Staffing

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