1. Employee Selection: Reference & Testing

2. References Reference –The expression of opinion, either orally or through a written checklist, regarding an applicant’s ability, previous performance, work habits, character, or potential for future success. Reference Check –The process of confirming the accuracy of information provided by an applicant Letter of Recommendation –Letter expressing opinion regarding an applicant’s ability, previous performance, work habits, character, or potential for future success. Content and format are determined by letter writer (usually)

3. Why Require References?

4. 1.Check for resume fraud 2.Find new information about the applicant 3.Check for potential discipline problems 4.Predict future performance

5. 1. Checking for Resume Fraud Why Check? –1/3 resumes contain inaccurate info –over 500,000 people have bogus degrees Verifying Information –truth –error –embellishment –fabrication Obtaining Missing information –unintentional omission –strategic omission –deceptive omission Alternative methods –bogus application items –social security reports –hire professional reference checkers

6. 2. Finding New Information About the Applicant Types of Information –personality –interpersonal style –background –work habits Problems –references seldom agree –people act in different ways in different situations Alternative Measures –psychological tests –letters of recommendation –biodata –resumes –interviews

7. 3. Checking for Potential Discipline Problems Criminal Records-sexual harassment, poor attendance and violence Prevent negligent hiring –Previous employers –Motor vehicle records –Military records –Credit reports –Colleges and universities –Neighbors and friends

8. Criminal Records Obtained from local and state agencies Check with each jurisdiction Only convictions can be used (EEOC Decision No. 72- 1460) –“Reasonable amount of time” between release and decision to hire –In using convictions, employer must consider Nature and gravity of offense Amount of time that has passed since the conviction and/or completion of the sentence The nature of the job held or being sought

9. Credit Checks Purpose –Predict motivation to steal –Determine character of applicant Fair Credit Reporting Act –Order through a Consumer Reporting Agency (CRA) –Provide written notice to applicant to you will be checking credit –Get applicant’s written authorization to check credit –If adverse action is to be taken Provide applicant with “Pre-adverse Action Disclosure” which includes copy of credit report Inform applicant that they will not be hired due to credit check and provide name of CRA and notice of applicant rights to appeal within 60 days

10. 4.Predicting Future Performance References are not good predictors of performance –Uncorrected validity is.18 References are not reliable (r =.29) –High correlation between two letters written by the same person for two people than between letters written by two people for the same person –They say more about the person writing the letter than the person being written about References are lenient –Fewer than 1% of applicants are rated below average!

11. Problems with References- 1. Leniency? 1.Applicants often choose their own references 2.Applicants often have the right to see their files 3.Former employers fear legal ramifications –Charged with defamation of character 4.Confidentiality concerns

12. Potential Legal Ramifications Negligent hiring –Potential employer (seek) Invasion of privacy Negligent reference –Former employer (provide) Defamation –Libel (written) –Slander (oral) –Self-publication

13. Problems with References- 2. Knowledge of the Applicant May not know applicant well May not have had opportunities to observe behavior Employees act differently around supervisors

14. Problems with References- 3. Reliability Lack of agreement between two people providing the reference for the same person –Supervisor vs. Professor Research indicates reference reliability is only.22 (Aamodt & Williams, 2005) –High correlation between two letters written by the same person for two people than between letters written by two people for the same person –They say more about the person writing the letter than the person being written about

15. Problems with References- 4. Extraneous Factors Surrounding the Reference Reference giver’s ability to articulate –Letters containing specific examples were rated higher than a general one The extent to which the referee remembers the applicant The words used by the reference giver –she has no sexual oddities that I am aware of –I have an intimate and caring relationship with the applicant –Jill is a bud that has already begun to bloom

16. Some Recommendations 1.Increase Structure –Job analyses 2.Explicitly stating relationship with the person being recommended 3.Be honest 4.Let applicant see your reference

17. Trait Method of Evaluating Letters of Recommendation Peres and Garcia (1962) The Technique –Read each letter –Highlight traits in each letter –Place each trait into one of five categories Mental agility (openness to experience) Vigor Urbanity (Extroversion) Cooperation-Consideration (Agreeableness) Dependability-Reliability (Conscientiousness) –Total the number of traits per category –Divide the number of traits per category by the total number of traits

