Chapter 7: Selecting Human Resources
and the employer. Consequently, an applicant the organization wishes to hire might
turn down the job offer.
A nondirective interview uses questions that are developed from the answers to
previous questions. The interviewer asks general questions designed to prompt
I. Who Conducts Interviews?
Job interviews can be conducted by an individual, by several individuals sequentially,
or by panels or teams. For some jobs, such as entry-level jobs requiring lesser skills,
J. Effective Interviewing
Just being personable and liking to talk is no guarantee that someone will be an
effective interviewer. There are many factors related to interviewers that can influence
how well interviewees perform, including the ability to prompt good social interaction,
Chapter 7: Selecting Human Resources
• Plan the interview. Interviewers should review all information before the
interview, and then identify specific areas for questioning.
Questions to Avoid
The following are kinds of questions that should be avoided in selection interviews:
• Yes/no questions—unless verifying specific information, the interviewer
should avoid questions that can be answered “yes” or “no”
• Obvious questions—an obvious question is one for which the interviewer
already has the answer and the applicant knows it
Listening Responses to Avoid
Effective interviewers avoid listening responses such as nodding, pausing, making
casual remarks, echoing, and mirroring. However, giving no response to an
applicant’s answers may imply boredom or inattention. Therefore, interviewers
should use friendly but neutral comments when acknowledging the applicant’s
comments.
K. Problems in the Interview
Operating managers and supervisors are more likely than HR personnel to use poor
interviewing techniques because they do not interview often lack training. Several
Chapter 7: Selecting Human Resources
• Negative emphasis—when evaluating suitability, unfavorable information about
an applicant is often emphasized more than favorable information.
• Halo effect—the halo effect occurs when an interviewer allows a positive
characteristic to overshadow other evidence. The phrase devil’s horns
IV. Background Investigation
Background information can be obtained from many sources. Some of these sources
include past job records, credit history, testing records, educational and certification
records, drug tests, Social Security numbers, sex offender lists, motor vehicle records, and
military records.
A. Negligent Hiring and Retention
Lawyers say that an employer’s liability hinges on how well it investigates an
applicant’s background. Consequently, details provided on the application form should
be investigated extensively, and these efforts should be documented.
Chapter 7: Selecting Human Resources
• An employer does not research potential risk factors that would prevent a positive
hire decision
Many organizations use outside vendors that specialize in conducting background
checks because these firms can provide these services much more efficiently and
effectively. Background checks have some concern that the information reported
might be inaccurate or outdated. Information provided in criminal record checks
should be used judiciously and with caution. Despite the prominence of criminal
background checks, some companies are even considering hiring ex-offenders.
However, companies need to consider the potential negative problems associated with
negligent hiring claims when hiring ex-offenders.
In addition, much of the information on personal Web pages appears to be difficult to
erase or alter, so some candidates and employees just have to live with less-than-
flattering content once it is posted. Also, damaging information can be posted about
individuals by anyone on the Internet, further complicating the process of performing
fair and legitimate background checks if this information is utilized in job selection.
Chapter 7: Selecting Human Resources
B. Legal Constraints on Background Investigations
Various federal and state laws protect the rights of individuals whose backgrounds may
be investigated during preemployment screening. One important step when conducting
Credit History and Criminal Background Checks
Many employers check applicants’ credit histories. The logic is that poor credit
histories may signal, either correctly or incorrectly, a certain level of irresponsibility.
Firms that check applicants’ credit records must comply with the federal Fair Credit
HR perspective: Should a Company Consider Hiring Ex-Offenders?
The hiring of ex-offenders is likely to be much more common in companies given
that greater than 25% of the population had been arrested and/or convicted of a
crime. Even though these individuals face a number of challenges when it comes to
There are some measures companies can take to better manage the employment
of ex-offenders:
• Be aware of all state and federal laws related to fair employment and
background checks to avoid the ever increasing potential for lawsuits.
