Employee Selection

Selection 人才選拔• The process of appraising the probabilities of

an individual’s success in employment.

• Underlying Assumption– There are differences b/w people and these

differences will have an impact on performance.

從 A 到 A+

• 先找對人，在決定要做什麼– 先思考“該找什麼人” 而非“該做什麼”– 找到對的人上車，無須擔心激勵員工和管理員

工– 如果找錯人，就算找到正確的方向亦枉然

Selection 人才選拔• The process of appraising the probabilities of

an individual’s success in employment.

• Underlying Assumption– There are differences b/w people and these

differences will have an impact on performance.

Three main reasons why careful selection is important

Your own performance always depends in part on your subordinates’.

It is very costly to recruit and hire employees.

There are many legal implications of incompetent selection.

不好的人進入組織內會造成什麼後果 ?

Problems of Bad Hiring• Low productivity 生產力低落• Low guest satisfaction 顧客滿意度降低• Increase operation costs 作業成本增加• Low moral among other employees 降低其它

員工工作士氣• Thief or other crimes 偷竊或其它與工作有關

的罪行• Dysfunctional turnover 非建設性離職

Selecting Employees

• Selection Criterion:

– Job description (KSA)

– Desired behavior traits

– Desired personality traits

何謂“對”的人 ?

知識

技術

經歷

工作倫理價值觀

個性

學歷

態度

Attitude!

Attitude!

Attitude!

成功服務人員特質

Selection Process

• Step 1: Initial screening interview• Step 2: Completing the application form• Step 3: Employment tests• Step 4: Comprehensive interview• Step 5: Background investigation• Step 6: Medical or physical examination if

required• Step 7: Job Offer

Selection process can predict:

• Success on the job 將工作做好• Duration of employment 長久服務公司• Ability to advance in organization 具發展

潛能

員工甄選工具• Skill tests • Intelligence tests• Personality tests• Integrity tests

業界採用的甄選測驗• Ritz-Carlton Hotel• Red Lobster Restaurant• Whistler Resorts• Warner Co.

Employee Selection

• Selection Device 甄選工具– Attempt to “predict” an individual’s success on

the job PREDICTORS• Example: 工作申請表 , 甄選考試 , 面試 , 體檢 ..

– Selection of predictors need to be based on JOB ANLAYSIS (job descriptions/job specification)

好的甄選工具之特質• Reliability 信度

– 測驗的穩定性 ( 每次測驗的結果都一致 )– The ability to consistently evaluate job applicants

• Validity 效度– 甄選工具能測出其所預測量的特性的程度– The extent that a predictor measure what it is suppose

d to measure– Test validity answer the question, “Does this test mea

sure what it’s supposed to measure?”– Who do well on the test also do well on the job!

Reliability is essential but not necessary to Validity ( 信度是校度的必要但非絕對條件 )

檢測甄選工具信度的方法• 重測信度 (test-retest reliability)

• 折半信度 (split-half reliability)

效度 Validity

• Content validity 內容效度– 測試是否能完整呈現出一個工作的內容

• Criterion-related validity 效標關聯效度– 測試的結果是否能成功的預測應徵者未來的工

作績效與表現– Compare test scores & performance

• Predictive validity 預測效度 :use job applicants as subjects

• Concurrent validity 同時效度 : use current employees as subjects

Reference Checks

• 應徵者過去專業背景調查• 調查內容 :

– 教育背景察證– 工作起訖日期– 職務及執掌業務內容– 個人信用歷史

• Negligent hiring

• 職業心理測驗• http://www.104heart.com.tw/cfdocs/heart/h

eart.cfm

注意 !

你在選對的人才，對的人才也在挑對的公司 !

招募及面試流程需制度化，專業化

Interviewing

Interview 工作面試• 一個“主觀” (subjective) 的員工甄選工具

• 運用得當可以確保甄選的品質

• 面試的原則 : 在主觀的評審過程中力求客觀

• 面試的 Reliability– Inter-rater reliability

• 面試的 Validity– Job analysis

面談種類 Types of Interviews

• Structured interview 結構化面談– Panel interview 會談式面談– Stress interview 壓力面談– Situational interview 情境式面談

• Unstructured 非結構化面談• Semistructured interview 半結構化面談

Structure the Interview

提高面試結構性的方法 :

面試內容需以工作說明書為主軸利用客觀具體並行為導向的問題事先設計問題，並問所有應徵者相同的問題利用評分表來評比應徵者的回答訓練主試者盡量使用多位主試者以力求公正客觀

Preinterview homework

• Review the job requirements• Review the employment application• Decide the structure of the interview• Decide on the questions we will ask• Decide the right answers to these questions• Understand the organization's mission

statement, goals, objectives, and corporate culture

• Find a comfortable, distraction-free environment• Private, no distractions• Comfortable• Barrier free

Interview structure

• Opening the interview– Welcome the interviewee

– relax the applicant

– Explain the interview structure

– Explain you will be taking notes

• Information gathering– Let the interviewee do the talking

– Use funnel sequences

– Listen; probe (Echo back)

– Verify information & summarize facts

• Providing information– Job duties & responsibilities (positive & negati

ve)– Explaining the organization’s goals, mission st

atement, and corporate culture

• Closing the interview– Explain next step(s)– Thanks the interviewee– Document ‑ write up observations

Interview Information

Biographical Facts, Credentials, Achievements

Technical Knowledge (Verbal Test)

Experience, Activity Descriptions

Self Evaluative Information

Detailed Description of Past Behavior

Interview Error

• Pressure to hire• Too much/too little talking• First Impressions; quick decisions

• First and last information

• Bias/Prejudice• Halo Effect• Devil’s Horns• Similarity Errors