Recruitment and Selection Final Exam

disclaimer

- a statement oral or written that explicit limits a employee's rights and reserves that right for the employers - employers explicitly makes no promise of any job security and reserves the right to terminate the employer-employment relationship at its own will - should be clearly states and conspicuously placed in appropriate documents; employee should acknowledge receipt and review of the document

considerations

- employer offers to provide compensation to the offer receiver in exchange for labor - offer receiver promises to provide labor to the employer in exchange for compensation

Discretionary Assessment Methods

- narrows list of finalist of those who will receive job offers - decisions often made on basis of organizational citizenship behavior and staffing philosophy regarding EEO - differences from external selection - previous finalists not receiving job offers do not simply disappear - multiple assessors generally used

labor supply issues

- offers need to attract number of staff required - offers need to consider KSAOs of each offer receiver and the worth of the KSAOs

job offer content

- starting date - duration of contract - compensation - benefits - hiring bonuses - idiosyncratic deals

labor demand issues

- who are the competitors - what terms and conditions are they offering for the job for which the hiring organization is staffing

acceptance of an offer

-offer must be accepted on the terms as offered and within guidelines in the offer

the offer

-terms and conditions of employment proposed by the employer - must be clear and specific enough to be acted on by the receiver

1. low ball 2. market matching 3. best shot

3 job offer strategies when formulating the job offer:

1. minimum competency 2. top down 3. banding

3 methods to determine cut scores

1. offer 2. acceptance 3. considerations

3 requirements for an enforceable contract

1. Random selection 2. Ranking 3. Grouping 4. Ongoing Hiring

4 methods of final choice:

1. organizational leaders 2. HR professionals 3. Line Managers 4. Coworkers

4 types of decision makers

1. formulation of the job offer 2. presentation of the job offer 3. time of the offer 4. job offer acceptance and rejection 5. reneging the offer

5 processes in the job offer process

single predictor

Determining assessment scores - simple and fast for hiring quickly - doesn't capture many candidate qualifications - are the final assessment scores

logic of prediction

Preliminary issue where indicators of internal applicants' degree of success in past situations should be predictive of their likely success sin new situations

types of predictors

Preliminary issue where there is usually greater depth and relevance to the data available on internal candidates relative to external selection

selection plan

Preliminary issue: important for internal selection to avoid the problems of favoritism and gut instinct that can be especially prevalent in internal selection

1. Talent Management / Succession Systems 2. Peer Assessments 3. Self-Assessments 4. Management Sponsorship 5. Informal discussions and recommendation

What are the five initial assessment methods

1. Logic of Prediction 2. Types of predictors 3. selection plan

What are the three preliminary issues of Internal Selection?

1. Single Predictor 2. Multiple Predictor

What are the two ways to determine assessment scores?

new employee orientation

__ __ __ is to - help feel welcome and at ease - understand the organization - know what is expected in work and behavior - begin the socialization process

contingencies

___ to an employment contract may be made only within defined limits - passage of a particular - passage of a medical exam, including drug test - satisfactory background and reference checks - proof of employability

third parties

____ ___ to a contract can be employment agencies, executive recruiters / head hunters, and professional agent for an athlete

relationships

_____ is superior because it is a more valid method of seniority and more likely to be content valid when past or present jobs are similar to the future job

written contract

a letter of offer and acceptance, a statement of a job application blank, internal job posting notices, email messages, and statements in employee handbook websites - may be interpreted as enforceable contracts even though that was not their intent

compensatory model

a multiple predictor model - adds all scores together into a single number - can be done through informal weighting - this means that high scores on one predictor can compensate for low scores on another

multiple hurdle model

a multiple predictor model - uses selection tools in order from cheapest to expensive - cuts candidates at each stage (pass or fail) -results similarly to compensatory model but costs are lower

sales approach

active interaction by the organization and the receiver as terms and conditions are developed - active communication, higher chance of acceptance

enforceable nonenforceable

an ___ oral contract: supervisors say to a potential employee that their schedule only covers weekdays an ___ oral contract: people don't usually work weekends

market matching

an offer that is "on the market" so neither too low or too high

role play

candidate must play work related role with interviewer

oral presentations

candidate must prepare and make an oral presentation on assigned topic

fast finding

candidates need to solicit information to evaluate an incomplete case

written or oral

contracts can be ___ or ___

line managers

decision maker: - accountable for the success of the people hired - identify critical needs in the selection systems that might not be addressed

coworkers

decision maker: - select members compatible with the goals of the work team

HR professionals

decision maker: -technical expertise needed to develop sound selection decisions - access to quantitative information from HR information systems that can be used to quantify predictor-outcome relationships

