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Staffing

Staffing. Chapters 8 - 11. 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 Performance. Chapter 8 – External Selection.

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Staffing

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  1. Staffing Chapters 8 - 11

  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 • Performance

  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

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