1. © 2011, CP C ONSULTING & R ESEARCH, LLC CAREPROFILER. COM Measure what matters M EASURE WHAT MATTERS : I MPLICATIONS FOR HIRING & TRAINING T IMOTHY M. J OHANSSON, MA C ASEY G. L ANKOW, MA S ENIOR P ARTNER CP C ONSULTING & R ESEARCH, LLC S ENIOR P ARTNER CP C ONSULTING & R ESEARCH, LLC

2. Identify current trends and best practices in hiring caregivers (CNA,HHA, PCA, Nurses, etc…) Gain knowledge of current research on integrity testing and personality assessment for hiring caregivers Get up to date selection principles: Job Analysis, Validity, Testing, Structured Interviewing, and Disparate Impact/Legal-Defensibility 1 2 3 Measure what matters L EARNING O BJECTIVES

3. Y OU NEED A FULL - TIME DEPARTMENT, WITH A NICE OFFICE AND LOTS OF COMPUTERS I T ’ S VERY, VERY EXPENSIVE & TAKES WAY TOO MUCH TIME – IT ’ S A PIPEDREAM !! I T WILL ONLY OPEN ME UP TO MORE LEGAL RISK IF I USE TESTS I DON ’ T NEED A WHOLE PROCESS TO KNOW IF AN APPLICANT CAN DO IT ! Measure what matters C OMMON M ISCONCEPTIONS

4. Measure what matters W HAT IS S ELECTION ? U NSTRUCTURED I NTERVIEWING – “G UT ” R EFERENCE C HECKS M AKING IT DIFFICULT TO APPLY W ORK S AMPLES A SSESSMENT C ENTERS A PPLICATION S CREENING E SSAY W RITING J OB E XPERIENCE H ANDWRITING A NALYSIS S TRUCTURED I NTERVIEWING C OUNTLESS WAYS TO MEASURE !

5. R EVIEW A PPLICATION E SSAYS U N - STRUCTURED /S EMI - STRUCTURED I NTERVIEWS R ESUMES /R EFERENCE C HECKS Measure what matters M OST C OMMON P ROCEDURES

6. W ORK S AMPLES – observing applicant in the work setting A SSESSMENT C ENTERS – Trained observers and interviewers, battery of tests S TRUCTURED I NTERVIEWS – Obtain an actual score T ESTING – Integrity tests, cognitive & knowledge tests, personality tests Measure what matters A DDITIONAL P ROCEDURES W HAT ARE YOU LOOKING FOR ?

7. C ONCERN FOR O THERS —sensitivity to others' needs and feelings and being understanding and helpful on the job S ELF C ONTROL —maintaining composure, keeping emotions in check, controlling anger, and avoiding aggressive behavior, even in very difficult situations. R EASONING & C OMPREHENSION — Job requires comprehension of written and spoken instructions; ability to infer logical conclusions from two or more factors D EPENDABILITY — Job requires being reliable, responsible, and dependable, and fulfilling obligations C OOPERATION — Job requires being pleasant with others on the job and displaying a good-natured, cooperative attitude A TTENTION TO D ETAIL — Job requires being careful about detail and thorough in completing work tasks S TRESS T OLERANCE — Job requires accepting criticism and dealing calmly and effectively with high stress situations. O*N ET O N - LINE R ESOURCE – O CCUPATIONAL N ETWORK, F EDERAL G OVERNMENT ’ S R EGISTRY OF ALL J OBS IN THE U NITED S TATES Measure what matters J OB A NALYSIS & O*NET C HARACTERISTICS FOR S UCCESS

8. Measure what matters J OB -R ELATED S ELECTION Strength of the connection between selection procedures and characteristics necessary for success C ONTENT V ALIDITY – demonstration of the extent to which content on a selection procedure is a representative sample of work-related personal characteristics, work performance, or other work activities. C RITERION V ALIDITY – demonstration of a statistical relationship between scores on a predictor and scores on a criterion measure. S OCIETY FOR I NDUSTRIAL & O RGANIZATIONAL P SYCHOLOGY. (2003) P RINCIPLES FOR THE VALIDATION AND USE OF PERSONNEL SELECTION PROCEDURES, 4 TH ED.

