373 quiz 2
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o Wide variety of specific selection programs that use multiple selection methods to rate applicants on their managerial potential- normally includes basket tests, personality tests and general abilities test
validity
validity is about correctness = hitting where I want to be
Construct validity
-shows the consistency between an intelligence type test with the successful performance of job= if yes then it has this o does the predictor even measure what it "should" measure vEx: Can be measured by GPA (cheaper) vEx: company shows up for a cheaper intelligence test and keep old one and administer new one for a strong correlation between measures vCompany comes up with a way to measure cognitive ability. But, does it really measure this? · Correlate this new measure with established measure of cognitive ability. does the test have a correlation between the level of construct (intelligence, leadership) that is actually needed for the job
cognitive ability ex
Ex: wonderlick test · Several companies got (in)famous for asking strange, "brainteaser" type questions · These have very low validity · Could possibly provide insight into "how" a candidate thinks and problem solves · But this is pretty thin rationale · Questions · How many golf balls could fit in a 747? · Why are manhole covers round? · How many ways are there to find a needle in a haystack? · How many times a day do a clock's hands overlap? · How much should you charge to wash all the windows in Seattle? · Ex: hourglass test for making the two of them equal 9 minutes from one equaling 7 and one equaling 4. Flip both and let 4 run out and then flip 4 back and when 7 runs out, there is one minute left for 4 = flip 4 and 7, 4 runs out, 3 mins left in 7, flip 4 back, when 7 runs out, 1 minute left of sand and then flip it back for the two = jugs with water from 2 guys at fountain in video or they will die · How many numbers between 1 and 1000 contain a 3? = 19 between each 100
test retest
Have candidates take the same selection test at different times= Ex: survey assessing personality traits so these shouldn't change overtime very much so have people take the test and then take it again a few weeks later for a high correlation
Behavior Description Interview (BDI)
a structured interview in which the interviewer asks the candidate to describe how he or she handled a type of situation in the past= high validity
best predictor of performance
cognitive ability
video for recruitment
employer branding how a company builds its reputation with culture LinkedIn says branding plays a huge roll in ability to gain employees including social media Important to build a narrative to attract the best talent to your company Have a candidate data base for a company - relationship between candidate and recruiter are failing because the recruiter isn't at the front line = the process is transactional
reliable
free of random error
· Why is the generalizability of a selection measure important
generalizability sees if the context applies to the current job/period but also other orgs/apps = makes sure selection method is valid in multiple contexts o In basket test or work samples= coming in and do the job- good for the job but may develop certain set of protocols that may not work for other jobs so not generalizable o Will a selection measure for job A also work for job B? Will it be effective next year too?
o Internal recruiting
make sure employees are aware of openings and train them to make them more mobile throughout the company · Advantage: you will know more about internal candidates than you will external (observe and evaluate them and you know they want to be at your company because they are already there), makes them cheaper Disadvantages- managers may not like it if other managers are going to take their good employees, they may already be socialized into thinking the way the organization does so you lose ability to bring in new ideas and training, impossible for entry level positions
· What is a correlation
o .99 correlation between autism and organic food sales vOrganic food does not cause autism = they are correlated but is not causation vIt is about TIME- food sales have picked up over time, and for some reason, autism diagnosis are going up at the same time o We can't overstate or understate what correlations mean= don't be submissive of statistics in general, stats do not lie nor do they tell the truth= they are numbers that require a story and context vOverstate: over reacting to it vEx: ice cream sales are associated with drowning in city pools v# of pirates and global temperatures vShark attacks and tornados vFacebook users and US wind power generation capacity vUnderstate: under reacting to it vEx: Smoking and lung cancer- .08 vAspiring and heart attack reduction- .03
· What is the purpose of recruitment?
