Staffing

1. Staffing

2. Objectives • To understand relationship between staffing and firm success • Identify valid and reliable selection devices • Develop effective interviews

3. The Staffing Function Job Analysis Determine Job Content and Key Competencies RecruitmentGeneration of applicants Selection Hiring decisions for each applicant

4. JOB ANALYSIS

5. Recruitment the process of attracting the best qualified individuals to apply for a given job

6. Recruitment • Advertising Vacancy • Preliminary contacts • Preliminary screening • Pool of candidates

7. Recruitment External recruitment Internal recruitment Realistic job preview

8. Selection Process of Gathering Information About Job Applicants in Order to Determine Who Should Be Hired for Long or Short Term Positions

9. GOALS • Select Best Qualified • Fairly and nondiscriminatory evaluate and hire potentially qualified applicants. • Select so that training is minimized in the future (assuming that the cheapest strategy) • Cost containment -- Have the highest yield ratios for the cost.

10. Remember...EEOC Concerns • All formal, scored, qualified or standardized techniques of assessing job suitability; including background requirements, education or work history requirements, scored interviews, biographical information blanks, interviewer's rating scales, scored application blanks.

11. Remember…PoorSelection Is Costly • Given a $25,000 starting salary, 1.5% COLA. • In 5 years the company has invested $128,807. • In 20 years the investment is $578,092

12. ConsiderationsIn Choosing Selection Method • Validity and Reliability • Practicality • Cost • Order of Administration • Multiple Hurdles, Compensatory or combination • Utility - amount of overall benefit

13. Steps In The Selection Process • The application form • Preliminary Screening Interview • Any necessary tests • Indepth interview • Background investigation • Decision to hire or not

14. Application Form Resumés Experience & Education Rating Provide Background & Prescreening Data

15. Education & Experience • Low validity (r =.10) • Predictive for Entry Level Jobs • May Result in Adverse Impact (e.g. Griggs versus Duke Power)

16. Beware: Your Reference May Not Be What You Think

17. References Checks Regarding Letters of Reference “Balance sheets without the liabilities” Regarding Reference Checks (r= .26) • Validity is not encouraging. No evidence for minorities • May get more detailed information from telephone interviews. Structure them like job interview • More specific the information in letter, the better • Ministers are the least reliable references

18. Biographical Data • Based on the fact that the past is a good predictor of the future • Stable patterns of behaving Predicting Entrepreneurial Success • As a child did you have apaper route, sell candy or magazine subscriptions or shine shoes for money? • Did you come from a family that owned a business? • Have you ever worked for a small firm where you had close contact with the owner? • Have you ever been fired from a job?

19. Tests • Cognitive aptitude or ability • Clerical & mechanical tests • Personality tests • Work Sample Tests • Assessment Centers • Tests for drug use • Honesty • Graphology

20. Cognitive Ability Tests • Intelligence tests • Yield a single score • Questionable how job related these scores are. • Mental Ability Test batteries yield multiple scores on a variety of dimensions. • General Aptitude Test is most widely used test and is administered free at Job Service. • Predictive for many low level jobs.

21. Cognitive Ability Tests • Special Ability Tests measure specific skills needed for jobs. • Mechanical • Clerical • Perceptual Speed • Motor dexterity • Sensory -- vision and hearing High Validity for Specific Jobs!

22. Cognitive Ability/Intelligence • Which Is the Next Item in the Sequence?

23. Cognitive Ability/Intelligence • Which item is out of place?

24. Personality Tests • Identify personality traits or expected behavior in order to assess fitness for employment • Questions may be intrusive and illegal • Do you ever argue a point with an older person whom you respect • Do you feel marriage is essential to your present and future happiness? • Invasion of Privacy • My sex life is satisfactory • Evil spirits possess me sometimes • I am fascinated by fire • May not be valid for employee selection • Well adjusted but mediocre in job performance

25. Big Five Personality Measures • Adjustment • Stable-Unstable • Confident - Self doubting • Effective - Ineffective • Sociability • Gregarious-Shy • Energetic -Unassertive • Self dramatizing- withdrawn

26. Big Five Personality Measures • Conscientiousness • Planful-Impulsive • Neat-Careless • Dependable -Irresponsible • Agreeableness • Warm-Cold • Tactful-Rude • Considerate -Ego smashing

27. Big Five Personality Measures • Intellectual Openness • Imaginative-Common place • Curious -Dull • Original -Literal minded

28. Personality Tests • Personality tests have moderate validity • Degree to which personality dysfunction may be harmful on the job • Not generally develop for use as selection tools • Minnesota Multiphasic Personality Inventory • Ghisselli Management Inventory is premised on the assumption that managers perceive themselves in a set manner.

