1. STAFFING

2. StaffingStaffing StaffingStaffing –Process of recruiting & selecting prospective employees –Has significant impact on organization’s bottom line Requires staffing process to become strategically focusedRequires staffing process to become strategically focused –Recruitment & selection activities offer organization numerous choices to find & select new employees –Staffing decisions need to ensure employees fit organization’s culture StaffingStaffing –Process of recruiting & selecting prospective employees –Has significant impact on organization’s bottom line Requires staffing process to become strategically focusedRequires staffing process to become strategically focused –Recruitment & selection activities offer organization numerous choices to find & select new employees –Staffing decisions need to ensure employees fit organization’s culture

3. RecruitingRecruiting Temporary versus permanent employeesTemporary versus permanent employees –Increase headcount temporarily or permanently should be strategically-driven –Basis for decisions is HR forecast –Temporary employees less costly –Temporary headcount increases can be obtained from specialized agencies –Headcount increases can be avoided by subcontracting work Temporary versus permanent employeesTemporary versus permanent employees –Increase headcount temporarily or permanently should be strategically-driven –Basis for decisions is HR forecast –Temporary employees less costly –Temporary headcount increases can be obtained from specialized agencies –Headcount increases can be avoided by subcontracting work

4. RecruitingRecruiting When & how extensively to recruitWhen & how extensively to recruit –When do recruiting efforts need to begin? –How large an applicant pool needed? –Data from past recruiting efforts utilized To answer questions where feasibleTo answer questions where feasible Adjust for changed conditionsAdjust for changed conditions Yield ratiosYield ratios –Offer information on how many applicants eliminated/remain at each step in recruitment process –Can determine proper or necessary size of applicant pool When & how extensively to recruitWhen & how extensively to recruit –When do recruiting efforts need to begin? –How large an applicant pool needed? –Data from past recruiting efforts utilized To answer questions where feasibleTo answer questions where feasible Adjust for changed conditionsAdjust for changed conditions Yield ratiosYield ratios –Offer information on how many applicants eliminated/remain at each step in recruitment process –Can determine proper or necessary size of applicant pool

5. Methods of Recruiting Informally or formallyInformally or formally Internally or externallyInternally or externally Targeted advertising in selected mediaTargeted advertising in selected media Recruiting on InternetRecruiting on Internet Outsourcing to staffing agenciesOutsourcing to staffing agencies Private Industry Councils (PICs)Private Industry Councils (PICs) Executive search firmsExecutive search firms On-campus recruitingOn-campus recruiting Informally or formallyInformally or formally Internally or externallyInternally or externally Targeted advertising in selected mediaTargeted advertising in selected media Recruiting on InternetRecruiting on Internet Outsourcing to staffing agenciesOutsourcing to staffing agencies Private Industry Councils (PICs)Private Industry Councils (PICs) Executive search firmsExecutive search firms On-campus recruitingOn-campus recruiting

6. Recruiting on Internet One of fastest-growing recruitment methodsOne of fastest-growing recruitment methods More cost-effective than newspaper advertisingMore cost-effective than newspaper advertising Low cost, speed, & ability to target applicants with technical skillsLow cost, speed, & ability to target applicants with technical skills Allows applicants to assess interests & needs with employer’s offeringsAllows applicants to assess interests & needs with employer’s offerings Global exposure to potential applicantsGlobal exposure to potential applicants Can cut search process time by as much as 75%Can cut search process time by as much as 75% One of fastest-growing recruitment methodsOne of fastest-growing recruitment methods More cost-effective than newspaper advertisingMore cost-effective than newspaper advertising Low cost, speed, & ability to target applicants with technical skillsLow cost, speed, & ability to target applicants with technical skills Allows applicants to assess interests & needs with employer’s offeringsAllows applicants to assess interests & needs with employer’s offerings Global exposure to potential applicantsGlobal exposure to potential applicants Can cut search process time by as much as 75%Can cut search process time by as much as 75%

7. Recruiting on Internet Some potential challengesSome potential challenges –Ensuring security –Viruses –Access to unauthorized areas –Disparate impact against certain protected classes –Can complicate reporting of data related to compliance with federal & state laws Some potential challengesSome potential challenges –Ensuring security –Viruses –Access to unauthorized areas –Disparate impact against certain protected classes –Can complicate reporting of data related to compliance with federal & state laws

