Recruitment and Selection (Not Finished)
Administration of multiple selection method approach: Combination
"Combining different approaches mentioned above Criteria: utility (cost, validity), purpose"
Construct validation
"Construct valiation refers to the extent to which dimensions on different tests relate to one another. Two factors that correlate highly on a personality test are not necessarily identical, but do provide reassurance that they are related and are a "construct" or part of the makeup (like honesty, dependability, sociability, etc.) of an individual, as related to actual job performance. Construct validity is the extent to which a selection device measures a theoretical construct, characteristic or trait. Typical constructs are intelligence or mechanical comprehension. Because a hypothetical construct is used as a predictor in establishing this type of validity, personality tests and tests that measure other such constructs are more likely to be questioned for their legality and usefulness than other measures of validity."
Criterion-related validation
"Demonstrated by empirical data showing that the selection procedure is predictive of or significantly correlated with important elements of work behavior Criterion-related validation is measured by a procedure that uses a test as a predictor to determine how well a person will perform on the job. The desired knowledge, skills and abilities (KSAs) and measures for job performance are the criterion variables. Job analysis determines which KSAs and behaviors are needed for each task in the job. Tests (predictors) are then devised and used to measure different job dimensions of the criterion-related variables. Examples of "tests" are: (1) having a college degree; (2) scoring a required number of words per minute on a typing test; or (3) having five years of medical transcription experience. These predictors are then validated against the criteria used to measure job performance, such as performance appraisals, attendance and proficiency in relation to quality and quality of work performed. There are two different approaches to criterion-related validity:"
Negligent hiring
"Employer fails to conduct a complete background check and then hires an applicant even though the employer knew or could have known that the applicant could harm a third party. Negligence in employment encompasses several causes of action in tort law that arise where an employer is held liable for the tortious acts of an employee because that employer was negligent in providing the employee with the ability to engage in a particular act. As with all negligence claims, the claimant must prove: a) the defendant (in this case, the employer) owed them a duty of care, b) this duty was breached (due to the lack of due diligence), and the claimant was injured as a result of the breach. In order for such a duty to exist, the injury to the claimant must be ""reasonably foreseeable"", meaning, for example, that the type of employment must be one in which an unfit employee could cause harm of the type which occurred, and the claimant is the type of person to whom such harm would be a ""reasonably foreseeable consequence""."
Defamation
"Ex-employer will not be liable: disclosing fact and truth that are related to job performance, limited to business purpose, made to proper occasion, given to a proper parties Court case: Frank B. Hall v. Buck (1984)"
Tips for successful interview
"Have a clear idea on KSAOs to be assessed; Make applicants comfortable; Avoid vague / cliché questions; Take notes Interview in a private place with no interruptions; Ask open-ended questions; Eliminate personal biases; Listen! Do not be talkative; Use consistent questions to all applicants; Minimize the influence of non-verbal cues"
Usefulness of Big Five personality
"High validity (r=.35): legally defensible C: Job performance across many jobs O,E: Job performance for managerial jobs and sales jobs O,C,E: Training proficiency Higher validity for high performance work practices and under weak situation "
Faking in personality test
"Preventing faking: using social desirability scale; minitoring response time; administering multiple tests; cross-checking by using other selection tools Positive impact of faking?: Self-fulfilling prophecy Beating the system: is it good for you?"
Reliability
"The extent to which a measure is consistent and is free from random errors Measured by reliability coefficient (The extent to which individual difference in score on a measure is due to 'true' difference in the attribute measured)"
Hit & Miss Model
"Using highly valid selection tools result in increase in hit and decrease in miss Hit: rejecting non-qualified individuals and hiring qualified individuals Reject error (miss): rejecting qualified individuals Accept error (miss): accepting non-qualified individual
External recruitment
1. Internet: company websites; job boards; networking websites 2. Television 3. Industry publications: trade and topical magazines 4. Newspapers: most commonly used medium 5. Temp agencies 6. Networking (Referrals) 7. College recruits 8. Job fairs
Psychomotor ability test
A psychomotor skill test typically is a paper and pencil test that looks at how rapidly and well the person integrates motor and cognitive processes. For instance, if you had to rapidly copy symbols underneath numbers following a guide that had numbers paired with symbols, you would be doing one common test of psychomotor skill. Your speed and accuracy on the test would be a measure of how well you did. You might show errors in accuracy (most likely related to cognitive processing failures) or slowness in speed (most likely related to slow motor processing) or problems with both. Your time, number of items completed, and accuracy scores might be measured and compared against others of your age, gender, and educational background.