18. Dear HR Director, Ms. Rachel Green asked that I write this letter in support of her application as an assistant manager and I am pleased to do so. I have known Rachel for six years as she was my assistant in the accounting department. Rachel is one of the most popular employees in our agency as she is a kind, outgoing, sociable individual. She has a great sense of humor, is extroverted, and is very helpful. In completing her work, she is independent, energetic, and motivated. Mental Ability:0Urbanity: 5Vigor: 3 Cooperation: 2Dependability: 0

19. Dear HR Director, Ms. Monica Geller asked that I write this letter in support of her application as an assistant manager and I am pleased to do so. I have known Monica for six years as she was my assistant in the accounting department. Monica always had her work completed accurately and promptly. In her six years here, she never missed a deadline. She is very detail oriented, critical, and methodical in her problem solving approach. Interpersonally, Monica is very caring and helpful. Mental Ability:0Urbanity: 0Vigor: 0 Cooperation: 2Dependability: 6

20. Validity of the Trait Method Trait CategoryGraduate GPATeaching Ratings Mental agility.15*-.09 Vigor -.16*-.03 Urbanity.02.19* Cooperation-.07.09 Dependability.02-.18

22. Personnel Selection Methods Training & Education Experience –Applications/Resumes –Biodata –Interviews Knowledge Ability –Cognitive –Physical –Perceptual Skills –Work Samples –Assessment Centers –References Personality & Character –Personality Tests –Integrity Tests Medical –Medical Exams –Psychological Exams –Drug Testing

23. Predicting Performance Using Training and Education

24. Ratings of Training 1.Education 2.Work-Related Training 3.Military

25. Does Education Predict Performance?

26. Summary of Meta-Analyses Meta-analysisOccupationKNρ Ng & Feldman (2009)Police.28-.38 Aamodt (2002)Police389,007.34 Vineberg & Joyner (1982)Military35.25 Hunter (1980) Hunter & Hunter (1984) Schmidt & Hunter (1998) USES data base 42532,124.10 Dunnette (1972)Entry level petroleum 15.00

27. Education and Incremental Validity Schmidt & Hunter (1998) say no –Cognitive ability (r =.51) –Cognitive ability and education (r =.52)

28. Validity of GPA GPA is a valid predictor of performance on the job, training performance, starting salary, promotions, and grad school performance GPA is most predictive in the first few years after graduation (Roth et al., 1996) GPA will result in high levels (d=.78) of adverse impact (Roth & Bobko, 2000) People with high GPAs –Are intelligent (r =.50; Jensen, 1980) –Are conscientious (r =.34; Bevier et al., 1998)

29. Validity of GPA Meta-Analysis Results rρ Work-Related Criteria Job performance (Roth et al., 1996).16.36 Training performance (Dye & Reck, 1989).29 Promotions (Cohen, 1984).16 Salary (Roth & Clarke, 1996) Starting salary.13.20 Current salary.18.28 Graduate School Performance (Kuncel et al., 2001) Grades.28.30 Faculty ratings.25.35

30. Predicting Performance Using Applicant Knowledge-Job Knowledge Tests Taps job-related knowledge Good validity (ρ =.48) Face valid They could be scored in multiple choice format or essay format Can have adverse impact

31. Predicting Performance Using Applicant Ability

32. Cognitive Ability Tests Taps –Learnability or coachbility of the applicant –Better decision making by better information processing High validity (ρ =.51) Predicts training and job performance for all jobs (Hunter, 1986) The more complex the job, the better cognitive ability tests predict performance

33. Cognitive Ability Tests Strengths –Highest validity of all selection measures (ρ =.51) –Easy to administer –Relatively inexpensive –Most are not time consuming

34. Cognitive Ability Tests Weaknesses –Likely to cause adverse impact –Low face validity –Not well liked by applicants –Frequently challenged in courts –Difficult to set a passing score

35. Perceptual Ability Tests Perceptual Ability (Fleishman & Reilly (1992) –Vision (near, far, night, peripheral) –Depth perception –Glare sensitivity –Hearing (sensitivity, –auditory attention, sound localization) Machinist, cabinet maker, die setter

36. Psychomotor Ability Tests Psychomotor Ability (Fleishman & Reilly (1992) –Dexterity (finger, manual) –Control precision –Multilimb coordination –Response control –Reaction time –Arm-hand steadiness –Wrist-finger speed –Speed-of-limb movement Police officer, carpenter, sewing machine operator