o After all the planning is done it is time to go get the people to identify and hire them o You need people to be interested in a transfer (internal) or joining the organization from outside (external) o Role for HR recruitment is to create a supply of potential new hires both internal and external
structured interview
o All candidates asked same questions. Not a lot of deviation, but some room for plannedfollow-ups o More reliable/valid because questions are relevant for the job
· Why is the legality of a selection measure important
o Always has to be legal o Cannot discriminate o Has to be relevant for the job we are hiring for
· Question permissibility
o Avoid any question that is protected by equal opportunity laws o Questions cannot discriminate against candidates based on race, color, religion, sex, national origin protection, age, sexual orientation vKeep in mind, these are the "biggies." vThings like medical history, political affiliation, disability, veteran status, etc. are also afforded some protections o This is why structured interviews are critical. Vet questions ahead of time
Cognitive Ability · Is this good to use for selection? Why? Any problems?
o Best predictor on average for job performance o Not true is that minority applicants have cognitive ability, but rather lower scores on this measure = adverse impact o This does not make it the best selection tool for alljobs o It will probably be assessed in some capacity (i.e., GPA) o Can have adverse impact concerns o Averages for minorities can be lower than for whites
· Which dimensions of the Big 5 are the best? Why? What about the others?
o Conscientiousness is best predictor of job performance o Extraversion good predictor for sales job o Other 3 are more specific to the jobs o Personality= low levels of adverse impact
· Why is the utility of a selection measure important
o Cost benefit analysis to this= is it worth it for how expensive it is o This is the best selection tool ever. It is also the most expensive. Is it worth it? o Is it easy/practical to administer?
why is selection important
o Costs a lot of money to get employees through the door o Firing people is expensive too so we have to try to get it right o If done a good job in recruitment, then we have a good pool of people, but the next job is figuring out the right candidates we need o Key to selection is recruitment - can't hire good people if I don't have good people in my pool o If the job analysis was well done, the necessary KSAO for the job are known o Selection is an imperfect process- how to identify the right person
· What is the role of technology in demand for labor?
o Demand for employees can be influenced by technology o Technology has changed the demand for human labor by old mechanical machines such as making cars to only sticking to one thing to do (make a car) to now becoming able to create and do anything at all times
· How can a surplus be reduced?
o Ex: Downsize, pay reductions, demotions (can lead to voluntary quitting), transfers, work sharing, hiring freeze, natural attrition (people quit and don't replace them), early retirement, retraining o Reduce surplus in shortages quickly o Fast options= cause pain and cutting people o Slower options= a lot better
outsourcing example for a shortage to be avoided
o Ex: outsourcing v Removes a function from direct oversight of the company so the company needs to decide how critical the function is to what is going on v Cons= lack of quality control, security violations, poor customer service (Ex: airbag recall- critical things to the company themselves and outsourcing lead to lower quality) contracting with another org to provide services
Personality · What are the Big 5 personality dimensions
o Extraversion- sociable, assertive, talkative, expressive o Emotional stability- nondepressed, secure, content o Agreeableness- courteous, trusting, tolerant, forgiving, cooperative o Conscientiousness- dependable, organized, persevering, thorough, achievement oriented o Openness to experience- curious, imaginative, broad-minded, playful · MBTI= personal development good for but does not actually predict anything- companies will use it and MBTI makes a lot of money from it but totally useless faking? o Not as big of a concern as you might think o Some test formats can prevent this (forced choice) o Doesn't really change results
· How does planning help organizations?
o Helps them identify the number and type of employees needed to accomplish strategic objectives
in basket tests
o How a candidate handles day to day jobs o Candidate comes in to go through the job tasks = very reliable o Very specific to the job so expensive o Test to examine how well candidate multitasks, sets priorities, and make decisions o Applicant may receive several emails, phone calls, requests in a short period of time and have to troubleshoot/solve/accomplish the tasks o Often part of a larger day in an assessment center o Really great, but also expensive and have low generalizability
· How can a shortage be avoided
o I need more people than I have o Ex: overtime, temporary employees, outsourcing, retrained transfers, turnover reduction, new external hires, technological innovation
why is technology different this time from the video
o In the past it has always been specialized for technology and taking jobs away from certain groups of people, but now it goes from specialized to generalized and now it is different because the robots can do lots of jobs (legal, medical, performing arts) we don't know jobs of the future yet until the jobs of now continue to go. This will change HR and how you have a particular demand for labor o Technology is a labor substitute
· What is the difference between internal and external recruitment?