Personality test
A questionnaire or other standardized instrument designed to reveal aspects of an individual's character or psychological makeup. Personality-Enduring personal characteristics that are revealed in a particular pattern of behavior in a variety of situations.
Selection Tools: Application blank
A series of questions designed to provide information on the general suitability of applicants for jobs to which they are applying. Unacceptable/illegal questions: Issue: carefully design questions so as to avoid discrimination (disparate impact and disparate treatment) -Protected classes (e.g., race, color, sex, age, disability, national origin) -Disabilities (e.g., illness, diseases, hospitalization, physical defects, prescribed drugs, drug addiction, workers' compensation and claims) -Arrest records (Note: it is OK to ask conviction record when it is job-related, and it is not acceptable to do so where the ban-the-box law is valid) -Financial information (garnishment records, bankruptcy, credit history) -Personal issues that is related to protected class (birth, marital status, physical characteristics, childcare, dependents, family plans, heights/weights, birthplace, photo) -Language (most commonly used language, how acquired an ability to speak). It is OK to ask about an ability to speak a particular language when it is job-related. -Organizational membership (union membership is not permissible, other professional, religion, society membership is allowed if job-related) -History of claims filed (grievance or discrimination claim)
Forecasting labor demand
Activities-Determine trends and areas for focus by analyzing workforce data; develop a list of functions and staff at key locations; review current HR processes (i.e., recruitment, selection, retention) to benchmark and determine best practices; Review and update documents (i.e., position description, functional statement, crediting plans) to identify critical competencies Analyses: *Trend analysis-Yearly or seasonal trend is a basis for identifying needs for workforce *Multiple regression analysis-Consider internal and external factors that influence the production of products and services which determines the workforce size *Management forecast-Rely on experts' qualitative decisions in predicting the future when the environment is volatile and unpredictable
Promotions
Advancement to a position resulting in increased pay and responsibilities
Internal recruitment (promotion from within)
Advantages-Knowledge of candidate's strengths and weakness; more accurate view of candidate's skills, stronger commitment to the company; increase employee morale; require less training and orientation Disadvantages-Applicants could be discontented when failed to promote; time can be wasted interviewing internal candidates who will not be considered; danger of inbreeding the status quo
Mini job training and evaluation
Allows applicants to be tainted to perform a sample of the job's tasks and are then evaluation on their performance.