Chapter 7: Selecting Human Resources
Reporting Act. This act basically requires disclosing that a credit check is being
made, obtaining written consent from the person being checked, and furnishing the
applicant with a copy of the report. Some state laws also prohibit employers from
C. Medical Examinations and Inquiries
Medical information on applicants may be used to determine their physical and mental
capabilities for performing jobs. Physical standards for jobs should be realistic,
ADA and Medical Inquiries
The ADA prohibits the use of preemployment medical exams, except for drug tests,
until a job has been conditionally offered. Also, the ADA prohibits a company from
Drug Testing
Drug testing, a widely used selection tool, may be conducted as part of a medical
exam, or it may be done separately. If drug tests are used, employers should
remember that the accuracy of tests varies according to the type of test used, the drug
Chapter 7: Selecting Human Resources
D. Previous Employment Checks/Personal References
Work-related references from previous employers and supervisors can provide a
valuable snapshot of a candidate’s background and characteristics. Previous
With regard to personal references, recommendations provided by job candidates can
sometimes be of limited predictive value because individuals knowingly pick references
who will speak highly of them. Previous supervisors and employers can often provide
more useful information that can be utilized to more effectively evaluate job candidates.
Good questions to ask previous supervisors or employers include the following:
• What were the dates of employment?
• What was the position held?
• What were the job duties?
• What strengths/weaknesses did you observe?
• Were there any problems?
• Would you rehire?
E. Making the Job Offer
The final step of the selection process involves extending an offer. Offers are made to
job candidates after they have met the minimum job requirements and are
Chapter 7: Selecting Human Resources
VI. Global Staffing Issues
Staffing global assignments involves making selection decisions that impact (or take place
in) other countries. When staffing global assignments, cost is a major factor to be
HR Ethics: Fake References: A New Trend Hurting Selection
HR professionals need to be aware of the many ethical challenges associated with
performing background checks on applicants for the purposes of selection. The recent
slowdown in the economy has also caused some job seekers to provide fake references
Key guidelines that HR professionals should consider so that good selection
decisions can be made:
• Individuals performing reference checks should never rely on phone
numbers that cannot be appropriately confirmed, such as those associated
with cell phones.
Chapter 7: Selecting Human Resources
A. Types of Global Employees
Global organizations can be staffed in many ways, including with expatriates, host-
country nationals, and third-country nationals. Each staffing option presents some
B. Selection Process for Global Assignments
The selection process for an international assignment should provide a realistic picture
of the life, work, and culture to which the employee may be sent. HR managers start by
preparing a comprehensive description of the job to be done such as typical
responsibilities and work duties. Figure 7-12 shows many key competencies for
successful global employees, which include the following:
• Cultural adjustment—individuals who accept foreign job assignments need to
successfully adjust to cultural differences.
There are many issues that organizations face when making global selection decisions.
A growing issue for U.S. firms that hire individuals to fill jobs in other countries is the
need for adequate background checks. Global companies want to ensure that their
VII. Legal Concerns in the Selection Process
Chapter 7: Selecting Human Resources
Selection is subject to many legalities, especially to many of the equal employment
opportunity (EEO) regulations and laws. Throughout the selection process, application
A. Definition of an Applicant
Employers are required to track applicants who apply for jobs at their companies. It is
increasingly important for employers to carefully define exactly who is an applicant and
who is not, because many employers are required to track and report applicant
information as part of equal employment and affirmative action plans. It is also
The EEOC and Office of Federal Contract Compliance Programs (OFCCP) have agreed
on this definition of “applicant” to be used when an application has been submitted via
electronic means. An applicant is one who:
• Has expressed interest through the Internet or electronically and is being
B. Applicant Flow Documentation
Employers must collect data on the race, sex, and other demographics on applicants to
fulfill EEO reporting requirements. Many employers ask applicants to provide EEOC
C. “Soft Skills” and Selection
Chapter 7: Selecting Human Resources
Selection in its “scientific” form is about finding valid predictors of what will be needed
on a job and picking people who score high on those predictors. These “hard skills”
include cognitive skills, the acquiring of knowledge through education, and technical
Critical Thinking Challenges
1. Develop a set of soft skills necessary for a college professor’s job.
Students might make an argument for any of the following soft skills:
• Empathy
• Leadership
• Openness
2. Put together a structured interview for hiring assistant managers at a large retail
store.
