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Part 4 Staffing Activities: Selection
Chapter 8: External Selection I McGraw-Hill/Irwin Copyright © 2009 by The McGraw-Hill Companies, Inc., All Rights Reserved.
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Staffing Organizations Model
Mission Goals and Objectives Organization Strategy HR and Staffing Strategy Staffing Policies and Programs Support Activities Core Staffing Activities Legal compliance Recruitment: External, internal Planning Selection: Measurement, external, internal Job analysis Employment: Decision making, final match Staffing System and Retention Management 8-2
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Chapter Outline Preliminary Issues Initial Assessment Methods
Logic of Prediction Nature of Predictors Development of the Selection Plan Selection Sequence Initial Assessment Methods Resumes and Cover Letters Application Blanks Biographical Information Initial Assessment Methods References and Background Checks Handwriting Analysis Literacy Testing Genetic Testing Initial Interview Choice of Methods Legal Issues
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Discussion Questions for This Chapter
A selection plan describes which predictor(s) will be used to assess the KSAOs required to perform the job. What are the three steps to follow in establishing a selection plan? In what ways are the following three initial assessment methods similar and in what ways are they different: application blanks, biographical information, and reference and background checks? Describe the criteria by which initial assessment methods are evaluated. Are some of these criteria more important than others? Some methods of initial assessment appear to be more useful than others. If you were starting your own business, which initial assessment methods would you use and why? How can organizations avoid legal difficulties in the use of preemployment inquiries in initial selection decisions?
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Preliminary Issues Logic of prediction Nature of predictors
Development of the selection plan Selection sequence
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Logic of Prediction: Past Performance Predicts Future Performance
Not specific enough to make selection decisions Job titles Number of years of experience What counts is the specific types of experiences required and the level of success at each
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Nature of Predictors Content Form
Sign: A predisposition thought to relate to performance (e.g., personality) Sample: Observing behavior thought to relate to performance Criterion: Actual measure of prior performance Form Speed vs. power: How many versus what level Paper / pencil vs. performance: Test in writing or in behavior Objective vs. essay: Much like multiple-choice vs. essay course exam questions Oral vs. written vs. computer: How data are obtained
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Development of the Selection Plan: Steps Involved
Develop list of KSAOs required for job KSAOs are provided by job requirements matrix For each KSAO, decide if it needs to be assessed in the selection process Determine method(s) of assessment to be used for each KSAO
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Ex. 8.3 Assessment Methods by Applicant Flow Stage
Initial assessment methods Minimize the costs associated with substantive assessment methods by reducing the number of people assessed 8-9
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Discussion questions A selection plan describes which predictor(s) will be used to assess the KSAOs required to perform the job. What are the three steps to follow in establishing a selection plan?
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Resumes and Cover Letters
Information provided is controlled by applicant Information needs to be verified by other predictors to ensure accuracy and completeness Major issues Large number received by organizations Falsification and misrepresentation of information Lack of research exists related to Validity or reliability Costs Adverse impact
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Overview of Application Blanks
Areas covered Educational experience Training Job experience Key advantage -- Organization dictates information provided Major issue -- Information requested should Be critical to job success and Reflect KSAOs relevant to job Sample application blank - Exh. 8.4
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Sample Application for Employment
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Application Blanks Areas of special interest
Educational requirements Level of education GPA Quality of school Major field of study Extracurricular activities Training and experience requirements Licensing, certification, and job knowledge Weighted application blanks Evaluation --> ŕ = .10 to ŕ = .20
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Biographical Information / Biodata
Personal history information of applicant’s background and interests “Best predictor of future behavior is past behavior” Past behaviors may reflect ability or motivation Measures Exh. 8.5: Examples of Biodata Items Biodata compared with background checks Background check examines an applicant’s background conducted through records checks and conversations with references Biodata used to predict future performance information is collected by survey
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Evaluation: Biographical Information / Biodata
