MGMT 373- Exam 2: chapter 6 - hiring and recruitment

Three ways of measuring validity: Criterion-Related Validity Content Validity Construct Validity

*Criterion-Related Validity*- A measure of validity based on showing a substantial correlation between test scores and job performance scores. *Content Validity* - Consistency between the test items or problems and the kinds of situations or problems that occur on the job. *Construct Validity* - Consistency between a high score on a test and high level of a construct such as intelligence or leadership ability, as well as between mastery of this construct and successful performance of the job.

Wonderlic test

-test of cognitive ability and IQ -used in the NFL draft to test cognitive ability NFL teams have been using cognitive tests to select players assuming that intelligence can be generalized to the job requirements of football teams, especially on teams that compete using complex offensive and defensive schemes. -not effective *i think

Criteria for Measuring the Effectiveness of Selection Tools and Methods 5 Measurements

1. reliability 2. validity 3. generalized 4. utility - must be high utility 5. legal

Steps in the selection Process

1. screening applications and resumes 2. testing and reviewing work samples 3. interviewing candidates 4. checking references and background 5. making a selection The process of selecting employees varies considerably from organization to organization. Most organizations selection includes the steps illustrated in Figure 6.1. First, a human resource professional reviews the applications received to see which meet the basic requirements of the job. For candidates who meet the basic requirements, the organization administers tests and reviews work samples to rate the candidates' abilities. Those with the best abilities are invited to the organization for one or more interviews. Often, supervisors and team members are involved in this stage of the process. By this point, the decision makers are beginning to form opinions about which candidates are most desirable. For the top few candidates, the organization should check references and conduct background checks to verify that the organization's information is correct. Then supervisors, teams, and other decision makers select a person to receive a job offer. In some cases, the candidate may negotiate with the organization regarding salary, benefits, and the like. If the candidate accepts the job, the organization places him or her in that job.

When an organization has identified candidates whose applications or résumés indicate they meet basic requirements, the organization continues this selection process with this narrower pool of candidates. Often, the next step is to gather objective data through one or more employment tests. These tests fall into two broad categories:

1.Aptitude tests 2.Achievement tests Before using any test, organizations should investigate the test's validity and reliability

How to interview effectively

1.Be prepared 2.Put applicant at ease 3.Ask about past behaviors 4.Listen - let candidate do most of the talking 5.Take notes - write down notes during and immediately after interview 6.At the end of the interview, make sure candidate knows what to expect next

Two kinds of research are possible for arriving at criterion-related validity:

1.Predictive Validation (i.e., before they start) 2.Concurrent Validation (i.e., in their jobs)

Content Validity

A selection method should also be valid, meaning that performance on the measure (such as a test score) is related to what the measure is designed to assess (such as job performance). Criterion-related validity shows a correlation between test scores and job performance scores. * shows consistency between the test items or problems and the kinds of situations or problems that occur on the job. *establishes that the test actually measures a specified construct, such as intelligence or leadership ability, which is presumed to be associated with success on the job. *Because establishing validity is based on the experts' subjective judgments, content validity is most suitable for measuring behavior that is concrete and observable*.

assessment center

A wide variety of specific selection programs that use multiple selection methods to rate applicants or job incumbents on their management potential. This advantage can become a disadvantage, however, if the organization wants to generalize the results of a test for one job to candidates for other jobs. The tests are more appropriate for identifying candidates who are generally able to solve the problems associated with a job, rather than for identifying which particular skill the individual possess

Employers considering the use of drug tests should ensure that their drug-testing programs conform to some general rules

Administer the tests systematically to all applicants for the same job. Use drug testing for jobs that involve safety hazards. Have a report of the results sent to the applicant, along with information about how to appeal the results and be retested if appropriate. Respect applicants' privacy by conducting tests in an environment that is not intrusive and keep results confidential difficult because the employer has to be careful not to discriminate on the basis of disabilities. •Administer tests systematically to all applicants for the same job. •Use drug testing for jobs that involve safety hazards. •Have a report of results sent to applicant, along with information about how to appeal results and be retested if appropriate. •Respect applicants' privacy by conducting tests in an environment that is not intrusive and keeping results confidential.

