1. STAFFING

2. KEY ASSUMPTIONS ä People differ ä Jobs differ ä Goal? ä ä Requires ä

3. EVALUATING METHODS/PREDICTORS ä Practicality ä Legality ä Accuracy ä Reliability ä Validity ä Applicant reactions

4. CORRELATION COEFFICIENT ä ä ä ä ä

5. How Big is Big Enough?

6. RELIABILITY ä How accurately the tool measures the attribute ä The extent to which it is free of error ä The degree of dependability, consistency or stability of measurement of a measure ä Reliability coefficient = % of obtained score due to true score

7. TYPES OF RELIABILITY Ê Test-retest reliability ä Assesses stability over time/situations Ë Internal consistency reliability ä Assesses sampling error/consistency of content Ì Parallel forms reliability ä Assesses equivalence of measures

8. VALIDITY ä The extent to which a staffing method predicts one or more important criterion ä Primary method of demonstrating job- relatedness ä Reliability vs. validity?

9. METHODS OF VALIDATION ä Criterion (Empirical) ä Showing a statistical relationship between scores and job performance. ä Two approaches: Concurrent or predictive ä Limitations? ä ä ä Content ä Showing a logical relationship between predictor content and job content ä Limitations? ä Validity generalization

10. APPLICANT REACTIONS ä Applicants perceptions of fairness influence job acceptance and subsequent performance ä What influences perceived fairness? ä ä ä ä ä

12. Arguments Against Personality ä ä ä ä

13. Conscientiousness ä Descriptors: ä Organized, Systematic, Thorough, Practical, Neat, Efficient, Careful, Steady ä NOT Careless, Undependable, Haphazard, Sloppy ä Most consistent personality predictor of performance ä Also predicts lack of problem behavior

14. Emotional Stability ä Descriptors ä NOT Anxious, Moody, Temperamental, Emotional, Nervous, Touchy, Fearful ä May predict job performance in jobs…

15. Agreeableness ä Descriptors ä Kind, Cooperative, Sympathetic, Warm, Trustful, Considerate, Pleasant, Helpful ä May predict job performance in jobs…

16. Extraversion ä Descriptors ä Talkative, Assertive, Verbal, Energetic, Bold, Active, Daring ä May predict job performance in…

17. The Cognitive Ability Test Dilemma ä ä

18. 1. Differences between groups’ average test scores ä ~1 SD difference for Blacks ä ~.75 SD for Hispanics But what do these differences mean? Definitions of Test “Fairness” Differential Validity? Test Bias? Test is fair

19. Definitions of Test “Fairness” 2. Differential Validity: Group differences in validity of test White Black Test Scores Job Perf

20. Definitions of Test “Fairness” 3. Test Bias: Group differences in predicted job performance with same cutoff score Black Test Scores Job Perf White

21. Typical CA Test Situation ä Adverse Impact ä No differential validity ä No test bias White Black Test Scores Job Perf

22. OPTIONS? ä ä ä ä

23. Basic Assumptions ä ä

24. Negligent Hiring A violation of an employer’s common law duty to protect its employees and customers from injury by hiring an employee it knew (or should have known) posed a threat of risk. A violation of an employer’s common law duty to protect its employees and customers from injury by hiring an employee it knew (or should have known) posed a threat of risk.

25. Defamation of Character The offense of injuring a person’s character, fame, or reputation by false and malicious statements The offense of injuring a person’s character, fame, or reputation by false and malicious statements Negligent Referral Companies may be liable for not fully and truthfully disclosing knowledge about a past employee’s potential for causing harm

26. Recommendations -Reference Seekers ä Ask for only job-related information ä Obtain from knowledgeable source ä Document procedures & information ä Obtain written permission of applicant ä Check multiple references ä Verify negative information

27. The Paradox of Interviews ä The most widely-used hiring tool among practitioners ä Yet are widely criticized by researchers ä unreliable ä susceptible to bias ä poor validity

28. Why are Interviews So Popular? ä ä ä ä ä ä ä

29. Problems with Interviews ä Lack of structure/standardization ä Opportunity for bias ä Impression driven ä Interview behavior may not reflect KSAs

30. Recommendations

31. Types of Structured Interviews ä Behavior Description interviewing ä How have you handled situations before? ä Situational interviewing ä How would you respond to hypothetical job situation? ä Case interviews ä Can you demonstrate reasoning skills in logic puzzle questions?

32. Benefits of Structured Interviews ä Increases job relatedness ä Ensures that interviewers are aware of KSAs ä Also easier to document if needed ä Reduces disparate treatment ä Increases reliability ä Reduces problems of coaching