Legality of interviews: Steps to establish legality
Analyze the job (use job specification data); develop questions focused on past experience, job performance, and accomplishments; develop questions exploring the applicant's willingness to complete assigned responsibilities; prepare a list of things to look for in the applicant's responses; design a rating form for all interviews
Measurement
Assigning numbers to objects so as to represent quantities of attributes Issues: quantification of qualitative constructs --> is the measure reliable and valid? Reliability is a necessary condition, but not a required condition, for validity
Effective job advertisement: AIDA
Attention-Attract attention by using eye-catching graphics Interest-Create interest by suing phrases and words Desire-Increase desire by highlighting job or available benefits Action-Spur action by including information about application process
Background check: Purpose
Check and verify an applicant's background information such as driving record, criminal record, and credit; inexpensive and straightforward way to verify factual information about an applicant
Abilities Tests: Cognitive ability test / Aptitude test (Example: Wonderlic Personnel Test)
Cognitive ability tests assess abilities involved in thinking (e.g., reasoning, perception, memory, verbal and mathematical ability, and problem solving). Such tests pose questions designed to estimate applicants' potential to use mental processes to solve work-related problems or to acquire new job knowledge. Usefulness-Generalizability to other jobs; high reliability; high validity (r=.53) - higher validity for more complex jobs; high utility - low cost and easy administration
Gap analysis
Compare supply analysis and demand analysis to identify any gaps in current organizational competencies and those needed in the future workforce
Video-based situational tests
Compromised of video scenarios followed by a multiple choice question that require candidates to choose from among several courses of action
Concurrent validation
Concurrent means "at the same time." When an employer measures concurrent validity, a test is given to current employees and the scores are correlated (compared) with their performance ratings, determined by such measures as supervisory performance appraisals, accident rates and absenteeism records. The reason it is called concurrent is because job performance measures and the test score(s) are available at the same time (concurrently), as opposed to being subject to a time lag as in the criterion (predictive)
Promotions: Goals
Create career paths that a) leverage KSAOs and b) consider employees' desire and goals
Effective recruiting steps
Develop job advertising database; set aside time for resume review and interviews; use tracking forms to keep track of candidates; cluster candidate interviews; use template letters that can be personalized; build relationships with candidates; review, analyze, and revise the recruiting process
Solution analysis
Develop strategies to close any competency gaps and to reduce surplus competencies
Administration of multiple selection method approach: Multiple hurdle
Example: MNGT381 (HR Management) is a prerequisit for MNGT483 (Strategic HRM) (Fulfill requirements for a
Administration of multiple selection method approach: Multiple cutoff
Example: Must get C of higher for all lower-level courses to be admitted to BUAD major
Administration of multiple selection method approach: Multiple Regression
Example: QPA>= 2.7 for BUAD admission (Higher score on a particular predictor cancels off the negative effect of negative score on another predictor)
Usefulness of MBTI
Excellent tool for having team members understand the difference of personality among team members and prepare how to properly react to others; however, not a valid tool for selection
External labor supply
Experience and observation-Quantity and quality of applicants; how it has changed over time Labor market statistics-Government and professional organizations (BLS, U.S. Census Bureau, SHRM) publish statistics on the labor market
Negligent hiring: Example
Fireman's Fund Insurance's lawsuit against Allstate Insurance Employers' liability-Employer is liable: injury caused by an employee against a third party; the employee must be shown to be unfit for the job; the employer knew or should have known the fact; the injury must be foreseeable How to avoid-Conduct a thorough background check; have employees explain any gaps in employment; perform routine background checks
Company strategy
How a firm competes in an industry
Selection process: Steps
Identify minimally qualified applicants; perform initial assessment; candidate completes assessment measure; identify top candidates; hiring manager interview finalists; contingent job offer made; background and reference check; accepted job offer
Supply analysis
Identify organizational competencies; analyze staff demographics, identify trends such as turnover
EPPA of 1988
Integrity testing for employment selection became popular during the 1980s. Human Resources personnel found integrity tests were an improvement over polygraph tests. Polygraph tests were no longer able to be used for screening of future employees in the United States due to the Employee Polygraph Protection Act of 1988 (EPPA).The Employee Polygraph Protection Act of 1988 (EPPA) that generally prevents employers from using polygraph (lie detector) tests, either for pre-employment screening or during the course of employment, with certain exemptions. Under EPPA, most private employers (with annual gross sales of at least $500,000; employment agencies) may not require or request any employee or job applicant to take a lie detector test, or discharge, discipline, or discriminate against an employee or job applicant for refusing to take a test or for exercising other rights under the Act. The Act does permit polygraph tests to be administered to certain applicants for job with security firms (such as armored car, alarm, and guard companies) and of pharmaceutical manufacturers, distributors, and dispensers. The law does not cover federal, state, and local government agencies.
Assessment centers
It is most often used to help determine which employees have the potential to be promoted into management positions. It employs a variety of techniques and multiple observers in a closed setting. Assessment centers often combine traditional assessments, such as interviews and psychological tests with simulation exercises, including in-basket (provide candidates with series of items that might be found in an inbox and ask them to indicate actions that would be taken) or leaderless group (put several candidates in a group setting with a task to complete).