8. Selection Method Standards for Evaluation Purposes Reliability Validity Generalizability Utility Legality

9. ReliabilityReliability Reliability is the degree to which a measure of physical or cognitive abilities, or traits, is free from random error.Reliability is the degree to which a measure of physical or cognitive abilities, or traits, is free from random error. The correlation coefficient is a measure of the degree to which two sets of numbers are related.The correlation coefficient is a measure of the degree to which two sets of numbers are related. –A perfect positive relationship equals +1.0 –A perfect negative relationship equals - 1.0 Knowing how scores on the measure at one time relate to scores on the same measure at another time refers to test-retest reliability.Knowing how scores on the measure at one time relate to scores on the same measure at another time refers to test-retest reliability. Reliability is the degree to which a measure of physical or cognitive abilities, or traits, is free from random error.Reliability is the degree to which a measure of physical or cognitive abilities, or traits, is free from random error. The correlation coefficient is a measure of the degree to which two sets of numbers are related.The correlation coefficient is a measure of the degree to which two sets of numbers are related. –A perfect positive relationship equals +1.0 –A perfect negative relationship equals - 1.0 Knowing how scores on the measure at one time relate to scores on the same measure at another time refers to test-retest reliability.Knowing how scores on the measure at one time relate to scores on the same measure at another time refers to test-retest reliability.

10. ValidityValidity Validity is the extent to which a performance measure assesses all the relevant—and only the relevant—aspects of job performance.Validity is the extent to which a performance measure assesses all the relevant—and only the relevant—aspects of job performance. Criterion-related validation is a method of establishing the validity of a personnel selection method by showing a substantial correlation between test scores and job-performance scores. The types include:Criterion-related validation is a method of establishing the validity of a personnel selection method by showing a substantial correlation between test scores and job-performance scores. The types include: – Predictive validation – Concurrent validation Validity is the extent to which a performance measure assesses all the relevant—and only the relevant—aspects of job performance.Validity is the extent to which a performance measure assesses all the relevant—and only the relevant—aspects of job performance. Criterion-related validation is a method of establishing the validity of a personnel selection method by showing a substantial correlation between test scores and job-performance scores. The types include:Criterion-related validation is a method of establishing the validity of a personnel selection method by showing a substantial correlation between test scores and job-performance scores. The types include: – Predictive validation – Concurrent validation

11. Criterion-Related Validity PredictiveConcurrent TIME Test Applicants Measure Performance of those Hired Measure their Performance Test Existing Employees

12. Content Validation Content validation is a test-validation strategy performed by demonstrating that the items, questions, or problems posed by a test are a representative sample of the kinds of situations or problems that occur on the job.Content validation is a test-validation strategy performed by demonstrating that the items, questions, or problems posed by a test are a representative sample of the kinds of situations or problems that occur on the job. –Best for small samples –Content validity is achieved primarily through a process of expert judgment Content validation is a test-validation strategy performed by demonstrating that the items, questions, or problems posed by a test are a representative sample of the kinds of situations or problems that occur on the job.Content validation is a test-validation strategy performed by demonstrating that the items, questions, or problems posed by a test are a representative sample of the kinds of situations or problems that occur on the job. –Best for small samples –Content validity is achieved primarily through a process of expert judgment

13. GeneralizabilityGeneralizability Generalizability is the degree to which the validity of a selection method established in one context extends to other contexts.Generalizability is the degree to which the validity of a selection method established in one context extends to other contexts. Three contexts include:Three contexts include: –different situations –different samples of people –different time periods Generalizability is the degree to which the validity of a selection method established in one context extends to other contexts.Generalizability is the degree to which the validity of a selection method established in one context extends to other contexts. Three contexts include:Three contexts include: –different situations –different samples of people –different time periods

14. UtilityUtility Utility is the degree to which the information provided by selection methods enhances the effectiveness of selecting personnel in organizations.Utility is the degree to which the information provided by selection methods enhances the effectiveness of selecting personnel in organizations. It is impacted by reliability, validity, and generalizability.It is impacted by reliability, validity, and generalizability. Utility is the degree to which the information provided by selection methods enhances the effectiveness of selecting personnel in organizations.Utility is the degree to which the information provided by selection methods enhances the effectiveness of selecting personnel in organizations. It is impacted by reliability, validity, and generalizability.It is impacted by reliability, validity, and generalizability.