Confidentiality and the The Fair Credit Reporting Act

Along with equal employment opportunities, organizations must be concerned about candidates' privacy rights. The information gathered during the selection process may include information that employees consider confidential. Confidentiality is a particular concern when job applicants provide information online. Employers should collect data only at secure websites, and they may have to be understanding if online applicants are reluctant to provide data such as Social Security numbers, which hackers could use for identity theft. For some jobs, background checks look at candidates' credit history. *The Fair Credit Reporting Act* requires employers to obtain a candidate's consent before using a third party to check the candidate's credit history or references If the employer decides not to hire based on the report, employer must give applicant a copy of the report and summary of applicant's rights before taking action

How to increase the validity of the selection process

An important principle of selection is to combine several sources of information about candidates, rather than relying solely on interviews or a single type of testing. The sources should be chosen carefully to relate to the characteristics identified in the job description. leads to: fair and unbiased best candidates

What is a drawback of a resume to employers

An obvious drawback of this information source is that applicants control the content of the information as well as the way it is presented. This type of information is biased in favor of the applicant and may not even be accurate. résumés are an inexpensive way to gather information and provide employers with a starting point. Organizations typically use résumés as a basis for deciding which candidates to investigate further. Employers tend to decide against applicants whose résumés are unclear, sloppy, or full of mistakes. but positive is they enable applicants to highlight accomplishments

¨Low-cost way to gather basic data from applicants.

Application Forms ¨Ensures that the organization has certain standard categories of information: §Contact information §Work experience §Educational background §Technical experience *They may be able to rank applicants *the applications enable the organization to narrow the pool of candidates to a number it can afford to test and interview

E-Verify

E-Verify is a system in which employers go online (https://e-verify.uscis.gov) to submit information on the applicant's I-9. The system compares it against information in databases of the Social Security Administration and Department of Homeland Security. It then notifies the employer of the candidate's eligibility, usually within 24 hours.

Permissible/ Impermissible Questions for Applications

EEO laws affect the kinds of information an organization may gather on application forms and interviews. As summarized in Table 6.1 (See the exam doc with prep material), the organization may not ask questions that gather information about a person's protected status, even indirectly. For example, requesting the dates a person attended high school and college could indirectly gather information about an applicant's age.

best measure of validity

Predictive validation is more time consuming and difficult, but it is the best measure of validity.

Age Discrimination in Employment Act of 1967

Prohibits discrimination against workers over the age of 40 and restricts mandatory retirement

negatives of interviewing

Research has shown that interviews can be unreliable, low in validity, biased against groups, costly. They require that at least one person devote time to interviewing each candidate, and the applicants typically have to be brought to one geographic location. Interviews are also subjective, so they place the organization at greater risk of discrimination complaints by applicants who were not hired, especially if those individuals were asked questions not entirely related to the job. The Supreme Court has held that subjective selection methods like interviews must be validated, using criterion based methods or content validity

Predictive Validation

Research that uses test scores of all applicants and looks for a relationship between scores and future performance of applicants who were hired.

Panel Interview

Selection interview in which several members of the organization meet to interview each candidate. It provides the organization with the judgments of more than one person, to reduce the effect of personal biases in selection decisions. Panel interviews can be especially appropriate in organizations that use teamwork. At the other extreme, some organizations conduct interviews without any interviewers; they use a computerized interviewing process. The candidate sits at a computer and enters replies to the questions presented by the computer. Such a format eliminates a lot of personal bias— along with the opportunity to see how people interact. Therefore, computer interviews are useful for gathering objective data, rather than assessing people skills.

benefits of interviewing

Talking face to face can provide evidence of these skills. Interviews can give insights into candidates' personalities and interpersonal styles. They are more valid, however, when they focus on job knowledge and skill. Interviews also provide a means to check the accuracy of information on the applicant's résumé or job application. Asking applicants to elaborate about their experiences

Cognitive Ability Tests

Tests designed to measure such mental abilities as verbal skills, quantitative skills, and reasoning ability. "intelligence tests" measure such mental abilities as verbal skills (skill in using written and spoken language), quan- titative skills (skill in working with numbers), and reasoning ability (skill in thinking through the answer to a problem). use security measures to prevent cheating

