Staffing Chapters 8 - 11

Chapter 8 – External Selection The process of assessment and evaluation of external job applicants Predict HR outcomes based on experience/KSAOs: Attraction Performance Satisfaction Retention

Chapter 8 – External Selection Differentiating types of predictors Content Form Speed v. power (fast v. accuracy) Paper and pencil v. performance Objective v. essay Oral v. written v. computer

Chapter 8 – External Selection Initial assessment methods – which applicants will become job candidates Resumes/cover letters Scanning for keywords Resume statements should present: What you did, for whom, with what result (remember “Task Statement” format from Chapter 4) Developed reports v. Developed budget and monthly performance reports for 20 department managers semi-monthly to be used for project management decisions.

Chapter 8 – External Selection Application Blanks Appropriateness of questions Job relatedness of questions Who you provide an application to Filing and processing of applications Application #2 – Developing a lawful application blank

Chapter 8 – External Selection Weighted application blanks Scoring each question on the application according to its importance (job-relatedness). Validity of unweighted v. weighted application blanks

Chapter 8 – External Selection Biographical Information – biodata (personal history) History Externality Objectivity Firsthandedness Etc.

Chapter 8 – External Selection Biographical Information – biodata (personal history) “Fakeable” items Warn applicants Option-keyed scoring (only items that separate high/low performers) Validate responses

Chapter 8 – External Selection Reference reports Letters of recommendation Reference checks Background testing Application #1 – Reference reports and initial assessment in a start-up company

Chapter 8 – External Selection Other initial methods: Handwriting analysis Literacy Genetic screening Initial interviews Video/computer interviews

Chapter 8 – External Selection Choice of methods Use Cost Reliability Validity Utility Reactions Adverse impact

Chapter 8 – External Selection With your group… What are the three preferred methods if you used the following criteria: Validity Reliability Cost Utility

Chapter 8 – External Selection Legal Issues Disclaimers At-will, verification consent, false statements Reference checks (require permission) Pre-employment inquiries (job related) BFOQ

Chapter 9 – External Selection Substantive assessment – defining assessments to use (evaluation criteria) to decide which job candidates should become finalists Application #1 – Assessment methods for the job of HR Director

Chapter 9 – External Selection Personality tests – historically low validity, but there are recent advances Big Five : conscientiousness extraversion agreeableness emotional stability openness to experience

Chapter 9 – External Selection Ability tests – physical, psychomotor, etc. Cognitive ability Validity Adverse impact Concrete v. abstract

Chapter 9 – External Selection Other tests Job knowledge tests Performance tests and work samples Performance (overall, internship) v. work Motor v. verbal High v. low fidelity (realism) Computer v. paper and pencil Situational judgment (hypothetical)

Chapter 9 – External Selection Other tests Integrity tests Structured interview

Chapter 9 – External Selection Choice of substantive methods Use Cost Reliability Validity Utility Reaction Adverse Impact

Chapter 9 – External Selection Discretionary assessment methods Not to be used alone Contingent assessment methods Drug testing Medical exams

Chapter 9 – External Selection Selection decisions Application #2 – Choosing among finalists for the job of HR Director

Chapter 9 – External Selection Legal Issues Uniform Guidelines on Employee Selection Procedures (UGESP) – guidelines on selection, record-keeping, adverse impact, selection rates, etc. ADA considerations Medical exams (consistency in administration)

Chapter 10 – Internal Selection Initial assessment methods Skills inventory Peer assessments Self-assessments Managerial sponsorship Informal discussions/recommendations (careful – lowers validity)

Chapter 10 – Internal Selection Choice of methods the same as for external: Use, cost, reliability, validity, utility, reaction, adverse impact

Chapter 10 – Internal Selection Application #1 – Changing a promotion system

Chapter 10 – Internal Selection Substantive methods Seniority and experience Job knowledge tests Performance appraisal Promotability ratings Assessment centers Interview Simulation Promotion panels and review boards

Chapter 10 – Internal Selection Application #2 – Promotion from within…

Chapter 10 – Internal Selection Legal Issues UGESP – covers internal as well as external selection Adverse impact Glass ceiling General morale and perceptions

Chapter 11 – Decision Making The process of decision making in the selection process is central to overall effectiveness of selection and legal compliance

Chapter 11 – Decision Making Validity Coefficient Correlation, Sign, magnitude Face Validity - Appearance of validity Correlation with other predictors Adverse Impact Utility

Chapter 11 – Decision Making Application #1 – Utility concerns in choosing an assessment method

Chapter 11 – Decision Making Utility – expected gains from a predictor Hiring success gain – proportion of successful new hires Selection ratio – no. hired/no. applicants Base rate – no. successful employees/no. employees (e.g., used in promotion or training)

Chapter 11 – Decision Making Determining assessment scores Single predictor – simple, weak

Chapter 11 – Decision Making Multiple predictors Compensatory model – add scores together Clinical prediction – expertise of managers Unit weighting – importance built into scores so that all scores carry the same weight Rational weighting – scores carry different weights Multiple regression : y=a+bx1+bx2…bxn – assesses statistical weighting (x) of each predictor (b) to yield an overall outcome score (y)

Chapter 11 – Decision Making Multiple hurdles model Must earn passing score on each predictor Combined model First, only passing scores on each predictor are considered Second, each of the predictors is assigned a different weight

Chapter 11 – Decision Making Cut Scores Scores reflecting passing to next step in the process (what score is “good enough?”) We must set cut scores to ensure that ALL candidates with a likelihood of success are selected WITHOUT considering too many potentially unsuccessful candidates

Chapter 11 – Decision Making Methods To Determine Cut Scores Minimum competency Top-Down (based on distribution of scores, no of applicants to be hired) Banding – range of scores considered equal

Chapter 11 – Decision Making Making the final decision Random selection (all other things being equal) Ranking Grouping

Chapter 11 – Decision Making Application #2 – Choosing entrants into a managerial training program

Chapter 11 – Decision Making Legal Issues UGESP – standards on cutoff scores