15. LegalityLegality All selection methods must conform to existing laws and legal precedents.All selection methods must conform to existing laws and legal precedents. Three acts have formed the basis for a majority of the suits filed by job applicants:Three acts have formed the basis for a majority of the suits filed by job applicants: –Civil Rights Act of 1964 and 1991 –Age Discrimination in Employment Act of 1967 –Americans with Disabilities Act of 1991 All selection methods must conform to existing laws and legal precedents.All selection methods must conform to existing laws and legal precedents. Three acts have formed the basis for a majority of the suits filed by job applicants:Three acts have formed the basis for a majority of the suits filed by job applicants: –Civil Rights Act of 1964 and 1991 –Age Discrimination in Employment Act of 1967 –Americans with Disabilities Act of 1991

16. Civil Rights Act of 1991 This act protects individuals from discrimination based on race, color, sex, religion, and national origin.This act protects individuals from discrimination based on race, color, sex, religion, and national origin. The 1991 act differs from the 1964 act in three different areas:The 1991 act differs from the 1964 act in three different areas: –It establishes employers' explicit obligation to establish neutral-appearing selection method. –Allows a jury to decide punitive damages. –It explicitly prohibits the granting of preferential treatment to minority groups. This act protects individuals from discrimination based on race, color, sex, religion, and national origin.This act protects individuals from discrimination based on race, color, sex, religion, and national origin. The 1991 act differs from the 1964 act in three different areas:The 1991 act differs from the 1964 act in three different areas: –It establishes employers' explicit obligation to establish neutral-appearing selection method. –Allows a jury to decide punitive damages. –It explicitly prohibits the granting of preferential treatment to minority groups.

17. Age Discrimination in Employment Act Covers individuals who are over the age of 40.Covers individuals who are over the age of 40. There is no protection forThere is no protection for younger workers. younger workers. This act outlaws almost all “mandatory retirement” programs.This act outlaws almost all “mandatory retirement” programs. Covers individuals who are over the age of 40.Covers individuals who are over the age of 40. There is no protection forThere is no protection for younger workers. younger workers. This act outlaws almost all “mandatory retirement” programs.This act outlaws almost all “mandatory retirement” programs.

18. Americans with Disabilities Act Protects individuals with physical or mental disabilities (or with a history of the same).Protects individuals with physical or mental disabilities (or with a history of the same). Reasonable accommodations are required by the organization to allow the disabled to perform essential functions of the job.Reasonable accommodations are required by the organization to allow the disabled to perform essential functions of the job. –An employer need not make accommodations that cause undue hardship. Restrictions on preemployment inquiries.Restrictions on preemployment inquiries. Protects individuals with physical or mental disabilities (or with a history of the same).Protects individuals with physical or mental disabilities (or with a history of the same). Reasonable accommodations are required by the organization to allow the disabled to perform essential functions of the job.Reasonable accommodations are required by the organization to allow the disabled to perform essential functions of the job. –An employer need not make accommodations that cause undue hardship. Restrictions on preemployment inquiries.Restrictions on preemployment inquiries.

19. Executive Orders Executive Order 11246 parallels the Civil Rights Act of 1964 but goes beyond it by:Executive Order 11246 parallels the Civil Rights Act of 1964 but goes beyond it by: –requiring affirmative action to hire qualified protected group applicants, and –allowing the government to suspend all business with a contractor while an investigation is going on. The Office of Federal Contract Compliance and Procedures (OFCCP) issues guidelines and helps companies comply.The Office of Federal Contract Compliance and Procedures (OFCCP) issues guidelines and helps companies comply. Executive Order 11246 parallels the Civil Rights Act of 1964 but goes beyond it by:Executive Order 11246 parallels the Civil Rights Act of 1964 but goes beyond it by: –requiring affirmative action to hire qualified protected group applicants, and –allowing the government to suspend all business with a contractor while an investigation is going on. The Office of Federal Contract Compliance and Procedures (OFCCP) issues guidelines and helps companies comply.The Office of Federal Contract Compliance and Procedures (OFCCP) issues guidelines and helps companies comply.

20. Types of Selection Methods Honesty Tests and Drug Tests Work Samples Personality Inventories Cognitive Ability Tests Physical Ability Tests References and Biographical Data Interviews JOBS HR

21. InterviewsInterviews Selection interviews are defined as a dialogue initiated by one or more persons to gather information and evaluate the qualifications of an applicant for employment.Selection interviews are defined as a dialogue initiated by one or more persons to gather information and evaluate the qualifications of an applicant for employment. The utility of an interview can be increased by the following suggestions:The utility of an interview can be increased by the following suggestions: –Interviews should be structured, standardized, and focused on goals oriented to skills and behaviors that are observable. –Interviewers should plan to come out of each interview with a quantitative rating. –Interviewers should also have a structured note-taking system that will aid recall when it comes to satisfying the ratings. Selection interviews are defined as a dialogue initiated by one or more persons to gather information and evaluate the qualifications of an applicant for employment.Selection interviews are defined as a dialogue initiated by one or more persons to gather information and evaluate the qualifications of an applicant for employment. The utility of an interview can be increased by the following suggestions:The utility of an interview can be increased by the following suggestions: –Interviews should be structured, standardized, and focused on goals oriented to skills and behaviors that are observable. –Interviewers should plan to come out of each interview with a quantitative rating. –Interviewers should also have a structured note-taking system that will aid recall when it comes to satisfying the ratings.