Pro and con of cognitive ability testing

The evidence of validity, coupled with the relatively low cost of these tests, makes them appealing, except for one problem: concern about legal issues. These concerns arise from a historical pattern in which use of the tests has had an adverse impact on African Americans. Some organizations responded with race norming, establishing different norms for hiring members of different racial groups. Race norming poses its own problems, not the least of which is the negative reputation pg 182-183

Validity

The extent to which the measure (such as a test score) is related to an outcome (such as job performance). As with reliability, information about the validity of selection methods often uses correlation coefficients. One way to determine whether a measure is valid is to compare many people's scores on that measure with their job performance. For example, suppose people who score above 60 words per minute on a keyboarding test consistently get high marks for their performance in data-entry jobs. This observation suggests the keyboarding test is valid for predicting success in that job. information about the validity of selection methods often uses correlation coefficients. A strong positive (or negative) correlation between a mea- sure and job performance means the measure should be a valid basis for selecting (or rejecting) a candidate. This information is important not only because it helps organizations identify the best employees but also because organizations can demonstrate fair employment practices by showing that their selection process is valid.

How are computer interviews useful

Therefore, computer interviews are useful for gathering objective data, rather than assessing people skills.

banding

This concept treats a range of scores as being similar, as when an instructor gives the grade of A to any student whose average test score is at least 90. All applicants within a range of scores, or band, are treated as having the same score. Then within the set of "tied" scores, employers give preference to underrepresented groups. controversial

Concurrent Validation

This type of research administers a test to people who currently hold a job, then compares their scores to existing measures of job performance. If the people who score highest on the test also do better on the job, the test is assumed to be valid.

Selection typically begins with

a review of candidates' applications and résumés.

behavior description interview (BDI)

a situational interview in which the interviewer asks the candidate to describe how he or she handled a type of situation in the past. These tend to be the *most valid*.

situational interview

a structured interview in which the interviewer describes a situation likely to arise on the job and asks the candidate what he or she would do in that situation. This type of interview may have high validity in predicting job performance.

person's performance will result from a combination of

ability and motivation The selection decision typically combines ranking based on objective criteria along with subjective judgments about which candidate will make the greatest contribution.

Aptitude tests

assess how well a person can learn or acquire skills and abilities

Personality Inventories

associated with the trait perspective, are questionnaires used to assess personality traits For example, one way that psychologists think about personality is in terms of the "Big Five" traits: from book: extroversion, adjustment, agreeableness, conscientiousness, and inquisitiveness the big 5 personality trait from slides: 1.Agreeableness: a compliant, trusting, empathic, sympathetic, friendly and cooperative nature. 2.Conscientiousness: scrupulous, meticulous, principled behavior guided or conforming to one's own conscience. 3.Extraversion: gregarious, outgoing, sociable, projecting one's personality outward. 4.Neuroticism: an individual's tendency to become upset or emotional. 5.Openness to Experience/Intellect: having wide interests, and being imaginative and insightful.

Highest validity method of interviewing

behavior description interview (BDI) *structured type *asks the candidate to describe how he or she handled a type of situation in the past.

structured interview

establishes a set of questions for the interviewer to ask. Ideally, the questions are related to job requirements and cover relevant knowledge, skills, and experiences. The interviewer is supposed to avoid asking questions that are not on the list. Although interviewers may object to being restricted, the results may be more valid and reliable than with a nondirective interview.

people who score high on conscientiousness tend to

excel at work, especially when they also have high cognitive ability issue: "faking" answers to a personality test to score higher on desirable traits not necessarily shown to be effective in predicting performance

interviews should be

interviews narrow, structured, and standardized.

Achievement tests

measure a person's existing knowledge and skills

background checks

must be consistant for all applicants EEOC also recommends that employers review the particular details of each situation, including the seriousness of each offense, the amount of time that has passed since conviction or completion of sentence, and relevance to job.