37. Physical Ability Used for jobs with high physical demands Three Issues –Job relatedness –Passing scores –When the ability must be present Two common ways to measure –Simulations –Physical agility tests

38. Physical Ability Physical Abilities (Fleishman & Reilly, 1992) –Dynamic strength (strength requiring repetitions) –Trunk strength (stooping or bending over) –Explosive strength (jumping or throwing) –Static strength –Dynamic flexibility (speed of bending or stretching) –Extent flexibility (Degree of bending or stretching) –Gross body equilibrium (balance) –Gross body coordination (coordination) –Stamina Police officer, fire fighter, and life guard-job simulations, dragging a hose, climbing a ladder

39. Physical Ability Controversies 1.Job Relatedness: Some out of shape cops perform safely and at high levels –Technological advances. Pepper spray study (Sollie & Sollie, 1993) 2.Passing Score –Adverse Impact: Can’t use relative standards –Passing score are set are minimum levels needed to perform a job 3.When abilities must be present: may not require the ability until in the academy or on the job

40. Predicting Performance Using Applicant Skill

41. Work Samples Applicants perform tasks that replicate actual job tasks Advantages –Directly related to the job –Good criterion validity Verbal work samples (ρ =.48) Motor work samples (ρ =.43) –Good face validity –Less adverse impact than cognitive ability –Provide realistic job previews Disadvantages –Can be expensive to develop and maintain

42. Assessment Centers What are They? A selection technique that uses multiple job-related assessment exercises and multiple assessors to observe and record behaviors of candidates performing job-related tasks

43. Guidelines for Assessment Center Practices Joiner (2000) Based on job analysis Use multiple assessment exercises Simulations Behavioral Observations must be documented Use multiple assessors Assessor training Assessors must prepare reports Overall judgment based on integration of information

44. Assessment Center Exercises Leaderless group discussions In-basket technique Simulations –Situational exercises –Work samples Role plays Case analyses and business games

45. Evaluation of Assessment Centers Reliability –Can have low inter-rater agreement among raters –Test/retest reliability pretty high (.70) Validity –Uncorrected.28 –Corrected.38 –Good face validity

46. Evaluation of Assessment Centers Weaknesses –Very expensive –Time consuming –Can have low inter-rater agreement –Behaviors can overlap into several dimensions –Safety of candidates for some work samples

47. When are assessment centers most appropriate? –Most useful for promotion rather than selection –When candidates have some knowledge of the job –When you have the money to develop and maintain assessment centers –When you have the time and trainers

48. Predicting Performance Using Prior Experience

49. Experience Ratings Past behavior predicts future behavior –Experience is a valid predictor of future performance (ρ =.27; Quinones et al., 1995) Types of Experience –Work –Life

50. Experience Evaluated through: –Application blanks –Resumes –Interviews –Reference checks –Biodata instruments

51. Experience Considerations –How much experience? –How well did the person perform? –How related is it to the current job?

52. Experience Predicts Best… Credit prior work experience only: –In the same occupational area as that in which performance is to be predicted –In the performance of tasks or functions that have direct application on the job Recency of experience should be used as a decision rule for awarding credit only when justified on a case-by-case basis Credit for duration of work experience should be limited to a few years. High prediction up to about 3 years of experience, declining to low prediction for more than 12 years of experience.

53. Biodata A selection method that considers an applicant’s life, school, military, community, and work experience

54. Example of Biodata Items Member of high school student government? YesNo Number of jobs in past 5 years? 123-5More than 5 Transportation to work: Walk Bus Bike Own CarOther

55. Development of Biodata Items 1.Choose a job 2.Create pool of potential biodata items 3.Choose a criterion to measure behavior 4.Prescreen items and test on employees 5.Retest items on second sample of employees

56. Development of Biodata Items 1.File Approach –Obtain information through personnel files 2.Questionnaire Approach 3.Criterion Groups –Quantity, absenteeism, performance, turnover