Students should use questions that utilize techniques associated with a situational
interview or a behavioral description interview.
Chapter 7: Selecting Human Resources
Structured questions may include:
• Why are you applying here?
3. How would you do a complete background investigation on applicants to
minimize concerns about negligent hiring?
Students might recommend using an outside vendor to conduct the background
investigations since the vendor would have access to specialized databases used
4. Your accounting manager has decided that a behavioral interview to select
Behavioral interviewing is an interview in which applicants give specific
examples of how they have performed a certain task or handled a problem in the
past. The notion that past behaviors are good predictors of future actions
provides the logic behind behavioral interviews. For example, applicants might
5. Your insurance company recently entered into a business contract with a
company in the financial industry that requires extensive background checks for
all your existing employees and future applicants who will be doing work
Chapter 7: Selecting Human Resources
associated with the contract. Previously your company conducted only
employment verification checks in the hiring process. The management team
A. What concerns does your company need to consider in following background
check guidelines?
One of the concerns that students might need to identify is the issue of what
to do if you find out that one of your current employees lied on their
B. Discuss with the management team the steps your company needs to take to
ensure that it complies with the Fair Credit Reporting Act.
Employers that check applicants’ credit histories must comply with the
federal Fair Credit Reporting Act. This act basically requires disclosing that
Case
Using Data to Enhance Hiring Decisions
1. Discuss how using a data-driven approach to hiring can enhance selection in
companies.
Data-driven approach to hiring involves the use of primary data to facilitate good
decision-making. Using data to drive selection decisions provides hiring managers the
Chapter 7: Selecting Human Resources
2. What other methods besides surveying might be used to collect important selection
data from employees?
Besides surveying, other methods like assessment tests and standardized interview
3. What types of skills will HR professionals need to develop a data-driven approach to
selection in companies?
To develop a data-driven approach to selection in companies, HR professionals need
interest in determining better ways of identifying good talent for their companies.
Supplemental Cases
Full Disclosure on Sex Offenders?
This case investigates how Megan’s Law, which specifies that all states are required to
1. Discuss what a manager should do in each of the two Michigan cases.
The first case involves an office equipment company where a 34-year old office
equipment repair technician was paroled after serving a 7 year sentence for attacking
Chapter 7: Selecting Human Resources
2. What circumstances might lead you to make different decisions in different cases
under Megan’s Law?
There are many factors that might lead one to make different decisions in different
cases. Some examples would be:
• How long had the employee been employed before you found out he/she
Strategic Selection: A Review of Two Companies
This case shows how Hallmark and United Health Group use selection as part of their
1. Compare and contrast the two selection strategies used by the organizations
discussed in the case.
Hallmark Cards’ strategy is focused on measuring the quality of the hiring decisions
by using a recruiting metric called a “staffing index” that enables management to track
Chapter 7: Selecting Human Resources
2. What other strategies might help organizations better utilize and manage
selection activities?
Some of the strategies that students might identify would be training of managers and
Selecting a Programmer
This case demonstrates how using a test after a pool of candidates has already been
interviewed can present some difficulties. (For the case, go to
Questions
1. Identify and evaluate the stages of the selection process reflected in the case.
The selection process steps usually include applicant job interest, preemployment
screening, processing application forms, immigration verification, selection testing,
selection interviewing, background investigations, and medical examinations.
2. If you were Marie, what would you do?
Students’ answers will vary. Some of them may say that Marie should conduct a
Comments
The case illustrates several issues regarding selection tests. The firm has overreacted, to
some extent, by discontinuing all testing. In an area such as this one, a content valid test
could be developed. The Vice-President even hints at the availability of some rather vague
“predictive” data. However, insisting on giving a test that has not been validated is
questionable.