Chap 8 Staffing and Training Job Analysis 651 Chap 8 Staffing and Training

Chapter 8 Staffing -Matching People to Jobs What are the implications for JA methods for armed services before/after July 3, 1973 for: Recruitment? Internal external Which is better? Selection What’s happened to the military “competencies” recently? Placement What’s the difference?

Recruitment -Choosing the right job for the person Purposes inform qualified applicants of job Entice qualified to apply (marketing function) Inform potential applicants of requirements RJP – what are some of your’s Perfect recruitment One person applies for the job Explain….

Recruitment Job specs KSAOs Duties Context Min quals / education and experience Benefits

Selection To choose the best qualified Test validation For getting the cream of the crop or Typical (average) performers ? What are some jobs where it makes a difference? What if the test has adverse impact? ? What are the implications for promotion?

Selection Validity types: Content Criterion related Face Synthetic What is it? How is it related to VG? Signs v. samples –what’s the difference? When can samples be used? Do you need SKAOs? Simulations (can you build a model steam engine?)

Judging KSAOs for Validation Reliability sets limit on validity More judges needed? Validity of KSAO judgments Table 8.2 (Trattner, Fine, & Kubis, ‘55) p235 Better in predicting test scores for mental and perceptual or physical aptitudes? using job description or observation? U.S. Air Force Could psychologists and instructors Predict relevant tests for training and aptitudes?

McCormick (‘79) PAQ to predict -> GATB Predicting aptitude test scores r s .61 to .83 for PAQ & mean scores(GVNSP & Clerical) Less for GATB validity coefficients r s .03 to .39 Conclusion (for judging KSAOs): Analysts can provided reliable and valid estimates of job requirements Better at predicting mean test scores than validity of tests

Selection: Key Considerations Link attributes to tasks- C-Jam (tasks can be used for criterion development CI (Flanagan) Job element method (Primoff) Generic traits PAQ TTAS (Threshold Traits Analysis System) ABS (Ability Requirement Scales)

Training Tailor the person to fit the job For a specific job cost of training v. not training

Training Cycle Needs assessment (3 entities) Gap analysis Organization (inter-related jobs) Tasks & KSAOs (content) People to be trained E.g. for competencies? How would you do this? Gap analysis Where is performance inadequate? Person analysis What do they bring/what do they need

Training Cycle T & Development design: Who What When Where How much is available Costs

Training Cycle Evaluation Models Objectives Context or stimulus situation Behavioral requirements Minimal acceptable response Models Individual difference (cf to a perf standard) Experimental (control groups) Content (ensure trn is related to KSAOs

Training Cycle Evaluation Training Goals (Kirkpatrick) Reaction (do they like it, think it’s worthwhile) Learning (proficiency after training) Behavior (performance on job – transfer) Results (Org effectiveness) ROI (added)

Key Considerations Content Level of detail for tasks Rating scales importance / criticality Consequence of error Difficulty to learn Frequency of occurrence Location of training (OJT/ vestibule)

Selection v. Training Exist in applicant pool? Quality of applicant pool? Entry level or experienced Geographical boundaries