for. Another factor for this process is the legality of improper defamation. Below is a great article on why companies must be careful on how they use the information received from background checks: Adams, S. (2013, June 21). Background checks on the job candidates: Be very careful. Forbes Leadership. Retrieved from https://www.forbes.com/sites/susanadams/2013/06/21/backgrou nd-checks-on-job- candidates-be-very-careful/#5a7bd0646ea8 Additional Materials
- 3. From your course textbook, Human Resource Management, review the following chapter: Employee Testing and Selection From the South University Online Library, review the following articles: The Cult of Personality Testing: Why Assessments Are Essential for Employee Selection (https://www.thecampuscommon.com/library/ezproxy/ticketdem ocs.asp? sch=suo&turl=http://search.ebscohost.com.southuniversity.libpr oxy.edmc.edu/login.aspx? direct=true&db=edo&AN=70221080&site=eds-live) Using Personality Testing as Part of the Employee Selection Process (https://www.thecampuscommon.com/library/ezproxy/ticketdem ocs.asp? sch=suo&turl=http://search.ebscohost.com/login.aspx? direct=true&db=a9h&AN=120001349&site=eds-live) Interviewee Selection Test and Evaluator Assessments of General Mental Ability, Emotional Intelligence, and Extraversion: Relationships with Structured Behavioral and Situational Interview Performance (https://www.thecampuscommon.com/library/ezproxy/ticketdem ocs.asp? sch=suo&turl=http://search.ebscohost.com/login.aspx? direct=true&db=bth&AN=108840384&site=eds-live)
- 4. https://www.thecampuscommon.com/library/ezproxy/ticketdemo cs.asp?sch=suo&turl=http://search.ebscohost.com.southuniversit y.libproxy.edmc.edu/login.aspx?direct=true&db=edo&AN=7022 1080&site=eds-live https://www.thecampuscommon.com/library/ezproxy/ticketdemo cs.asp?sch=suo&turl=http://search.ebscohost.com/login.aspx?di rect=true&db=a9h&AN=120001349&site=eds-live https://www.thecampuscommon.com/library/ezproxy/ticketdemo cs.asp?sch=suo&turl=http://search.ebscohost.com/login.aspx?di rect=true&db=bth&AN=108840384&site=eds-live Due Date: By 11:59 p.m. EST, Wednesday, of Unit 8 Points: 100 Overview: Each week, you will create a new journal entry and answer specific reflection questions. Refer to the specific unit for the reflection questions. The journal will be graded in its entirety.
- 5. Instructions: Please reflect on the following in your journal. Stephen Covey’s habit Win-Win is a frame of mind that seeks mutual benefit in all human interactions. It encourages us to have consideration and consider other people’s wins as well as our own. We are conditioned to put people in categories. If we can break ourselves of that habit, we can open ourselves up to the possibilities of mutual benefit through a balance of empathy and courage. • How does the habit Win-Win, along with the concepts of inclusivity and diversity, help to grow an organization and help you to increase your growth mindset? Requirements: • Each journal is meant to be an ongoing individual conversation between you and your instructor during the week. • You are required to participate by Wednesday, 11:59 p.m. (EST), each week. • All conversations in the journal are strictly between you and your instructor and cannot be seen by other students.