57. Biodata Scoring VariableLong Tenure (%) Short Tenure (%) Differen ces in % Unit Weight Education High School 4080-40 Bachelor’ s 5915+44+1 Masters15-40 Vertical Percentage Method 1.Percentage is calculated for each group on each item 2.Percentage of particular response for the low group is subtracted from the percentage of the same response in the high group to obtain weight for that item 3.One weights are assigned then weigh information and sum it up 4.Composite scores are correlated with criterion

58. Biodata Standards Gandy & Dye, 1989; Mael, 1991 Good Biodata ItemsBad Biodata Items Historical How old were you when you got your first paying job? Future or Hypothetical What position do you think you will be holding in 10 years? External Did you ever get fired from a job? Internal What is your attitude toward friends who smoke marijuana? Objective How many hours did you study for your bar exam? Subjective Would you describe yourself as shy? First-hand How punctual are you about coming to work? Second-hand How would your teachers describe your punctuality?

59. Good Biodata ItemsBad Biodata Items Discrete At what age did you get your driver’s license? Summative How many hours do you study during an average week? Verifiable What was your grade point average in college? Non-verifiable How may servings of fresh vegetables do you eat everyday? Controllable How many tries did it take you to pass the CPA exam? Non-controllable How many brothers and sisters do you have? Equal Access Were you ever class president? Non-equal Access Were you ever captain of the football team? Job Relevant How many units of cereal did you sell during the last calendar year? Not job relevant Are you proficient at crossword puzzles? Noninvasive Were you on the tennis team in college? Invasive How many young children do you have at home?

60. Strengths of Biodata –Good validity (r =.36, ρ=.51) –Can predict for variety of criterion measures –Easy to administer –Relatively inexpensive –Fairly valid –Can have good face validity

61. Weaknesses of Biodata –Low face validity –Can invade privacy –Items can be offensive –Expensive to develop –Not always practical to develop

62. Validity Issues Shrinkage? Good validity but not sure why Validity seems to drop when items based rationally (job analysis) rather than empirically

64. Differences in Personality Inventories Types of Personality Inventories –Measures of normal personality –Measures of psychopathology Basis for Personality Dimensions –Theory based –Statistically based –Empirically based Scoring –Objective –Projective

65. Five-Factor Model (The Big 5) Openness to Experience –imaginative, curious, cultured Conscientiousness –organized, disciplined, careful Extraversion –outgoing, gregarious, fun-loving Agreeableness –trusting, cooperative, flexible Neuroticism (emotional stability) –anxious, insecure, vulnerable to stress

66. Validity of Personality Meta-Analysis Hurtz & Donovan (2000) Barrick & Mount (1991) Tett et al. (1991) DimensionObservedTrueObservedTrueObservedTrue Openness.03.06.03.04.18.24 Conscientiousness.15.24.13.22.12.16 Extroversion.06.09.08.13.10.13 Agreeableness.07.12.04.07.22.28 Neuroticism-.09-.15-.05-.08-.15-.19

67. Comparison of Meta-Analyses Conscientiousness Hurtz & Donovan (2001) Barrick & Mount (1991) Tett et al. (1991) Types of studies included in meta- analysis Only those developed to tap Big 5 Any test that could be assigned to a Big 5 dimension Only studies in which a Big 5 dimension was hypothesized to be related to performance k421237 n7,34219,721450 Observed validity.15.13.12

68. Evaluation of Personality Strengths –Relatively cheap –Easy to administer –Little adverse impact –Predicts best when based on a job analysis Weaknesses –Scale development –Validity –Faking

69. Interest Inventories Tap an applicant’s interest in particular types of work or careers Poor predictors of job performance (ρ =.10) Better predictors of job satisfaction

70. Integrity Tests Estimate the probability that applicants will steal money or merchandise Used mostly in retail, but gaining acceptance for other occupations

71. Types of Integrity Tests Electronic Testing Polygraph testing Paper and Pencil Testing Overt Personality based

72. Polygraph Testing Polygraph (lie detector) is a machine that measures the physiological responses that accompany the verbal responses an individual makes to a direct questions asked by polygraph operator.

73. Limitations of the Polygraph Emotions other than guilt can trigger responses Countermeasures used to avoid detection Frequency of false positives Frequency of false negatives

74. Legal Guidelines for Polygraph Testing Employee Polygraph Protection Act of 1988 makes it illegal to: Directly or indirectly require an employee to take a polygraph Use, accept, refer to, or inquire about the results of any polygraph test of any applicant or employee Discharge, discipline, discriminate against, or deny employment or promotion to (or threaten such actions) against any prospective or current employee who refuses, declines, or fails to take or submit to a polygraph

75. Legal Guidelines for Polygraph Testing The following are exempt from these prohibitions –Private employers providing security services –Employers who manufacture, distribute, or dispense controlled substances –Federal, state, and local government employees.