The Civil Rights Act of 1991 and the Age Discrimination in Employment Act of 1967

place requirements on the choice of selection methods. An employer that uses a neutral-appearing selection method that damages a protected group is obligated to show that there is a business necessity for using that method. For example, if an organization uses a test that eliminates many candidates from minority groups, the organization must show that the test is valid for predicting the performance of that job. In this context, good performance does not include "customer preference" or "brand image" as a justification for adverse impact. Civil Rights Act of 1991 also prohibits preferential treatment in favor of minor- ity groups. In the case of an organization using a test that tends to reject members of minority groups, the organization may not simply adjust minority applicants' scores upward. Such practices can create an environment that is demotivating to all em- ployees and can lead to government sanctions

Are references considered Bias?

references are *not an unbiased* source of information. Most applicants are careful to choose references who will say something positive. In addition, former employers and others may be afraid that if they express negative opinions, they will be sued. defamation human resource department will handle all requests for references and that they will only verify employment dates and sometimes the employee's final salary.

Americans with Disabilities Act of 1991

requires employers to make "reasonable accommodation" to disabled individuals and restricts many kinds of questions during the selection process. Under the ADA, preemployment questions may not investigate disabilities, but must focus on job performance. An interviewer may ask, "Can you meet the attendance requirements for this job?" but may not ask, "How many days did you miss work last year because you were sick?" Also, the employer may not, in making hiring decisions, use employment physical exams or other tests that could reveal a psychological or physical disability.

generalizable

selection method applies not only to the conditions in which the method was originally developed - job, organization, people, time period, etc. It also applies to other organizations, jobs, applicants, etc. Along with validity in general, we need to know whether a selection method is valid in the context in which the organization wants to use it. A selection method also should be generalizable, so that it applies to more than one specific situation. Each selection method should have utility, meaning it provides economic value greater than its cost. Finally, selection methods should meet the legal requirements for employment decisions. cognitive ability tests have been considered generalizable

Physical Ability Tests

tests that focus on physical attributes of job candidates, such as a candidate's endurance, strength, or general fitness many jobs still require certain physical abilities or psychomotor abilities (those connecting brain and body, as in the case of eye-hand coordination). When these abilities are essential to job performance or avoidance of injury, the organization may use physical ability tests. These evaluate one or more of the following areas of physical ability: muscular tension, muscular power, muscular endurance, cardiovascular endurance, flexibility, balance, and coordination. *tend to exclude women and people with disabilities. As a result, use of physical ability tests can make the organization vulnerable to charges of discrimination. It is therefore important to be certain that the abilities tested for really are essential to job performance or that the absence of these abilities really does create a safety hazard*

nondirective interview

the interviewer has great discretion in choosing questions. The candidate's reply to one question may suggest other questions to ask. Nondirective interviews typically include open-ended questions about the candidate's strengths, weaknesses, career goals, and work experience. Because these interviews give the interviewer wide latitude, their reliability is not great, and some interviewers ask questions that are not valid or even legal.

personnel selection

the process through which organizations make decisions about who will or will not be allowed to join the organization *1.Selection begins with candidates identified through recruitment. 2.It attempts to reduce number to individuals best qualified to perform available jobs. 3.It ends with selected individuals placed in jobs with the organization.

major challenge with applications and résumés is

the sheer volume of work they generate for the organizations. Human Resources departments often are swamped with far more résumés than they can carefully review.

¨Do Companies use Social Media? ¨What are the (Dis)advantages of using social media in the selection process?

¤Yes...pretty much across the board ¨Reliable, Valid, Generalizable, Legal?

A job offer should include

§Job responsibilities §Work schedule §Rate of pay §Starting date Other relevant details For some jobs, such as management and professional positions, the candidate and organization may negotiate pay, benefits, and work arrangements before they arrive at a final employment agreement. If placement in a job requires that the applicant pass a physical examination, the offer should state that contingency. The person who communicates this decision should keep accurate records of who was contacted, when, and for which position, as well as of the candidate's reply. The HR department and the supervisor also should be in close communication about the job offer. When an applicant accepts a job offer, the HR department must notify the supervisor so that he or she can be prepared for the new employee's arrival.

