1. Validity of Selection Procedures
Aaliyah Bey & Danielle Russell

2. Strategic Value of Selection Practices Kim & Ployhart, 2018
How can selection create competitive advantage?

3. What is selection? Definition:
Selection determines the acquisition and deployment of human capital resources

4. Competitive Environment
External
Industry growth
Industry dynamism
Internal
Prior firm performance
Collective turnover

5. Hypothesis
Firms with more collective turnover use fewer selection practices than those with less turnover.

6. The Study 413 South Korean firms 3 industries: Manufacturing (283)
Finance (28)
Non-Finance Service (102)

7. The Study (cont.) Survey data from HCCP Financial Performance data
Data goes back from 2004

8. The Study (cont.)
Surveyed HR managers regarding their company’s HR practices
Selection practices listed
Value = Operating Profit Per Employee

9. Results Hypothesis supported
If a firm has high turnover, it is more valuable to use less selection practices

10. Takeaways
Greater alignment between environmental factors and HR practices = greater performance
External and internal factors should be taken under consideration when structuring a Selection Process.
If a company finds itself with high turnover rates, it should scale back on selection practices

11. TRANSPARENCY OF ASSESSMENT CENTERS: LOWER CRITERION-RELATED VALIDITY BUT GREATER OPPORTUNITY TO PERFORM?
By Ingold, Kleinmann, Konig, & Melchers

12. Key Terms
Transparency: The degree applicants are informed about dimensions that are being assessed
Impression Management (IM): Process in which people attempt to influence the perceptions of other people
Self promotion
Ingratiation

13. What is Criterion-Related Validity?
The strength of the relationship between a measure (predictor) and its ability to predict the scores of another (criterion)
Concurrent
Predictive

14. What is an Assessment Center (AC)?
Place that evaluates an individual’s potential to perform behaviors relevant to the most critical aspects of a job.

15. Purpose Understand the effects dimension transparency has on:
ACs validity
Relationship between IM and job performance
Fairness perceptions of the assessment center

16. Hypotheses
Ratings from a non-transparent AC are more valid in predicting performance than a transparent AC
Self-promotion in the non-transparent AC will be more positively related to supervisor-rated job performance than in the transparent AC
Perceived opportunity to perform is higher in the transparent AC than in the non-transparent AC.

17. Simulated an AC Participants: 194 Assessees 73 Assessors
The Study
Simulated an AC
Participants:
194 Assessees
73 Assessors
3 Facilitators

18. Measures AC performance 5 point scale Job performance 7 point scale
IM & opp. to perform
Cognitive ability
Manipulation check

19. Results

20. Perceived Opportunity to Perform
Results Cont.
Perceived Opportunity to Perform
Transparent
Non-transparent
Mean
3.30
3.26 SD
.52
.60

21. Hiring managers should not use highly transparent ACs
Key Takeaway
Hiring managers should not use highly transparent ACs
ACs should not disclose the dimensions they test on

22. Group Takeaway
It’s complex!