76. Paper and Pencil Integrity Tests Overt integrity tests Directly ask for attitudes about theft and occurrences of theft behavior Personality based measures Measure traits linked to several theft related employee behaviors that are detrimental to the organization

77. Overt Integrity Tests Rationale is to measure job applicants’ attitudes and cognitions toward theft that might predispose them to steal at work, especially when both the need and opportunity to steal are present. More Reliable & Valid Validity has been determined by comparing scores with : Polygraph test results Self-admissions of thefts Shrinkage Future theft

78. Other Behaviors Integrity Tests Can Predict Drug and alcohol abuse Vandalism Sabotage Assault behaviors Insubordination Absenteeism Excessive grievances Bogus workers compensation claims Violence

79. The Validity and Reliability of Integrity Tests Validity Theft.41 for predicting probability of theft by employees Performance (Ones et al. 1993) Observed =.21 True =.34 Reliability Reports of test-retest reliabilities between.90-.70

80. Evaluation of Integrity Tests Advantages –Good validity (ρ =.34) –Inexpensive to use –Easy to administer –Little to no racial adverse impact Disadvantages –Males have a higher fail rate than females –Younger people have a higher fail rate than older people –Failure has a negative psychological impact on applicants.

81. Conditional Reasoning Tests Designed to reduce faking Applicants are given a series of statements and asked to select the reason that justifies each statement Aggression predicts CWB (r =.16) and job performance (r =.14) Aggressive individuals tend to believe –most people have harmful intentions behind their behavior (hostile attribution bias) –it is important to show strength or dominance in social interactions (potency bias) –it is important to retaliate when wronged rather than try to maintain a relationship (retribution bias) –powerful people will victimize less powerful individuals (victimization bias) –evil people deserve to have bad things happen to them (derogation of target bias) –social customs restrict free will and should be ignored (social discounting bias).

82. Graphology Concept –A person’s handwriting is a reflection on his or her personality and character Use –6,000 U.S. organizations –75% of organizations in France –8% of organizations in the United Kingdom Evaluation –Few studies –Validity depends on the writing sample Autobiographical (r =.16, p =.22) Non-autobiographical (r =.09, p =.12)

84. Drug Testing Forms of Testing –Pre-employment testing –Random selection at predetermined times –Random selection at random times –Testing after an accident or disciplinary action Responses to the Presence of Drugs –98% of job offers withdrawn –Current employees who test positive 25% are fired after a positive test 66% are referred to counseling and treatment

85. Two Stages of Drug Testing Initial screening of hair or urine –Cheaper method ($30 for urine, $50 for hair sample) –Enzyme Multiplied Immunoassay Technique (EMIT) –Radioimmunoassay (RIA) Confirmation test –Typically used only after a positive initial screening –Thin layer chromatography/mass spectrometry –More expensive

86. Other Exams 1.Psychological Exams 2.Medical Exams –After the offer has been made –For jobs requiring public safety

87. Typical Corrected Validity Coefficients for Selection Techniques MethodValidityMethodValidity Structured Interview.57College grades.32 Cognitive ability.51References.29 Biodata.51Experience.27 Job knowledge.48Conscientiousness.24 Work samples (verbal).48Unstructured interviews.20 Assessment centers.38Interest inventories.10 Integrity tests.34Handwriting analysis.02 Situational judgment.34Projective personality tests.00

88. Summary of Types of Selection Methods 1.Training and Education Degree GPA 2.Ability Cognitive Perceptual Pychomotor Physical 3.Applicant Skills Work Samples Assessment Techniques Resume 4. Knowledge Job Knowledge Tests 5. Experience Application Blank Resumes Interviews Reference Checks Biodata 6. Personality and Character Personality Tests Integrity Tests Interest Inventories

89. Rejecting an Applicant A personally addressed signed letter Appreciating for applying Complimenting qualifications Some information about the individual who got hired A wish of luck A promise to keep application on file