1. Selection

2. To understand Validity and Reliability How to systematically select job applicants via spreadsheets Supervisory and HR roles

3. Validity and reliability Exercise. Whom pick assistant loan officer retail management trainee--unit supervisor

4. validity Do the criterion used predict effectiveness? Logically and empirically assessed.

5. Reliability Is there consistency in the measurement. Does the applicant respond consistently to the same question (hard to assess except on tests) (test retest). Do evaluators evaluate responses similarly (inter-rater).

6. Does the applicant respond similar to similar types of questions (Lie detection or internal consistency)

7. Example of problems with each.

8. Validity Accurately measures what is proported to be measured Examples to measure willingness to relocate. How could you assess?

9. Types Content--is what is being measured relevant to the job. That is does what is being measured appear on the job specification? Should you be evaluating team skills if not on job specification?

10. Criterion Relationship of selection tool, test or item to work outcome. Could be retention, job performance, peer assessments, team performance, etc. Often supervisor assessment on PA (do you see problems with this???? Ethics?

11. EEO IF Disparate Impact must demonstrate BFOQ or business necessity. If can prove that reliable and valid, one has evidence of a BFOQ. Plaintiff must show other methods are better.

12. Good Management! Selection needs to impact the bottom line.

13. Examples Handwriting analysis Structured interviews Numeric responses Group vs individual assessments Tom Landry and Dallas Cowboys GPA?

14. Summary Importance of validity and reliability Next time apply these terms to selection.

15. Strategic Selection issues Most important The relative importance of different types of fit. Once that is done, then tailor selection accordingly. Valid and reliable assessment methods.

16. Take a look at the book. Use the proper tools! Biodata (resume or job application). Tests Interviews References

17. Simply look at job requirements. How are you going to assess those job requirements Spread sheet. Hand out job description. What tools are you going to use to assess these. How? What types of interview questions are you going to use?

18. Dayton Hudsons Look at types of fit. Which is most important? What attributes PJ What attributes PO How do they determine.

19. Spreadsheets (see p. 313) Position requirements based on types of fit with tool to collect information. Position requirements by rating scheme for each applicant.

20. Tools need to valid. Tools need to reliable--applicant responds in a consistent manner.

21. Assume Position for computer support sales. Diagnose software needs of a client. Pre- sales work. Entails working closely with a client’s hardware and software systems. Understanding existing software and clients needs.

23. Whom would you pick and why? Does this need a policy? What happens if applicant D is a minority.

24. Designing a system Pick any job. What are applicant attributes needed for PO and PJ fit? Trainable--if so where? Those not trainable indicate how you would specifically assess. Types of questions used.

25. Why is this not done more often? As supervisor’s would you do this voluntarily? Is either spreadsheet done at your company. Are points on any dimension determined at your company.

26. How would EEOC respond to bias claims if this is done?

27. Role of HR Department Develop Job analysis and organizational analysis. Minimal qualifications Often initial screening especially if formal search and collecting applications

28. HR Cont Testing EEO analysis Sometimes select semi-finalists Should insist on structured processes for validity and reliability Interviewer training

29. Supervisor Whatever HR does not do. Usually, interviews Decides finalist Should plan selection process in detail

30. Legal issues Demonstrated reliability Demonstrated validity Consistent application of tools and processes for all positions across all supervisors (challenging). Centralized vs decentralized hiring

31. Summary on Selection Questions Selection commonly poorly planned. Selection may be most critical decision supervisor makes. Important valid and and reliable processes and minimize intuition.

32. New manager stumbles Case Why did Goldstone stumble? Which types of fit were most relevant? How could an orientation have been developed to minimize this? Be creative and think out of the typical orientation.

33. Orientation Option consider they types of fit and building organization competencies. Consider Miller Consider Quantum. Hard to consider Bulwark. Spit into Supervisor and HR. What should each do for Miller and quantum. HR is formal classroom training. Supervisor is informal—on the job and coaching.

34. Summary Selection and Orientation part of the selection process. Getting someone to start quickly on the job. Valid and reliable are so important.

35. Next week 86 your appraisal process. In writing do you agree or disagree. Why? ½ page is plenty. Who is up next for benchmarking?