PR in HR job advertisement titles

◼ Wet leisure assistant

◼ Waste management and disposal technician
◼ Information adviser
◼ Family protection consultant
◼ Field force agent

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Review

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Interviewing and
selection
Spring 2019

NICK CHANDLER

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Preparing for the interview
▪Role profile and job description vs. CV
▪Probe potential mismatches

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The purpose(s) of interviews

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Types of interviews

Panel interview
Unstructured sequential interview
Structured sequential interview
Group interview
Mass interview
Assessment centres

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Contents of interviews
Biographical
Situational-based
Behavioural-based
Job knowledge

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How would you answer the question: what
are your strengths and weaknesses?

https://www.youtube.com/watch?v=a9JLJ4cm3W8

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Performance Appraisal
vs Performance Management
 WHAT CHARACTERISTICS?

Planning

Performance
Feedback management
Measurement

Dialogue
Performance Management
Aims
Lever change
Establish shared understanding
Align objectives
Process of improvement
 WHAT CHARACTERISTICS?

Planning

Performance
Feedback management
Measurement

Dialogue
Unclear Standards
Attribute: Graphic rating scale

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Comparative: Alternation Ranking Scale
Comparative: Paired Comparison Method

Note: + means “better than.” − means “worse than.” For each chart, add up
the number of 1’s in each column to get the highest-ranked employee.
Figure 9–7
Comparative: Forced
distribution method
Example:
◦ 15% high performers
◦ 20% high-average performers
◦ 30% average performers
◦ 20% low-average performers
◦ 15% low performers
Behavioural: the Behaviourally Anchored
Rating Scale

Source:Walter C. Borman, “Behavior Based Rating,” in Ronald A. Berk (ed.), Performance Assessment:
Methods and Applications (Baltimore, MD: Johns Hopkins University Press, 1986), p. 103.
Results: Management by Objectives (MBO)

1. Set the organization’s goals.

2. Set departmental goals.
3. Discuss departmental goals.
4. Define expected results (set individual goals).
5. Performance reviews.
6. Provide feedback.
 0
360 Feedback

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 WHAT CHARACTERISTICS?

Planning

Performance
Feedback management
Measurement

Dialogue
 WHAT CHARACTERISTICS?

Planning

Performance
Feedback management
Measurement

Dialogue
 Current trends

360 degree feedback

That’s all folks!
Types of tests

Intelligence
Ability
Personality
Aptitude

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Other ‘tests’
Interest inventories
Achievement tests
Web-Based (Online) testing
Work samples
Work Simulations
Video-Based situational testing
Background Investigations and Reference Checks
Graphology (handwriting analysis)
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Problems with tests
Halo effect
Downloadable practice tests / ebooks
Cultural bias
Cheating

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 Matching Personalities and Jobs (1 of 2)
Personality
Type Sample Occupations
Characteristics
Realistic. Prefers physical Shy, genuine, Mechanic, drill press
activities that require skill, persistent, stable, operator, assembly-line
strength, and coordination conforming, practical worker, farmer
Investigative. Prefers activities Analytical, original, Biologist, economist,
involving thinking, organizing, and curious, independent mathematician, newsreporter
understanding
Social. Prefers activities that involve Sociable, friendly, Social worker, teacher,
helping and developing others cooperative,understandi counselor, clinical
ng psychologist
Conventional. Prefers rule-regulated, Conforming,efficient, Accountant, corporate
orderly, and unambiguous activities practical, manager, bank teller, file clerk
unimaginative,inflexible

Exhibit: Holland’s Personality-Job Fit

 Matching
[Exhibit 9-2 continued]
Personalities and Jobs (2 of 2)

Personality
Type Sample Occupations
Characteristics
Enterprising. Prefers verbal Self-confident, Lawyer, real estate agent,
activities that offer opportunities ambitious, public relations specialist,
to influence others and attain energetic,domineerin small business manager
power g
Artistic. Prefers ambiguous and Imaginative,disorderly Painter, musician, writer,
unsystematic activities that allow ,idealistic, emotional, interior decorator
creative expression impractical

Source: Robbins, Stephen P., Coulter, Mary, Management, 13th Ed., © 2016, p. 444. Reprinted and
electronically reproduced by permission of Pearson Education, Inc., New York, NY.
 Reasons for Intentionally Inflating or Lowering Ratings
Inflating Ratings
Believe accurate ratings would have a
damaging effect on subordinate’s motivation
and performance.
Improve employee’s eligibility for merit raises.
Avoid airing department’s “dirty laundry.”
Avoid creating negative permanent record that
might haunt employee in the future.
Protect good workers whose performance
suffered because of personal problems.
Reward employees displaying great effort even
when results were relatively low.
Avoid confrontation with hard-to-manage
employees.
Promote a poor or dislike employee up and out
of the department.
Lowering Ratings
Scare better performance out of an employee.
Punish a difficult or rebellious employee.
Encourage a problem employee to quit.
Create a strong record to justify a planned
firing.
Minimize the amount of merit increase a
subordinate receives.
Comply with an organizational edict that
discourages managers from giving high ratings.
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Teacher
Appraisal By
Students
Source: Richard I. Miller,
Evaluating Faculty for
Promotional and Tenure (San
Francisco: Jossey-Bass
Publishers, 1987), pp. 164–
165. Copyright © 1987,
Jossey-Bass Inc., Publishers.
All rights reserved. Reprinted
with permission.