9. Measure what matters E MPLOYEE S ELECTION P ROCEDURES r =.00 Age, Graphology, Random Selection Schmidt & Hunter, 1998 r=.10 Job Experience, Interests, Years of Education, Training r=.28 Reference Checks, Unstructured Interviews r=.50-.57 Job-Relevant, Personality Testing combined with Interviews V ALIDITY M ETHODS

10. Measure what matters H AVE HIGHER RATES OF UNSUBSTANTIATED UNEMPLOYMENT CLAIMS I NTERACT WITH OTHERS IN A DISINGENUOUS MANNER H AVE HIGHER RATES OF FRIVOLOUS INJURY CLAIMS P ERFORM POORLY ON THE JOB OVER TIME Such respondents will often externalize responsibility for their behaviors and will rationalize their own behavior at the expense of others. Individuals who present an unlikely virtuous profile, will often: (P AULHUS, 2009) I NTEGRITY T ESTING R ESEARCH : U NLIKELY V IRTUES

11. Measure what matters C ONSCIENTIOUSNESS E XTRAVERSION O PENNESS TO E XPERIENCE A GREEABLENESS Big Five Theory is an empirical and descriptive model of personality – it is the most widely researched and comprehensive description of “normal” human personality to date. (Costa and McCrae, 1992; Digman 1990; Matthews et al., 2003) P ERSONALITY T ESTING R ESEARCH : B IG F IVE E MOTIONAL S TABILITY M OST D IRECT AND ACCURATE MEASURE OF W ORK S TYLES & P ERSONALITY C HARACTERISTICS B IG F IVE ASSESSMENTS ARE KNOWN TO BE PREDICTIVE OF ON - THE - JOB BEHAVIOR (C ORRELATIONS WITH JOB PERFORMANCE ) B IG F IVE ASSESSMENTS, WHEN USED PROPERLY, ARE VALID AND LEGALLY - DEFENSIBLE PRE - EMPLOYMENT TOOLS

12. Measure what matters L EGAL D EFENSIBILITY : R ELIABILITY C ONSISTENCY OF RESULTS V ALIDITY R ELATED TO J OB L EGAL D EFENSIBILITY F AIRNESS M ITIGATE D ISPARATE I MPACT

13. Measure what matters P RINCIPLES FOR S ELECTION P RINCIPLE I: Every procedure is job-related. P RINCIPLE II: High volume, low-effort procedures first. S OCIETY FOR I NDUSTRIAL & O RGANIZATIONAL P SYCHOLOGY. (2003) P RINCIPLES FOR THE VALIDATION AND USE OF PERSONNEL SELECTION PROCEDURES, 4 TH ED. P RINCIPLE III: Low volume, higher-effort procedures later. P RINCIPLE IV: Be consistent.

14. Measure what matters C ASE S TUDY 1 H APPY H OME C ARE A GENCY PRIDES ITSELF ON HAVING AN “ INTENSE AND THOROUGH SCREENING PROCESS ” TO ENSURE IT IS HIRING “ THE BEST CAREGIVERS IN THE INDUSTRY.” T HE PROCESS IS AS FOLLOWS : 1. I NTERESTED APPLICANTS MUST CALL INTO THE OFFICE TO SCHEDULE A TIME TO FILL OUT AN APPLICATION FOR EMPLOYMENT 2. O NCE ON - SITE, THE APPLICANT FILLS OUT THE APPLICATION AND NECESSARY PAPERWORK AND LEAVES 3. T HE HR MANAGER EXAMINES THE APPLICATION MATERIAL AND SUBMITS THE APPLICANT ’ S INFORMATION FOR A BACKGROUND CHECK 4. P ENDING A SUCCESSFUL BACKGROUND CHECK, THE APPLICANT IS INVITED IN FOR AN INTERVIEW 5. J UST PRIOR TO THE INTERVIEW, THE APPLICANT COMPLETES 3 ESSAYS 6. T HE HR MANAGER THEN INTERVIEWS THE APPLICANTS FOR AS LONG AS SHE FEELS IS NECESSARY TO GET A THOROUGH UNDERSTANDING OF THE APPLICANT 7. T HE HR MANAGER THEN MAKES HER FINAL DECISIONS AS TO EXTENDING AN OFFER OF EMPLOYMENT