29. MMPI • Assesses Social Deviance via 13 subscales (e.g., depression, hysteria, psychopathic deviance, paranoia, schizophrenia, introversion/extroversion.) • May Not be Valid for Employee Selection (e.g. Target Security Guard Case) • Well adjusted but mediocre in job performance

30. What Do You See?

31. Projective Tests • Assesses Social Deviance via 13 subscales (e.g., depression, hysteria, psychopathic deviance, paranoia, schizophrenia, introversion/extroversion.) • May Not be Valid for Employee Selection (e.g. Target Security Guard Case) • Well adjusted but mediocre in job performance

32. What Do You See?

33. Interest Inventories • Moderately good predictors • Occupational entry, • Satisfaction with occupational choice. • Useful to assess if individual matches the occupation as well as has the ability to perform the job. • May be biased because inventories may have scores only for one gender • Strong Campbell is exception.

34. Sample Interest Inventory Items 1. At a party do you • interact with many people, including strangers • interact with a few people known to you 2. Are you more • realistic than speculative • speculative than realistic 3. Are you more impressed by • principles • emotions

35. Work Sample Tests • Sample the work actually performed • Highly predictive • Provide a realistic preview of the Job • May be costly to conduct • Examples • Word Processing Test • Take a Catalog Telephone Order

36. Assessment Center Simulate the Job of a Manager • Highly Content Validity • Particularly useful for internal selection/ advancement • Very costly to conduct • Activities • In basket with decisions to be made and prioritized • Leaderless group discussion to resolve a problem • Business games in which must make decisions or product produced • Role plays to assess interpersonal skill

37. Physical Ability Tests

38. Physical Ability Tests • Physical Ability Tests need to focus on job-specific abilities, NOT general physical attributes For Example • General height and weight requirements may screen out females and ethnic groups (Chicano, Oriental) • Ability to lift a 150 lb body may be job related for a fireperson

39. Drug And Alcohol Testing • Urinanalysis Tests • Blood Tests • Hair Analysis • Computerized Motor Skills Tests

40. Drug and Alcohol Testing • Alcohol abuse is said to cost $65 billion annually. • Drugs cost industry an estimated $35 billion annual in lost productivity, accidents and rehabilitation. • 3 times as many sicknesses • 2-4 times OTJ accidents • 4-6 times as many off-the-job accidents

41. Graphology

42. Graphology • Graphologists believe that handwriting is a physical manifestation of unconscious mental functions and can reveal as much about a person • Used extensively as a selection device in Europe • Characteristics Examined • Rhythm • Slant • Letter Style (Needle Point, Arched, Open) • Signature

43. Honesty Tests Sample Questions • "Some of my friends are a little honest but I do not put them down."? • Would you return money to a store if a clerk gave you too much change? • Is it all right for employees to use a sick day for reasons other than illness? • Have you ever hurt anyone's feelings? • Do you always finish what you start?

44. Job Applicant Comments? • "I procrastinate, especially when the task is unpleasant." • "Personal interests: donating blood. Fourteen gallons so far." • "Instrumental in ruining entire operation for a Midwest chain store." • "Note: Please don't misconstrue my 14 jobs as 'job-hopping'. I have never quit a job." • "Reason for leaving last job: They insisted that all employees get to work by 8:45 am every morning. I couldn't work under those conditions." • "The company made me a scapegoat, just like my three previous employers."

46. Two Roles Of the Interview • Evaluative:Interviewer is assessing the applicant. • Credentials • Knowledge • Informative: Interviewer provides information concerning the job and company. • Realistic Preview • Background Information

47. Credentials • Length of past experience in various areas. Educational and training experiences, degrees and certificates. • Examples: • What courses have you taken concerning mechanical engineering? • What experience do you have in operating forklifts?

48. Knowledge • Technical knowledge required for job performance. • Examples: • What are the major steps in performing a system checkout of a programmable logic controller? • What are the primary safety considerations in operating a power sweeper?

49. Situational/ Behavioral • Recent increased focus on situational and behavioral questions. • Situational: What would you do if... • Behavioral: What have you done when... • Research supports the usefulness of both types of questions.

50. Situational Example • Example: You and another coworker are jointly responsible for completing an assignment. Your coworker is not doing his or her share of the work. What would you do? • Applicant will most likely describe what they think they should do. • May or may not be descriptive of what they would actually do.