14 Jun As stated in Chapter 6 of the text, there are many barriers that candidates face and the value of a diverse workforce is underestimated. In Chapter 1, we learn abou
As stated in Chapter 6 of the text, there are many barriers that candidates face and the value of a diverse workforce is underestimated. In Chapter 1, we learn about the effects and importance of environmental factors on Human Resources (HR) practices; in this assignment, you are asked to explore and deconstruct Diversity within an organization of your choice.
Choose any organization and complete the following:
- What is your personal definition of Diversity – use credible sources to back up your answer?
- Research and summarize the organization's Diversity policies and practices.
- Analyze the challenges and opportunities of these practices on its recruitment, selection, and retention practices.
- How can the organization respond to the challenges and opportunities?
- include at least 4 concepts from the course material, in addition to Diversity.
Choose the organization as Walmart
Note: The assignment should be between 4 to 7 pages in length, double-spaced, excluding supplemental pages, e.g., cover page, table of contents, references.
I will attach the book as well so that you can add some course concepts. Especially in the last question
CATANO | WIESNER | HACKETT
NELSON SERIES IN HUMAN RESOURCES MANAGEMENTHRM
RECRUITMENT AND SELECTION
IN CANADA SEVENTH EDITION
C ATA N O W IE S N E R H A C K E T T
RECRUITM ENTAND SELECTION IN CANADA
SEVENTH EDITION
RECRUITMENT AND SELECTION IN CANADA SEVENTH EDITION
Part of the market-leading series in Human Resources Management, this new seventh edition of Recruitment and Selection in Canada has been updated to reflect current examples and research.
The Nelson Series in Human Resources Management is the best opportunity for students and practitioners to access a complete set of HRM products. The series provides quick access to information across many HRM disciplines and over the years has become an essential source of information, meeting the requirements for professional designation from the CPHR Canada and the provincial HR associations. This one-stop resource will prove useful for anyone looking for solutions for the effective management of people.
Other titles in the Nelson Series in Human Resources Management: Strategic Human Resources Planning, Monica Belcourt, Mark Podolsky Industrial Relations in Canada, Robert Hebdon, Travor C. Brown Management of Occupational Health and Safety, E. Kevin Kelloway, Lori Francis, Bernadette Gatien Managing Performance through Training and Development, Alan M. Saks, Robert R. Haccoun Strategic Compensation in Canada, Richard J. Long, Parbudyal Singh
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ISBN-10: 0-17-676466-6 ISBN-13: 978-0-17-676466-1
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e s
61661_ifc_hr.indd 1 1/8/18 9:38 AMmay be suppressed from the eBook and/or eChapter(s). Nelson Education reserves the right to remove additional content at any time if subsequent rights restrictions require it.
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Victor M. catano SAINT MARY’S UNIVERSITY
Willi H. Wiesner McMASTER UNIVERSITY
rick D. Hackett McMASTER UNIVERSITY
series eDitor:
Monica Belcourt YORK UNIVERSITY
RecRuitment and Selection
in canada seventh edition
NELSON SERIES IN HUMAN RESOURCE MANAGEMENTHRM
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This is an electronic version of the print textbook. Due to electronic rights restrictions, some third party content may be suppressed. The publisher reserves the right to remove content from this title at any time if subsequent rights restrictions require it. For valuable information on pricing, previous editions, changes to current editions, and alternate formats, please visit nelson.com to search by ISBN#, author, title, or keyword for materials in your areas of interest.
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Recruitment and Selection in Canada, Seventh Edition
Victor M. Catano, Willi H. Wiesner, Rick D. Hackett, and Monica Belcourt
VP, Product and Partnership Solutions: Claudine O’Donnell
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library and Archives Canada Cataloguing in Publication
Catano, Victor M. (Victor Michael), 1944-, author Recruitment and selection in Canada / Victor M. Catano, Saint Mary’s University, Willi H. Wiesner, McMaster University, Rick D. Hackett, McMaster University ; series editor, Monica Belcourt, York University. — Seventh edition.
(Nelson Education series in human resource management)Includes index.ISBN 978-0-17-676466-1 (softcover)
1. Employees—Recruiting—Canada— Textbooks. 2. Employee selection— Canada—Textbooks. I. Hackett, Rick D., 1956-, author II. Wiesner, Willi H. (Willi Harry), 1952-, author III. Title. IV. Series: Nelson Education series in human resource management
HF5549.5.R44C35 2018 658.3’11 C2017-904905-4
ISBN-13: 978-0-17-676466-1 ISBN-10: 0-17-676466-6
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To my wife, Jan, and to our sons Victor and Michael and their families; you are the joy of my life. Also to Spike, my faithful cat, who once again helped me type the manuscript.