Background Check: Legal Requirements
Legal issues - before getting background information: EEOC requirements (see below) -Treating everyone equally regardless of applicants' membership to a certain protected class Fair Trade Commission (FTC) enforcing Fair Credit Reporting Act (FCRA) (see below) -Tell that you may use the information for hiring decisions; Inform applicants their right to a description of the nature and scope of the investigation when investigative report is being asked; get the applicants' written permission to conduct the background check; certify to the company from which you are getting the report that you fulfill the legal requirements Legal issues - using background information: EEOC requirements (see below) -Apply same standards to everyone; take special care when basing employment decisions on background problems that may be more common among people of a certain protected class (i.e., disparate impact); be prepared to make exceptions for problems revealed during a background check that were caused by a disability Fair Trade Commission (FTC) enforcing Fair Credit Reporting Act (FCRA) (see below) -"Before taking an adverse employment action, give applicants a notice that includes a copy of relevant report and a copy of ""A Summary of Your Rights Under the Fair Credit Reporting Act"" After taking an adverse employment action, tell applicants that a) the applicant was rejected because of the information in the report, b) information about the company sold the report, c) company providing the information did not make the hiring decision and cannot give specific reasons for it, d) the applicant has a right to dispute "
Interview evaluation
Make notes while the interview is still fresh; be familiar with the job; measure the applicant against job requirements; cite specific evidence to supporting ratings; be objective, avoid bias and perceptual effects
Demand analysis
Measure future activities and workloads
Promotions: Guidelines
Must consider legal guidelines such as CRA, ADEA, etc.
Interview: Purpose
Observe attributes; dig deeper into areas; compare strengths and weaknesses; answer applicants' questions, promote company brand
Personality domains
Openness to experience: Appreciation for art, emotion, adventure, unusual ideas, curiosity, and variety of experience Conscientiousness: A tendency to be organized and dependable, show self-discipline, act dutifully, aim for achievement, and prefer planned rather than spontaneous behavior. Extraversion: Energy, positive emotions, urgency, assertiveness, sociability and the tendency to seek stimulation in the company of others, and talkativeness. Agreeableness: A tendency to be compassionate and cooperative rather than suspicious and antagonistic towards others. Neuroticism (Emotional instability): The tendency to experience unpleasant emotions easily, such as anger, anxiety, depression, and vulnerability.
Factors influencing recruitment effectiveness
Organizational culture; employment-at-will or due process policy; realistic job preview; compensation and benefit; person-organization fit; recruitment sources (internal or external; direct applicant or referrals)
Big Five Personality
Personality is usually broken into components called the Big Five, which are: openness to experience, conscientiousness, extroversion, agreeableness, and neuroticism (or emotionality). These components are generally stable over time and about half of the variance appears to be attributable to a person's genetics rather than the effects of one's environment.
Predictive validation
Predictive means "before the fact." To measure predictive validity, test results of applicants are compared with their subsequent job performance. For example, an employer has established a one-year preferred experience requirement for a certain position, and success on the job will be measured by such factors as quality and quantity of work, performance appraisals, absenteeism, and accident rates. After one year on the job, if those employees who had one year of work experience at the time of hire demonstrate better performance on the job than those hired without such experience, then the experience requirement can be considered a valid predictor of performance and may be used in future hiring decisions. This is with the provision that this evidence can be substantiated by valid statistical comparisons.
