1. Staffing
Chapters

2. Chapter 8 – External Selection
The process of assessment and evaluation of external job applicants
Predict HR outcomes based on experience/KSAOs:
Attraction
Performance
Satisfaction
Retention

3. Chapter 8 – External Selection
Differentiating types of predictors
Content
Form
Speed v. power (fast v. accuracy)
Paper and pencil v. performance
Objective v. essay
Oral v. written v. computer

4. Chapter 8 – External Selection
Initial assessment methods – which applicants will become job candidates
Resumes/cover letters
Scanning for keywords
Resume statements should present:
What you did, for whom, with what result (remember “Task Statement” format from Chapter 4)
Developed reports v. Developed budget and monthly performance reports for 20 department managers semi-monthly to be used for project management decisions.

5. Chapter 8 – External Selection
Application Blanks
Appropriateness of questions
Job relatedness of questions
Who you provide an application to
Filing and processing of applications
Application #2 – Developing a lawful application blank

6. Chapter 8 – External Selection
Weighted application blanks
Scoring each question on the application according to its importance (job-relatedness).
Validity of unweighted v. weighted application blanks

7. Chapter 8 – External Selection
Biographical Information – biodata (personal history)
History
Externality
Objectivity
Firsthandedness
Etc.

8. Chapter 8 – External Selection
Biographical Information – biodata (personal history)
“Fakeable” items
Warn applicants
Option-keyed scoring (only items that separate high/low performers)
Validate responses

9. Chapter 8 – External Selection
Reference reports
Letters of recommendation
Reference checks
Background testing
Application #1 – Reference reports and initial assessment in a start-up company

10. Chapter 8 – External Selection
Other initial methods:
Handwriting analysis
Literacy
Genetic screening
Initial interviews
Video/computer interviews

11. Chapter 8 – External Selection
Choice of methods
Use
Cost
Reliability
Validity
Utility
Reactions
Adverse impact

12. Chapter 8 – External Selection
With your group…
What are the three preferred methods if you used the following criteria:
Validity
Reliability
Cost
Utility

13. Chapter 8 – External Selection
Legal Issues
Disclaimers
At-will, verification consent, false statements
Reference checks (require permission)
Pre-employment inquiries (job related)
BFOQ

14. Chapter 9 – External Selection
Substantive assessment – defining assessments to use (evaluation criteria) to decide which job candidates should become finalists
Application #1 – Assessment methods for the job of HR Director

15. Chapter 9 – External Selection
Personality tests – historically low validity, but there are recent advances
Big Five :
conscientiousness
extraversion
agreeableness
emotional stability
openness to experience

16. Chapter 9 – External Selection
Ability tests – physical, psychomotor, etc.
Cognitive ability
Validity
Adverse impact
Concrete v. abstract

17. Chapter 9 – External Selection
Other tests
Job knowledge tests
Performance tests and work samples
Performance (overall, internship) v. work
Motor v. verbal
High v. low fidelity (realism)
Computer v. paper and pencil
Situational judgment (hypothetical)

18. Chapter 9 – External Selection
Other tests
Integrity tests
Structured interview

19. Chapter 9 – External Selection
Choice of substantive methods
Use
Cost
Reliability
Validity
Utility
Reaction
Adverse Impact

20. Chapter 9 – External Selection
Discretionary assessment methods
Not to be used alone
Contingent assessment methods
Drug testing
Medical exams

21. Chapter 9 – External Selection
Selection decisions
Application #2 – Choosing among finalists for the job of HR Director

22. Chapter 9 – External Selection
Legal Issues
Uniform Guidelines on Employee Selection Procedures (UGESP) – guidelines on selection, record-keeping, adverse impact, selection rates, etc.
ADA considerations
Medical exams (consistency in administration)

23. Chapter 10 – Internal Selection
Initial assessment methods
Skills inventory
Peer assessments
Self-assessments
Managerial sponsorship
Informal discussions/recommendations (careful – lowers validity)

24. Chapter 10 – Internal Selection
Choice of methods the same as for external:
Use, cost, reliability, validity, utility, reaction, adverse impact

25. Chapter 10 – Internal Selection
Application #1 – Changing a promotion system

26. Chapter 10 – Internal Selection
Substantive methods
Seniority and experience
Job knowledge tests
Performance appraisal
Promotability ratings
Assessment centers
Interview Simulation
Promotion panels and review boards

27. Chapter 10 – Internal Selection
Application #2 – Promotion from within…

28. Chapter 10 – Internal Selection
Legal Issues
UGESP – covers internal as well as external selection
Adverse impact
Glass ceiling
General morale and perceptions

29. Chapter 11 – Decision Making
The process of decision making in the selection process is central to overall effectiveness of selection and legal compliance

30. Chapter 11 – Decision Making
Validity Coefficient
Correlation, Sign, magnitude
Face Validity - Appearance of validity
Correlation with other predictors
Adverse Impact
Utility

31. Chapter 11 – Decision Making
Application #1 – Utility concerns in choosing an assessment method

32. Chapter 11 – Decision Making
Utility – expected gains from a predictor
Hiring success gain – proportion of successful new hires
Selection ratio – no. hired/no. applicants
Base rate – no. successful employees/no. employees (e.g., used in promotion or training)

33. Chapter 11 – Decision Making
Determining assessment scores
Single predictor – simple, weak

34. Chapter 11 – Decision Making
Multiple predictors
Compensatory model – add scores together
Clinical prediction – expertise of managers
Unit weighting – importance built into scores so that all scores carry the same weight
Rational weighting – scores carry different weights
Multiple regression : y=a+bx1+bx2…bxn – assesses statistical weighting (x) of each predictor (b) to yield an overall outcome score (y)

35. Chapter 11 – Decision Making
Multiple hurdles model
Must earn passing score on each predictor
Combined model
First, only passing scores on each predictor are considered
Second, each of the predictors is assigned a different weight

36. Chapter 11 – Decision Making
Cut Scores
Scores reflecting passing to next step in the process (what score is “good enough?”)
We must set cut scores to ensure that ALL candidates with a likelihood of success are selected WITHOUT considering too many potentially unsuccessful candidates

37. Chapter 11 – Decision Making
Methods To Determine Cut Scores
Minimum competency
Top-Down (based on distribution of scores, no of applicants to be hired)
Banding – range of scores considered equal

38. Chapter 11 – Decision Making
Making the final decision
Random selection (all other things being equal)
Ranking
Grouping

39. Chapter 11 – Decision Making
Application #2 – Choosing entrants into a managerial training program

40. Chapter 11 – Decision Making
Legal Issues
UGESP – standards on cutoff scores