Vic Catano
To my precious wife, Linda, our children Jared (and Breanne) and Rachel (and Brian), and our grandchildren, Reiner and Adelei. You bring joy to my life.
Willi Wiesner
To Patti, my wife of 33 years, and my two sons, Aaron and Tyler, for their ever present unconditional love and support.
Rick D. Hackett
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Copyright 2019 Nelson Education Ltd. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. Due to electronic rights, some third party content may be suppressed from the eBook and/or eChapter(s). Nelson Education reserves the right to remove additional content at any time if subsequent rights restrictions require it.
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vNEL
About the Series xvii
About the Authors xviii
Preface xx
Acknowledgments xxvii
Chapter 1 An Introduction to Recruitment and Selection 1
Chapter 2 Foundations of Recruitment and Selection I: Reliability and Validity 27
Chapter 3 Foundations of Recruitment and Selection II: Legal Issues 65
Chapter 4 Job Analysis and Competency Models 113
Chapter 5 Job Performance 179
Chapter 6 Recruitment: The First Step in the Selection Process 228
Chapter 7 Selection I: Applicant Screening 290
Chapter 8 Selection II: Testing and Other Assessments 326
Chapter 9 Selection III: Interviewing 392
Chapter 10 Decision Making 457
Glossary 514
Index 520
BrieF contents
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Copyright 2019 Nelson Education Ltd. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. Due to electronic rights, some third party content may be suppressed from the eBook and/or eChapter(s). Nelson Education reserves the right to remove additional content at any time if subsequent rights restrictions require it.
viiNEL
contents
About the Series xvii About the Authors xviii Preface xx Acknowledgments xxvii
Chapter 1 An Introduction to Recruitment and Selection 1
Chapter Learning Outcomes 1
Opening Vignette: Signs that You Made a Bad Hire 2
Why Recruitment and Selection Matter 3
Recruitment and Selection as Strategic Objectives 6
Vision, Mission, and Values Statements 6
Develop Strategic Objectives 7
Analyze the External Environment 8
Identify the Competitive Edge 12
Determine the Competitive Position 13
Implement the Strategy 14
Evaluate the Performance 15
Recruitment and Selection and the HR Profession 15
An Introduction to Ethical Issues and Professional Standards 18
Ethical Dilemmas in Recruitment and Selection 20
Human Resources and the Internet 21
Summary 23
Key Terms 23
Discussion Questions 23
Exercises 23
Case: Recruitment and Selection at Google 24
Endnotes 25
Chapter 2 Foundations of Recruitment and Selection I: Reliability and Validity 27
Chapter Learning Outcomes 27
Opening Vignette: The “Sham Psychometric Test” Controversy 28
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viii NELcontents
The Recruitment and Selection Process 31
The Hiring Process 31
A Selection Model 34
Building a Foundation 36
Reliability 36
Interpreting Reliability Coefficients 38
Measurement Error 40
Factors Affecting Reliability 40
Methods of Estimating Reliability 41
Choosing an Index of Reliability 44
Validity 44
Validation Strategies 45
Factors Affecting Validity Coefficients 51
Usefulness of Validity Coefficients 53
Bias and Fairness 53
Bias 53
Fairness 56
The Legal Environment and Selection 58
Summary 59
Key Terms 60
Discussion Questions 60
Exercises 61
Case: Emotional Intelligence or Cognitive Ability? 62
Endnotes 63
Chapter 3 Foundations of Recruitment and Selection II: Legal Issues 65
Chapter Learning Outcomes 65
Opening Vignette: No Babies Allowed 66
Part I: A Basic Background in Legal Requirements for Nondiscriminatory Recruitment and Selection 67
Constitutional Law 68
Human Rights Law 68
Employment Equity 74
Labour Law, Employment Standards, and Privacy Legislation 76
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ixNEL contents
Part II: Key Legal Concepts in Recruitment and Selection 81
Direct Discrimination 83
Adverse Effect Discrimination 87
Adverse Impact 89
Workplace Discrimination in the United States 90
Direct Discrimination and Adverse Effect Discrimination 92
Bona Fide Occupational Requirement 94
Reasonable Accommodation 95
Individual Accommodation 96
Reasonable Alternative 98
Sufficient Risk 99
Legal Concepts Applied to Recruitment and Selection 100
Part III: Some Practical Guidelines in Nondiscriminatory Recruitment and Selection 102
Key Practical Considerations in Nondiscriminatory Recruitment 102
Legal Requirements and HR Practice 105
Summary 106
Key Terms 107
Discussion Questions 108
Exercises 108
Case: Victim of Discrimination? 110
Endnotes 111
Chapter 4 Job Analysis and Competency Models 113
Chapter Learning Outcomes 113
Opening Vignette: Hiring the Right Person 114
Part I: Work and Job Analysis 114
What is Work and Job Analysis? 114
Subject-Matter Experts 118
Job Analysis and Employment Law—A Reprise 119
