The Importance and Impact of Following Uniform Guidelines on Employee Selection Procedures

The review of Chern’s Flagship Store and analyzing its full-time sales associates hiring data for evidence of adverse impact, “a substantially different rate of selection in employment decisions that adversely affects a protected group, protected groups under title VII of Civil Right Act include race, color, religion, sex, national origin, age discrimination, and the American with Disabilities Act (Phillips, Gulley, 2015). This evaluation described by, Section 4D of the Uniform Guidelines states that “a selection rate for any race, sex, or ethnic group which is less than 4/5ths (or 80%) of the rate for the group with the highest rate will generally be regarded by the

In place of a prospective employee's cognitive ability, the uniform guidelines insists on personality appraises, biographical information, and various consideration based on race and ethnicity as a base to "hire" the "right" number of appropriate racial and ethnic representations. The skills and technical expertise regarding a given job are regarded lowly especially in situations where a significant proportion of persons from the minority group lacks these skills.

Dalton, D. R. and M. B. Metzger: 1992, ‘Integrity Testing’ for Personnel Selection: An Unsparing Perspective’, Journal of Business Ethics

If two equally qualified people apply for the same vacant position at an organization, and the employer uses age, race, color, disability status, religion,

For job advertisements, the EEOC has said it is illegal to publish an advertisement for a job that shows a preference for or discourages someone from applying for a job because of race, religion, excreta. When recruiting it is illegal to recruit new employees in a way that discriminates against them. It is illegal for an employer to discriminate against an employee when it comes to wages and benefits. When it comes to employees with disabilities, the employer must make reasonable accommodations for the employee, unless it causes excessive expense or burden on the business. It is always illegal to harass employees based on religion, sex, color, race, and etcetera. When it comes to an employment application, employers are not allowed to ask questions regarding, race, height and weight, financial information, religious affiliation, marital status, and any medical questions, unless it would interfere with properly doing the

c. In businesses, the employers need to hire the best employees for the job. These employees are found through their credentials and skills, or at least they should be. If companies choose people based on color, race, sex, national origin, etc.; the company is violating the Equal Employment Opportunity Commission and Title VII of the Civil Rights Act. Both these prohibit the discrimination of color, race, sex, national origin, etc. If the company can demonstrate that they chose their people based on skill, then that is fine. However, if they did discriminate based

The uniform guidelines were developed after the decision made in the 1971 court case of Griggs v Duke Power, where the supreme court ruled that any selection procedure a test with adverse impact is unlawfully discriminatory unless it has been validated in accordance with several guidelines they had produced. Afterward if adverse impact was suspected, these guidelines served as a checklist to see if the selection procedure in use by the organization in question were incompliance with Federal law prohibiting employment practices which discriminate based on race, colour, religion, sex and national origin. The guidelines are also used in the design of selection procedures to minimize adverse impact, often with adherence to additional professional

4 Title VII also prohibits employment decisions based on stereotypes and assumptions about abilities, traits, or the performance of individuals of certain racial groups. According to Society for Human Resource Management, it states that, possible criminal practices include soliciting applications only from sources in which all or most potential workers are of the same race or color; requiring applicants to have a certain educational background that is not important for job performance or business needs; 5 and testing applicants for knowledge, skills or abilities that are not important for job performance or business needs (Society for Human Resource Management, 1969).This Act also prohibits offensive conduct, such as racial or ethnic slurs, racial "jokes," 6 derogatory comments, or other verbal or physical conduct based on an individual 's

The number of discrimination charges reached a record high in 2010, according to the U.S. Equal Employment Opportunity Commission (EEOC), a government agency that investigates discrimination charges on the basis of race, sex, national origin, religion, retaliation, age, disability, and genetic information (Wong, 2011, para. 1). Although the majority of discrimination is unethical and unnecessary in the workplace, certain benefits can be seen if it is executed properly. Understanding discrimination is becoming more crucial as the workforce continues to become more diverse. Knowing where discrimination does and does not belong in the workplace will help employers create effective and progressive workforces.

All the more, some important rules, regulations and guidelines that employers must utilize entail Uniform Guidelines on Employee Selection Procedures, Sex Discrimination Guidelines, Religious Discrimination Guidelines and National Origin Discrimination Guidelines (Heneman, Judge, & Kammeyer­-Mueller, 2012). These guidelines establish uniform standards for employers for the use of selection procedures and to address adverse impact, validation, and recordkeeping requirements. Essentially, these guidelines document a uniform federal position in the area of prohibiting discrimination in employment practices on the basis of race, color, religion, sex, or national origin. Further, these guidelines help outline the requirements necessary for employers to legally protect employment determinations based upon final selection actions and specific selection procedures.

Why do you think that the government has so much focus on the numbers versus the quality of an individual? I can relate to the hiring process pool and wonder how many people are turned away because of who you know not what you know.

While equal rights and equal pay legislation made it illegal to discriminate “based on race, color, religion, sex or national origin“ (U.S. Equal Employment Opportunity Commission, 2011b, p. 1), the number of workplace discrimination cases continue to rise and is costing employers more than $319 million in 2010, not counting litigation (U.S. Equal Employment Opportunity Commission, 2011a). Many employers have extensive human resource organizations with a sophisticated grasp on the implications of equal rights legislation on employers, that employ professionals, like I/O psychologists and attorneys, to establish fair policies and employment practices, and decrease an employer’s risk of litigation (Aamodt, 2010). In fact, employers often perform statistical analysis of employment practices to understand whether the practice could have an adverse impact against members of a protected class. For example, testing is a practice employers use for employee selection in the hiring process; even when an employment test is determined to be reliable, valid, and cost-efficient, care is taken to assure testing predicts performance equally well for all applications (Aamodt, 2010). Because governments and corporations have a fiduciary duty to citizens and shareholders, employers should continue to care about the issue of adverse impact, but more importantly, both government and corporations have a civil responsibility to treat the members of society fairly, because societal

Employment discrimination refers to employees who are discriminated by employers because of employee’s race, gender, physical and mental disability, age, and religious beliefs. It is a serious problem since the employment relationship appeared. With the effort of many individuals and organizations and the protection of laws and policies, employment discrimination have been reduced to some extent, while it is still severe in many areas and countries. This paper focuses on common discrimination in employment on the basis of some human resource laws and tries to figure out how to alleviated discrimination by effective human resource management.

One of the most crucial elements of a successful or productive organization is an effective employee selection process. The significance of this process emanates from the fact that how workers carry out their jobs plays a crucial role in determining the level and extent of success of an organization. Due to the significance of an employee selection process, organizations draw candidates for open positions from the labor market. Actually, top-performing or successful organizations draw candidates from approximately 60 percent of the labor market. This trend includes sourcing for passive candidates who would prefer to remain contented with their present job. Moreover, organizations will relatively low or poor performance draws candidates from nearly 40 percent of the labor market and active workforce. An example of a top-performing organization that draws candidates from the labor market is Wal-Mart. The labor market plays a crucial role in employee selection with regards to having a population with the necessary qualifications for working in various organizations.

I have reviewed Alamo Waste’s recruitment, selection, and retention efforts. I have identified some weaknesses. In the recruitment process, weaknesses include using Craigslist, unemployment offices and college job boards. The internet is a very good resource for recruiting, but there are more useful and trust-worthy job sites other than Craigslist. Another weakness is that interviews are brief and the questions depend on the interviewer. The interviews should be structured and consistent (Argosy University Online, 2016).