Negligent referral
Previous employer fails to disclose complete and accurate information about the applicant Issue-Former employers may be sued for a negligent referral when they fail to disclose accurate information; on the other hand, they could be sued for defamation when they disclose false information How to avoid-Many states passed the law protecting former employers from defamation lawsuits as long as the former employers disclose accurate and job-related information to the right party at the right occasion
Temp agencies
Pros: Agencies do most recruiting work for the organization Cons: Expensive (20%~50% more expensive than permanent workers); potential negative impressions
Internet: company websites; job boards; networking websites
Pros: Cost effective Cons: Overload of competition; excludes segments of society such as seniors
College recruits
Pros: Eager workforce; can offer less pay; internships Cons: Less experienced workforce
Job fairs
Pros: Face-to-face meetings; first impressions; both sides have a chance to ask questions Cons: Costly with no guarantee of results (turnout); representative must take lots of notes
Networking (Referrals)
Pros: Low cost in connection with a great prospect Cons: Places strain on relationships; pressure to interview or offer position
Industry publications: trade and topical magazines
Pros: Selective audience; long lasting Cons: Costly; not timely (monthly)
Newspapers: most commonly used medium
Pros: Timely (weekly); cost effective Cons: Competition; new technology
Television
Pros: Wide audience; viewer information (demographic) is available from the station Cons: Costly; limited views; time constraints (e.g., 30 seconds)
Work sample tests
Psychological testing techniques used in employee-selection to assess an individual's ability to learn the required skills and to perform the tasks associated with a particular job. Also called trainability test.
Myers Briggs Type Indicator (MBTI)
Psychometric questionnaire designed to measure psychological preferences in how people perceive the world and make decisions. Types: Extraversion(E) and Introversion(I): Extraversion means "outward-turning" and introversion means "inward-turning". Sensing(S) and Intuition (N): Information-gathering function. Sensing are more likely to trust information that is in the present, tangible, and concrete: that is, information that can be understood by the five senses. Those who prefer intuition tend to trust information that is less dependent upon the senses, that can be associated with other information (either remembered or discovered by seeking a wider context or pattern). Thinking(T) and Feeling(F): the decision-making functions. Those who prefer thinking tend to decide things from a more detached standpoint, measuring the decision by what seems reasonable, logical, causal, consistent, and matching a given set of rules. Those who prefer feeling tend to come to decisions by associating or empathizing with the situation, looking at it 'from the inside' and weighing the situation to achieve, on balance, the greatest harmony, consensus and fit, considering the needs of the people involved. Judging(J) and Perceiving(P): identifying that people also have a preference for using either the judging function (thinking or feeling) or their perceiving function (sensing or intuition) when relating to the outside world (extraversion). Judging people prefer a planned or orderly way of life, like to have things settled and organized, feel more comfortable when decisions are made, and like to bring life under control as much as possible. Perceiving people prefer a flexible and spontaneous way of life, and like to understand and adapt to the world rather than organize it.
Internal Recruitment Strategies
Qualification inventories-Performance records; education; company-sponsored courses taken, language spoken, career goals Replacement charts-Shows the readiness for promotion as long as key KSAs to be improved Job postings-Formal notice posted on bulletin boards or internal computer network. Internal communications-Company newsletter; weekly emails or memos; word of mouth Succession planning-Identify key needs; develop candidates; assess and select
Downsizing
Reduction-in-workforce responding to internal labor supply Outcomes-Profit increase? However, more problems prevail due to lost business, lack of development of new products and services, and reduced motivation, morale, and commitment Criteria: whom to select for downsizing-"Based on legitimate business reasons (job performance, seniority or tenure instead of age) No discrimination (conduct adverse impact analysis, avoid disparate treatment) Avoid being arbitrary or capricious (document the criteria and processes)" Best practice for downsizing-Transparent to current conditions; treat with respect and sensitivity; fair procedures; options for exit; reasons to stay (for survivors) and to join (new hires); examine its impact on other HR practices Alternatives for downsizing: Use downsizing as the last resort-Redeployment; furloughs and reduced hours; pay cuts (with incentives); rings of defense; telecommunication
Promotions: Issues
Seniority vs. competence-Seniority-based or competency-based promotion? Measuring competence: competence for future positions?-How performance/competence will be measured? Using past performance only is not appropriate because promotions aims to future Formal vs. informal process-Formally published policy or unpublished? Horizontal promotions (lateral promotions) vs. others-Horizontal (moving up in non-supervisory roles such as "senior" customer service representatives") or moving up to managerial positions
(Structured) interview question types
Situational interview-How an applicant would respond to a hypothetical work situations. "Suppose ..... How would you ...?" Behavioral interview-Ask an applicant to recall past experience to answer the interview question. "Recall .... How did you ... What did you ...?" Job-related interview-Ask relevant (job-related) past experiences "What qualifies you for this job?" Stress interview-Assess how applicants deal with highly stressful situations by asking applicants a series of "rude" questions Puzzle interview-Assess applicant's problem-solving ability or creativity "How many baseballs fit into your car?"