22. Situational Interview A situational interview confronts applicants on specific issues, questions, or problems that are likely to arise on the job.A situational interview confronts applicants on specific issues, questions, or problems that are likely to arise on the job. These interviews consist of:These interviews consist of: –experience-based questions –future-oriented questions A situational interview confronts applicants on specific issues, questions, or problems that are likely to arise on the job.A situational interview confronts applicants on specific issues, questions, or problems that are likely to arise on the job. These interviews consist of:These interviews consist of: –experience-based questions –future-oriented questions

23. Other Selection Methods References, Biographical data, and Application Blanks gather background information on candidates.References, Biographical data, and Application Blanks gather background information on candidates. Physical ability tests are relevant for predicting not only job performance but occupational injuries and disabilities. Types of physical ability tests include:Physical ability tests are relevant for predicting not only job performance but occupational injuries and disabilities. Types of physical ability tests include: –muscular tension, power, and endurance –cardiovascular endurance –flexibility –balance –coordination References, Biographical data, and Application Blanks gather background information on candidates.References, Biographical data, and Application Blanks gather background information on candidates. Physical ability tests are relevant for predicting not only job performance but occupational injuries and disabilities. Types of physical ability tests include:Physical ability tests are relevant for predicting not only job performance but occupational injuries and disabilities. Types of physical ability tests include: –muscular tension, power, and endurance –cardiovascular endurance –flexibility –balance –coordination

24. Other Selection Methods A cognitive ability test differentiates individuals based on their mental rather than physical capacities. Abilities most commonly assessed are:A cognitive ability test differentiates individuals based on their mental rather than physical capacities. Abilities most commonly assessed are: –verbal comprehension –quantitative ability –reasoning ability Personality inventories categorize individuals by their personality characteristics.Personality inventories categorize individuals by their personality characteristics. Work samples simulate the job in miniaturized form.Work samples simulate the job in miniaturized form. A cognitive ability test differentiates individuals based on their mental rather than physical capacities. Abilities most commonly assessed are:A cognitive ability test differentiates individuals based on their mental rather than physical capacities. Abilities most commonly assessed are: –verbal comprehension –quantitative ability –reasoning ability Personality inventories categorize individuals by their personality characteristics.Personality inventories categorize individuals by their personality characteristics. Work samples simulate the job in miniaturized form.Work samples simulate the job in miniaturized form.

25. Honesty Tests The Polygraph Act of 1988 banned the use of polygraph tests for private companies except pharmaceutical and security guard suppliers.The Polygraph Act of 1988 banned the use of polygraph tests for private companies except pharmaceutical and security guard suppliers. Paper-and-pencil honesty testing attempts to assess the likelihood that employees will steal.Paper-and-pencil honesty testing attempts to assess the likelihood that employees will steal. –Since these tests are new, there is little evidence on their effectiveness. The Polygraph Act of 1988 banned the use of polygraph tests for private companies except pharmaceutical and security guard suppliers.The Polygraph Act of 1988 banned the use of polygraph tests for private companies except pharmaceutical and security guard suppliers. Paper-and-pencil honesty testing attempts to assess the likelihood that employees will steal.Paper-and-pencil honesty testing attempts to assess the likelihood that employees will steal. –Since these tests are new, there is little evidence on their effectiveness.

26. Drug Tests Drug-use tests tend to be reliable and valid.Drug-use tests tend to be reliable and valid. The major controversies of drug tests includes:The major controversies of drug tests includes: –Is it an invasion of privacy –Is it an unreasonable search and seizure –Is it a violation of due process Tests should be administered systematically to all applicants applying for the same job.Tests should be administered systematically to all applicants applying for the same job. Testing is likely to be more defensible when there are safety hazards associated with the failure to perform.Testing is likely to be more defensible when there are safety hazards associated with the failure to perform. Test results should be reported to the applicant, who should have an avenue to appeal.Test results should be reported to the applicant, who should have an avenue to appeal. Drug-use tests tend to be reliable and valid.Drug-use tests tend to be reliable and valid. The major controversies of drug tests includes:The major controversies of drug tests includes: –Is it an invasion of privacy –Is it an unreasonable search and seizure –Is it a violation of due process Tests should be administered systematically to all applicants applying for the same job.Tests should be administered systematically to all applicants applying for the same job. Testing is likely to be more defensible when there are safety hazards associated with the failure to perform.Testing is likely to be more defensible when there are safety hazards associated with the failure to perform. Test results should be reported to the applicant, who should have an avenue to appeal.Test results should be reported to the applicant, who should have an avenue to appeal.