organizational leaders

decision maker: uniquely valuable, holistic understanding of the purpose of a selection system

multiple predictors

determining assessment scores - most org use this - more complicated and time consuming - decisions must be made about combining the resultants scores - 3 types

best shot

gives a high offer, one right at the upper bounds of feasible terms and conditions

managerial sponsorship

initial assessment method: higher-ups given considerable influence in promotion influence

self assessments

initial assessment method: job incumbents asked to evaluate own skills to determine promotability

informal discussions and recommendations

initial assessment method: may be suspect in terms of relevance to actual job performance

mechanical approach

little or no input about the content of the offer received from the person, and after the offer has been made, there is no further communication - highly efficient and inexpensive, ensures that all applicants are treated in exactly the same manner

random selection

method of final choice: each finalist has equal chance of being selected

grouping

method of final choice: finalists are banded together into rank-ordered categories

ranking

method of final choice: finalists are ordered from most to least desirable based on results of discretionary assessments

ongoing hiring

method of final choice: hiring all acceptable candidates as they become available for open positions

Banding

method to determine cut score: applicants who score within a certain score range or band are considered to have scored equivalently

top-down

method to determine cut score: examine the distribution of predictor scores for applicant and then determine which proportion of applicants will be hired

minimum competency

method to determine cut score: set on the basis of the minimum qualifications deemed necessary to perform the job

reneging

occurs when organization rescinds the offer extended and receivers rescind offers accepted

low ball

offering the lower bounds of terms and conditions

Internal Selection

refers to the assessment and evaluation of employees from within the organization as they move between jobs via transfer and promotion systems

cut score

separates candidates who advance from those who are rejected

performance appraisals

substantive assessment method: - a possible predictor of future job performance is past job performance collected by a process - data in which is available on employees' previous performance can be used for internal selection

promotion ratings

substantive assessment method: - assessing promotability involves determining an applicants potential for higher-level jobs - often conducted along with performance appraisals - Caveat "in addition to" - when receiving separate evaluations for purposes of appraisal, promotability, and pay, and employee may receive mixed messages

seniority and experience

substantive assessment method: - seniority: length of service with organization, department, or job - experience: not only length of service but also kinds of activities on employee has undertaken - why so widely used: direct experience in a job content area reflects an accumulated stock of KSAOs necessary, info is easy and cheaply obtained, protects from capricious treatment and favoritism

interview simulators

substantive assessment method: -role play -fast finding - oral presentations

Assessment methods

substantive assessment method: - elaborate method of employee selection - involves using a collection of predictors to forecast - objective: predict on individuals behavior and effectiveness in critical roles - incorporates multiple methods of assessing multiple KSAOs using multiple assessors

employee value proposition

the total package of extrinsic and intrinsic rewards that the offered job will provide to the finalist if the job offer is accepted - must present a package of rewards with the right combination of magnitude, mix, and distinctiveness to be compelling to the offer receiver

1. labor markets: offer more generous rewards if KSAOs are rare or labor market is tight 2. Timeline: short-term vs long-term relationship sought 3. unique preferences of applicant pool

three consideration in shaping job offers

mechanical and sales

two presentation approaches of a job offer

promotion panels and review boards

use multiple raters, which can improve reliability and can broaden commitment to decisions reached

1. Seniority and experience 2. job knowledge test 3. performance appraisal 4. promotability ratings 5. assessment centers 6. interview simulators 7. promotion panels and review boards

what are the 7 substantive assessment methods?

1. compensatory model 2. multiple hurdles model 3. combination of both

what are the three types of multiple predictor models?

1. greater depth and relevance of data available on internal candidates 2. greater emphasis can be placed on samples and criteria rather than signs

what are the two advantages of using internal selection over external selection?

1. labor demand issues 2. labor supply issues

when choosing the time of the offer, look at two main issues

Peter Principle

you may not have the competencies to perform another job besides your regular job

Peer Assessments

Initial assessment method that includes: - peer ratings, peer nominations, and peer rankings - strengths: rely on rater who presumably are knowledgeable of applicants' KSAOs and peers are more likely to view decisions as fair due to their input -Weaknesses: may encourage friendship bias, criteria involved in assessment aren't always clear

Talent Management / Succession Planning

Initial assessment method that includes: - keep ongoing records of skills, talents, and capabilities of employees - primary goal is to facilitate internal selection systems through up-to-date accurate records on employees - potential uses includes performance management, recruitment needs analysis, employee development, and comp&career management

job knowledge test

Substantive assessment method: - job knowledge includes elements of both ability and seniority - measured by a paper and pencil test or a computer - holds great promise as a predict or of job performance because it reflects an assessment of what was learned with experience, also captures cognitive ability