- 6. Be sure to read the criteria below by which your work will be evaluated before you write and again after you write. CTC101– College Success Seminar Unit 8 Journal: Inclusivity and Civility Evaluation Rubric for Inclusivity and Civility Journal CRITERIA Did not meet expectations Needs Improvement Competent Meets or exceeds expectations (0–23 points) (24–29 points) (30–35 points) (36–40 points) Content Reflection
- 7. Reflection states only what was read or heard in class without any further development. Reflection raises ideas from the coursework with limited sharing about what it means to you and what you think about the ideas. Reflection shares the meaning you place on coursework experiences and how they connect to support your success. Reflection reveals critical thinking about course ideas and concepts that connect the meaning of the ideas and ways to
- 8. make them work for you in college and life. (0–17 points) (18–22 points) (23–26 points) (27–30 points) Personal Growth Inadequate evidence of reflection. Limited evidence of reflection on own work with a personal application and connection to learning. Evidence of reflection on own work with a personal application and connection to learning. Strong evidence of reflection on own work with a
- 9. personal application and connection to learning. (0–11 points) (12–14 points) (15–17 points) (18–20 points) Writing Quality Poor writing style lacking in standard English, clarity, and language used and/or frequent errors in grammar, punctuation, usage, and spelling. Needs work. Average and/or casual writing style that is sometimes unclear and/or with some errors in grammar, punctuation, usage, and spelling. Above-average
- 10. writing style and logically organized using standard English with minor errors in grammar, punctuation, usage, and spelling. Well written and clearly organized using standard English, characterized by elements of a strong writing style, and free from grammar, punctuation, usage, and spelling errors. (0 points) (5 points) (7 points) (10 points) Timely Participation Initial journal entry was submitted after Sunday. Initial journal entry was submitted by
- 11. Sunday. Initial journal entry was submitted by Friday. Initial journal entry was submitted by Wednesday. Personnel Planning and Recruiting Job analysis and the methods managers use to create job descriptions, job speci�cations, and competency pro�les or models is key to speci�cations of performance of the talent pool. The goal is to improve effectiveness in recruiting candidates. The topics we discuss include personnel planning and forecasting, using promotion from within in order to foster engagement, recruit job candidates, and develop and use application forms, and then we will turn to the methods managers use to select the best employees from this applicant pool. Workforce Planning Planning is the process of deciding what positions the �rm will have to �ll and how to �ll them. Its aim is to identify and address the gaps between the employer’s
- 12. workforce today and its projected workforce needs. Workforce planning should precede recruitment and selection. It should embrace all future positions, from the maintenance clerk to the chief executive of�cer (CEO). The Recruiting Pyramid Filling a relative handful of positions might require recruiting dozens or hundreds of candidates. Maintaining a quality A, B, C list of candidates will help in this process. There are some practical rules to use in determining whether to go outside or promote from within. Employers can’t always get all the employees they need from their current staff, and sometimes, they just don’t want to. Promotion from Within or Outside? New people, new ideas Great worker ≠ Great manager Right �t for the new role Better for your existing team Know Your Employment Law If you recall in your reading of the equal employment opportunity (EEO) and the law, there are numerous federal, state, and local laws and court decisions that
- 13. restrict what employers can and cannot do when recruiting job applicants. In practice, the key question in all recruitment procedures is whether this method limits quali�ed applicants from applying. Recruiting a diverse workforce isn’t just a social responsibility. Given the rise in minority, older workers, and women candidates, it is a necessity. Application Guidelines Ineffective use of the application can cost the employer dearly. Most employers require several application forms to outline the speci�c job and requirements. Link to Resources Refer to the following link to learn more. 4 Things Your Boss Won’t Tell You about Advancing Your Career (https://www.themuse.com/advice/4- things-your-boss-wont-tell-you-about-advancing-your-career) Additional Materials From your course textbook, Human Resource Management, review the following chapter: Personnel Planning and Recruiting From the South University Online Library, review the following articles: Resource Planning
- 14. (https://www.thecampuscommon.com/library/ezproxy/ticketdem ocs.asp? sch=suo&turl=http://search.ebscohost.com.southuniversity.libpr oxy.edmc.edu/login.aspx? direct=true&db=ers&AN=89163954&site=eds-live) The Strategic Aspect of Planning the Personnel Local Policy in the Direction of Sustainable Development of the Local Market https://www.themuse.com/advice/4-things-your-boss-wont-tell- you-about-advancing-your-career https://www.thecampuscommon.com/library/ezproxy/ticketdemo cs.asp?sch=suo&turl=http://search.ebscohost.com.southuniversit y.libproxy.edmc.edu/login.aspx?direct=true&db=ers&AN=8916 3954&site=eds-live https://www.thecampuscommon.com/library/ezproxy/ticketdemo cs.asp?sch=suo&turl=http://search.ebscohost.com/login.aspx?di rect=true&db=bth&AN=92609986&site=eds-live (https://www.thecampuscommon.com/library/ezproxy/ticketdem ocs.asp? sch=suo&turl=http://search.ebscohost.com/login.aspx? direct=true&db=bth&AN=92609986&site=eds-live) The Effects of Workforce Trends and Changes on Organizational Recruiting: A Practical Perspective (https://www.thecampuscommon.com/library/ezproxy/ticketdem ocs.asp? sch=suo&turl=http://search.ebscohost.com/login.aspx?