Job Analysis Methods 120
Getting Started: Gathering Job-Related Information 121
Work and Worker-Oriented Job Analysis 125
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x NELcontents
Survey of Work-Oriented Job Analysis Methods 126
Best Practice in Choosing Job Analysis Methods 146
Part II: The Role of Competencies in Recruitment and Selection 154
What is a “Competency”? 155
Competency Framework or “Architecture” 156
Competency Categories 156
Competency Dictionaries 159
Competency Profiles 160
Legal Defensibility of Competency Models 162
Assessing Employee Competencies 162
Validating Competency-Based Selection Systems 164
Competency Modelling versus Job Analysis 165
Leadership Competency Models 166
Summary 168
Key Terms 169
Discussion Questions 169
Exercises 170
Case: The Need for Job Analysis 171
Endnotes 172
Chapter 5 Job Performance 179
Chapter Learning Outcomes 179
Opening Vignette: Using Facebook to Make Hiring Decisions 180
Job Performance 181
Job Performance as a Multidimensional Concept 184
Performance Dimensions 185
A Multidimensional Model of Job Performance 185
Task Performance 187
Contextual Performance 187
Adaptive Work Performance 189
Counterproductive Work Behaviours 191
Types of Counterproductive Work Behaviours 191
Withdrawal Behaviours 191
Workplace Deviance 194
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xiNEL contents
Predicting Task, Contextual, Adaptive, and Counterproductive Job Performances 198
Measuring Performance 200
Effective Performance Measures 201
Identifying Criterion Measures 203
Multiple, Global, or Composite Criteria 203
Consistency of Job Performance 205
Job Performance Criteria and Performance Appraisal 206
Objective Performance Appraisal Measures 206
Subjective Performance Appraisal 208
Absolute Rating Systems 210
Perceived Fairness and Satisfaction with Rating Systems 214
Creating a Job Performance Database 215
Human Rights and Performance Appraisal 215
Summary 217
Key Terms 218
Discussion Questions 218
Exercises 219
Case: The Quality of Performance Assessment 219
Endnotes 220
Chapter 6 Recruitment: The First Step in the Selection Process 228
Chapter Learning Outcomes 228
Opening Vignette: Employers Brew Up New Ways to Recruit Talent 229
Part I: Strategic Recruitment 231
External Factors 231
Internal Factors 236
Organization Analysis 237
Job Analysis 238
Human Resources Planning 238
Recruitment Action Plan 239
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xii NELcontents
Part II: Recruitment Sources 243
Traditional Recruitment Sources 244
External Candidates 246
E-Recruiting: Use of the Internet and Social Networks 253
Comparison of Recruitment Methods 262
Frequency of Use of Recruiting Methods 264
Part III: Attracting Job Applicants 264
The Organizational Context 266
Corporate Image and Applicant Attraction 267
The Person–Organization Fit 271
Communication and Perception 272
Accurate Expectations 273
Realistic Job Previews 274
Expectation-Lowering Procedures 276
Decision-Making Training 277
Evaluating Recruiting Efforts 277
Recruitment Audit 279
Summary 280
Key Terms 280
Discussion Questions 281
Exercises 281
Case: Recruiting in a Competitive Environment 282
Endnotes 283
Chapter 7 Selection I: Applicant Screening 290
Chapter Learning Outcomes 290
Opening Vignette: Sales Growth Trends at Living Healthy Inc. in Poor Health 291
Applicant Screening 292
Recruitment, Screening, and Selection 292
Screening Methods 293
Application Forms 294
Weighted Application Blanks 295
Biographical Data 297
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xiiiNEL contents
Résumés 301
Reference Checks 305
Work Experience 309
Social Media Networks 311
Virtual Career Fairs 313
Virtual Job Auditions 313
Summary 314
Key Terms 314
Discussion Questions 315
Exercises 315
Case: In Search of a Communications Director at ABC Glass, Inc. 316
Endnotes 317
Chapter 8 Selection II: Testing and Other Assessments 326
Chapter Learning Outcomes 326
Opening Vignette: Listening to the Airport Guru 327
What Do You Know About Employment Testing? 327
Employment Testing 328
Choosing a Test 328
Ability and Aptitude Tests 330
Emotional Intelligence 339
Psychomotor Ability Tests 341
Physical and Sensory/Perceptual Ability Tests 341
Physical Fitness and Medical Examinations 342
Pre-Employment Drug and Alcohol Testing 345
Work Samples and Simulation Tests 347
Assessment Centres 352
Personality Inventories 355
Polygraph Testing 362
Honesty/Integrity Testing 362
Evaluating Effectiveness of HR Assessments 367
Comparing Selection Predictors 367
Applicant Reactions 370
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xiv NELcontents
Summary 371
Key Terms 372
Discussion Questions 373
Exercises 373
Case: Applicant Testing at the RCMP 374
Endnotes 375
Chapter 9 Selection III: Interviewing 392
Chapter Learning Outcomes 392
Opening Vignette: The Hiring Interview 393
Purposes and Uses of the Interview 394
The Cost of Interviewing 395
