1. Developing a Hiring System
OK, Enough Assessing:
Who Do We Hire??!!

2. Performance-Based Hiring: Summary

3. Common Decision-Making Errors
Switching to non-performance factors
Reverting to “intuition” or “gut feel”
Aggregating across all attributes
Succumbing to the “Tyranny of the Best”
Rating by method

4. Who Do You Hire??

5. Limitations of Traditional Approach
“Big Business” Model
Large samples that allow use of statistical analysis
Resources to use experts for cutoff scores, etc.
Assumption that you’re hiring lots of people from even larger applicant pools
Focus on tools not attributes

6. A Better Approach: Focus on Attributes
For each candidate, rate each attribute on each tool
Desirable
Acceptable
Unacceptable
For example, Consider Lee:

7. A Better Approach: Focus on Attributes
For each candidate, Rate each attribute on each tool
Develop composite attribute rating
Combining scores from multiple assessors
Combining scores across different tools
A “judgmental synthesis” of data
For example, Consider Lee:

8. A Better Approach: Focus on Attributes
For each candidate, Rate each attribute on each tool
Develop composite attribute rating
Create a Decision Table combining the composite ratings for all applicants

9. Sample Decision Table

10. A Better Approach: Focus on Attributes
For each candidate, Rate each attribute on each tool
Develop composite attribute rating
Create a Decision Table combining the composite ratings for all applicants
Use Decision Table to make final decisions
Categorical
Numerical

11. Categorical Decision Approach
Eliminate applicants with unacceptable qualifications
Then hire candidates with as many desirable ratings as possible
Finally, hire as needed from applicants with “acceptable” ratings
Optional: “weight” attributes by importance

12. Using the Decision Table 1: More Positions than Applicants

13. Using the Decision Table 2: : More Applicants than Positions

14. Numerical Decision Approach
Eliminate applicants with unacceptable qualifications
Convert ratings to a common scale
Obtained score/maximum possible score
Example: Attribute—Dependability
Interview: 3.5 on a five point scale
Personality Test: 8/10
Converted scores?
Weight by importance of attribute and measure to develop composite score
Weighted converted score =
converted score X importance of attribute X importance of measure

15. Numerical Decision Approach

16. Summary: Decision-Making
Focus on critical requirements
Focus on performance attribute ratings
Not overall evaluations of applicant or tool
Eliminate candidates with unacceptable composite ratings on any critical attribute
Then choose those who are most qualified:
Make offers first to candidates with highest numbers of desirable ratings