Legal Standards for Selection

¨All selection methods must conform to existing laws and legal precedents. ¨Three acts have formed the basis for a majority of 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

Immigration Reform and Control Act (1986):

¨Federal law requiring employers to verify and maintain records on applicants' legal rights to work in U.S. ¨Applicants fill out Form I-9 and present documents showing their identity and eligibility to work. *employer must maintain the records for 3 years ¨Law prohibits employer from discriminating against the person on basis of national origin or citizenship status. * can use E-verify

Multiple-Hurdle Model

¨Process of arriving at a selection decision by eliminating some candidates at each stage of the selection process.

Compensatory Model

¨Process of arriving at a selection decision in which a very high score on one type of assessment can make up for a low score on another.

reliability

¨Reliability: extent to which a measurement is free from random error. *Reliability answers one important question—whether you are measuring something. accurately* ¨A reliable measurement generates consistent results. ¤Give the same answer...your scale vs. a person guessing your weight based on your size ¤Test-retest reliability 1 = perfect positive relation 0 = no relation *test should be measured as close to 1 -does not tell you if the test is valid

When is it valid to ask a candidate if they are willing to travel

¨it's valid to ask about willingness to travel if that is part of the job. ¨Interviewers might ask questions about previous business travel experiences and/or how interviewees handled situations requiring flexibility and self- motivation.

employment applications include areas for applicants to provide several types of information:

• Contact information—The applicant's name, address, phone number, and e-mail address. • Work experience—Companies the applicant worked for, job titles, and dates of employment. • Educational background—High school, college, and universities attended and degree(s) awarded. • Applicant's signature—Signature following a statement that the applicant has provided true and complete information. *The application form should not request information that could violate equal employment opportunity standards. For example, questions about an applicant's race, marital status, or number of children would be inappropriate.

Background Checks

•8 out of 10 large companies and 2/3rds of smaller orgs report conducting background checks •Internet allows for faster and easier searching for convictions (60% of males have been arrested at some point) •Requests for expunging police records has been on the rise so background checks may not be as complete as employers would prefer

Practical Value and Utility

•Another consideration is the cost of using the selection method. •Selection methods should cost significantly less than the benefits of hiring new employees. •Methods that provide economic value greater than the cost of using them are said to have utility. *Not only should selection methods such as tests and interview responses accurately predict how well individuals will perform, they should also produce information that actually benefits the organization.

How companies gather background information

•Application Forms •Résumés •Reference Checks •Background Checks Nearly all employers gather background information on applicants at the beginning of the selection process. Employers tend to decide against applicants whose résumés are unclear, sloppy, or full of mistakes. On the positive side, résumés may enable applicants to highlight accomplishments that might not show up in the format of an employment application. Review of résumés is most valid when the content of the résumés is evaluated in terms of the elements of a job description. Usually the organization checks references after it has determined that the applicant is a finalist for the job. Some employers today see social media as an alternative source of information that is more relevant or more accurate assessment by looking at the candidates' online presence.

•Interviewing Techniques

•Nondirective Interview •Structured Interview •Situational Interview •Behavior Description Interview

Employment Tests and Work Samples

•Physical Ability Tests •Cognitive Ability Tests •Job Performance Tests •Work Samples •Personality Inventories •Honesty Tests •Drug Tests •Medical Exam

The organization administers tests to

•candidates who meet basic requirements, and qualified candidates undergo one or more interviews. •Organizations check references and conduct background checks. •A candidate is selected to fill each vacant position.

An important principle of selection is to

•combine several sources of information about candidates, rather than relying solely on interviews or a single type of testing. •Sources should be chosen carefully to relate to characteristics identified in job description to increase validity of decision criteria. •Organizations are more likely to make decisions that are fair and unbiased and choose the best candidate.

Selection process must be conducted in a way that avoids

•discrimination and provides access to persons with disabilities. • Selection methods must be valid for job performance, and scores may not be adjusted to discriminate against or give preference to any group. •Focus on finding the person who will be best fit with job and organization. This includes an assessment of ability and motivation.

Organizations should create a selection process in support of its

•strategic mission. •What are the necessary KSAOs and how do we identify people who have necessary KASOs. •This strategic selection approach requires ways to measure effectiveness of selection tools.