Knowledge test
Situational judgment test-The test presents the test-taker with realistic, hypothetical scenarios and ask the individual to identify the most appropriate response or to rank the responses in the order they feel is most effective. Specialized job knowledge test-Job knowledge tests, sometimes referred to as achievement or mastery tests, typically consist of questions designed to assess technical or professional expertise in specific knowledge areas. Job knowledge tests evaluate what a person knows at the time of taking the test. Unlike cognitive ability tests, there is no attempt to assess the applicant's learning potential. In other words, a job knowledge test can be used to inform employers what an applicant currently knows, but not whether the individual can be relied on to master new material in a timely manner.
Workforce analysis
Strategic alignment of an organization's human capital with its business direction
Reliability
Test-retest reliability-"Same measurements to the same respondents at different time points Issue: learning effect" Internal consistency reliability-The extent to which all parts of measure are similar in what they measure: consistency, similarity, or homogeneity of measurement (e.g., split half reliability) Parallel forms reliability-Used to assess the consistency of the results of two tests constructed in the same way from the same content domain. Inter-rater reliability-Determination of consistency among multiple raters (e.g., judges for ice skating or diving,); calls for objective criteria and rubric
Physical ability test
Tests typically test applicants on some physical requirement such as lifting strength, rope climbing, or obstacle course completion
Validity
The extent to which employers can predict job performance based on selection data; job-relatedness; business necessity
Integrity Test
The honesty or integrity of individuals can be tested via pre-employment screening from employers. Employers may administer personnel selection tests within the scope of background checks that are used to assess the likelihood that employees will engage in dishonest behavior. Integrity tests are administered to assess whether the honesty of the potential candidate is acceptable in respect to theft and counterproductive work behavior. These tests may weigh in on the final personnel decisions.
Forecasting labor supply
Understand labor market trends; Estimate projected availability of certain types of talent; consider internal and external labor supply
Internal labor supply
Understand trends in the labor market; estimate projected availability of certain types of talent; consider internal and external supply Talent inventories-Database that summarize the skills and talents of each employee Succession plan or replacement charts-"Show potential employees who are in direct line for promotion in order to Recruit quality employees; develop them for advancement or promotion into more challenging roles. Succession plan requires the following steps: Identify future needs --> identify key positions and competencies --> select quality applicants --> create training and development --> implement training and development --> monitor and evaluate " Markov analysis or transition analysis-Quantitative technique that provides information about an organization's potential promotion paths and its growth or reduction plan. Managers are able to identify all possible positions that may feed into a target position and then track promotions, demotions, exits, and transfers from the target position.
Interview: Formats
Unstructured interview (r=.10)-Lack of pre-determined questions; not linked with job description and job specification; lack of rubric for objective assessment Semi-structured interview-Developed interview guides and questions; the guide allows interviewers to skip unnecessarily or irrelevant questions; very popular Structured interview (r=.40)-Preplanned agenda; stick with preplanned questions; ask same questions to all applicants; reliable and valid
Interview administration
Unstructured sequential; structured sequential; panel (multiple interviewers); mass (multiple interviewers and multiple interviewees), phone; video or web assisted; computerized
Criteria for effective recruitment
What and how to measure-What test to use; how many qualified applicants to attract; what are the costs High-performance recruiting-Applying best-practices management techniques to recruiting; benchmarking