Test-retest reliability can be high: .77 to .90 Predictive validity moderate: r = .32 to .37 Issues Generalizability beyond first group? Although predictive validity exists, it is not clear what these inventories assess Falsification can be a big problem
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Reference Reports: Letters of Recommendation
Problems Inability to discern more-qualified from less-qualified applicants Lack of standardization Suggestions to improve credibility Use a structured form Use a standardized scoring key
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Reference Reports: Reference Checks
Approach involves verifying applicant’s background via contact with Prior immediate supervisor(s) or HR department of current of previous companies Roughly 8 of 10 companies conduct reference checks Problems Same as problems with letters of recommendation Reluctance of companies to provide requested information due to legal concerns Exh. 8.7: Sample Reference Check
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Reference Reports: Background Testing
Method involves assessing reliability of applicants’ behavior, integrity, and personal adjustment Type of information requested Criminal history Credit information Educational history Employment verification Driver license histories Workers’ compensation claims Key issues Limited validity evidence Legal constraints on pre-employment inquiries
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Evaluation of Reference Reports
Predictive validity limited: r = .16 to .26 Validity depends on source providing information HR department, coworker, or relative Supervisors What sources do you think work best? Cost vs. benefit of approach must be considered
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Genetic screening Done to screen out people who are susceptible to certain diseases (e.g., sickle cell anemia) due to exposure to toxic substances at work Genetic screening is not widespread, companies such as Du Pont and Dow Chemical experimented with it to protect their employees Court decisions have ruled that genetic screening is prohibited under the Americans With Disabilities Act (ADA) genetic testing is permissible only when consent has been granted by the applicant or when test results directly bear on an applicant’s ability to perform the job
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Initial Interview Characteristics Video and computer interviews
Begins process of necessary differentiation Purpose -- Screen out most obvious cases of person / job mismatches Limitation -- Most expensive method of initial assessment Video and computer interviews Offers cost savings
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Evaluation of Initial Interview
Minimal evidence exists regarding usefulness Guidelines to enhance usefulness Ask questions assessing most basic KSAOs Stick to basic, fundamental questions suitable for making rough cuts rather than subjective questions Keep interviews brief Ask same questions of all applicants
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Choice of Initial Assessment Methods
Criteria Use Cost Reliability Validity Utility Applicant reactions Adverse impact Education level GPA Quality of school Major field Extracurricular activity Training & experience Licensing/certification Weighted app. Blanks Biodata Letters of recommendation Background checks Resumes, cover letters Initial interview Genetic screening
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Discussion questions In what ways are the following three initial assessment methods similar and in what ways are they different: application blanks, biographical information, and reference and background checks? Describe the criteria by which initial assessment methods are evaluated. Are some of these criteria more important than others? Some methods of initial assessment appear to be more useful than others. If you were starting your own business, which initial assessment methods would you use and why?
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Legal Issues Disclaimers - Organization clearly identifies rights it wants to maintain Employment-at-will Verification consent False statement warning Reference checks Preemployment inquiries Federal laws and regulations EEOC Guide to Preemployment Inquiries ADA regulations State laws and regulations
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Legal Issues Bona fide occupational qualifications - BFOQs
Discrimination based on sex, religion, or national origin, but not race or color, is permitted if it can be shown to be a BFOQ “reasonably necessary to the normal operation” of the business Employer justifications Inability to perform Same-sex personal contact Customer preference Pregnancy or fertility
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Discussion questions How can organizations avoid legal difficulties in the use of preemployment inquiries in initial selection decisions?
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Ethical Issues Issue 1 Issue 2
Is it wrong to “pad” one’s résumé with information that, while not an outright lie, is an enhancement? For example, would it be wrong to term one’s job “maintenance coordinator” when in fact one simply emptied garbage cans? Issue 2 Do you think employer have a right to check into applicants’ backgrounds? Even if there is no suspicion of misbehavior? Even if the job poses no security or sensitive risks? Even if the background check includes driving offenses and credit histories?
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