Screening Interviews 396
Screening Interview Format 396
Decisions Based on the Screening Interview 399
Applicant Behaviours and Interviewer Impressions 399
Value of the Screening Interview 399
Predictive Validity of Screening Interviews 402
Cautions on Using Screening Interviews 402
A Model of Information Processing and Decision Making in the Interview 403
Unstructured Interviews 407
Attempts to Improve Interview Effectiveness 412
Structuring Employment Interviews 413
Panel and Serial Interviews 413
Structured Employment Interview Techniques 416
The Experience-Based Interview 421
Comparison of the Structured Interview Approaches 422
Structured Interviews in Practice 424
Interview Practice and Human Rights 427
Designing Interview Questions 430
Interviewer Training 431
Interview Coaching for Applicants 432
Other Approaches to Interviewing 432
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xvNEL contents
Research Issues 435
Summary 436
Key Terms 437
Discussion Questions 437
Exercises 438
Case: Attracting and Retaining Millennials 440
Endnotes 441
Chapter 10 Decision Making 457
Chapter Learning Outcomes 457
Opening Vignette: Should We “Trust Our Gut” on Selection Decisions? 458
The Context of Selection Decisions 460
Selection Errors 461
Collection and Combination of Information 464
Why Do Employers Resist Using Statistical Approaches? 466
Group Decision Making 468
Incremental Validity 470
Setting Cutoff Scores 472
Decision-Making Models 472
Unit and Rational Weighting 473
Multiple Regression Model 474
Multiple Cutoff Model 477
Multiple Hurdle Model 478
Combination Models 479
Profile Matching Model 480
Making Selection Decisions 482
Top-Down Selection 482
Banding 482
Practical Considerations 483
Making Selection Decisions: Conclusions 484
Hiring Selected Applicant(s) 485
Preparing to Make a Job Offer 485
Making a Job Offer 486
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xvi NEL
Employment Letters and Contracts 492
Acceptance and Implementation of Employment Letters and Contracts 500
Summary 502
Key Terms 503
Discussion Questions 504
Exercises 504
Case: Selection System at Google 506
Endnotes 509
Glossary 514
Index 520
contents
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xviiNEL
aBout tHe series
More than ever, human resources management (HRM) professionals need the knowl- edge and skills to design HRM policies and practices that not only meet legal require- ments but also are effective in supporting organizational strategy. Increasingly, these professionals turn to published research and books on best practices for assistance in the development of effective HR policies and practices. The books in the Nelson Series in Human Resources Management are the best source in Canada for reliable, valid, and cur- rent knowledge about HRM.
The texts in this series include:
• Managing Performance through Training and Development
• Management of Occupational Health and Safety
• Recruitment and Selection in Canada
• Strategic Compensation in Canada
• Strategic Human Resources Planning
• Industrial Relations in Canada
• Research, Measurement, and Evaluation of Human Resources
The Nelson Series in Human Resources Management represents a significant develop- ment in the field of HRM for many reasons. Each book in the series was the first and is now a market leader in the functional area. Furthermore, HR professionals in Canada must work with Canadian laws, statistics, policies, and values. This series serves their needs. It is the only opportunity that students and practitioners have to access a complete set of HRM books, standardized in presentation, which enables them to access informa- tion quickly across many HRM disciplines. Students who are pursuing HR designations through their provincial HR associations will find the books in this series invaluable in preparing for the knowledge exams. This one-stop resource will prove useful to anyone looking for solutions for the effective management of people.
The publication of this series signals that the HRM field has advanced to the stage where theory, research, and evidence-based experience guide practice. The books in the series present the best and most current research in the functional areas of HRM. Research is supplemented with examples of the best practices used by Canadian compa- nies that are leaders in HRM. The books serve as an introduction to the functional area for the new student of HR and as a validation source for the more experienced HRM practitioner. Cases, exercises, and endnotes provide opportunities for further discussion and analysis.
As you read and consult the books in this series, I hope you share my excitement in being involved and knowledgeable about a profession that has such a significant impact on the achievement of organizational goals, and on employees’ lives.
Monica Belcourt, Ph.D., FHRL Series Editor July 2017
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