o Internal- tends to be good, knows a lot about employees, they opted out to be there, they fit well, we like them= good source for hiring o External- bring in new ideas and new talent v Companies are trying to send a message with the way they present themselves You can't manage what you don't measure for recruitment/hypothetical job search
non directive interview
o Look at resume and then ask you something o Nondirective and not scripted ahead of time so they have low reliability for prompted questions based on resumes o Interviewer has discretion in questions. Answers may prompt follow-ups o Low reliability o High potential for invalid, illegal questions
· What is a lagging indicator?
o Looking back o Tell us things about the economy but more about what HAS happened and not what will happen v GDP, wages, unemployment rate, interest rates
technology video
o Mechanical muscles to reduce labor to free people to specialize and leaves everyone better off for economies to grow and standards of services to grow- making human brain labor less in demand o Machine tend- new kind of technology (Baxter)- he has vision and can learn what you want him to do while he watches you and can do any work in the reach of his arms0 general purpose robot and cheaper - computer of the 1980's o Professional bots- can be lawyer work to sort through paperwork to shift through memos and emails faster than humans o IBM bot named Watson- be the best doctor in the world and give back diagnosis o Professionals, white collar workers and skill workers have to worry about technology taking their job o Can't be a poem or artistic world o Bots will beat humans in all talents
· Personnel policies
o Organization decisions that affect how attractive vacancies are for which people will be recruited for v Job security= promote from within, employment at will, due process v Image advertising- actions by organization to make company/job more attractive - sponsoring events or causes v Rewards · Extrinsic- pay, bonuses, benefits, raise options · Intrinsic - meaningfulness, well-being, development
· How is a candidate's online presence relevant to the job search?
o Pervasive part of application process o 43% of employers research candidates on social media o Of those, in 2014 51% found content that led them to not hire o Up from 43% in 2013, 34% in 2012 o What are employers finding? vProvocative/inappropriate photos or information vEvidence of drug use · Bad-mouthing previous company/coworkers vPoor communication skills · Discriminatory comments vLying about qualifications o Some really bad examples vLinks to an escort service, bragging about driving drunk, pictures of Sasquatch, active involvement in a demonic cult · Unfortunately, the answer isn't just not having an online presence o CareerBuilder - 35% of employers less likely to interview candidates they can't find online
· What is a multiple hurdle model?
o Process of arriving at a selection decision by eliminating some candidates at each stage of the selection process
· What is a compensatory model?
o 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 -more expensive
correlation
o Range from -1 to +1 (positive= move in the same direction- more of x will be correlated with y) o 1 - perfect positive correlation o More of X is associated with more of Y o -1 - perfect negative correlation o More of X is associated with less of Y o 0 - no correlation o More of X unassociated with change in Y o Correlation= The way to assess reliability
A good selection process is.
o Selection decisions must be legally-defensible - must predict job-relevant outcomes o Intuition, "tried and true" methods, etc. don't work in the long-term o Need a process that has standards, checks and balances, and relies on data o A good selection process is.. vReliable vValid vGeneralizable Utility vLegal defensibility a lot of times in selection, people hire based on their gut or tried or true methods
situational judgment
o Series of situations presented to assess hypothetical behavior o Candidate given scenario, must choose among several choices o Inexpensive to develop, administer, score vEx:A man on a very urgent mission during a battle finds he must cross a stream about 40 feet wide. A blizzard has been blowing and the stream has frozen over. However, because of the snow, he does not know how thick the ice is. He sees two planks about 10 feet long near the point he wishes to cross. He knows where there is a bridge about two miles downstream. vUnder the circumstances he should: va. Walk to the bridge and cross it. vb. Run rapidly across the ice. vc. Break a hole in the ice near the edge of the stream to see how deep the stream is. vd. Cross with the aid of the planks, pushing one ahead of the other and walking on them. ve. Creep slowly across the ice.
· What is a panel interview? Why would we do this?
o Several members of the org meet to interview each candidate. The panel gives the candidate a chance to meet more people and see how the interactions are, provides the org with judgements of more than one person to reduce biases= good for teamwork
· What are best practices for interviews? Why do these things improve the effectiveness of interviewing
o Standardized, comfortable and focused on the job and org in a quiet place and should be trained
how does correlation test for reliability
o Strong positive or negative between a measure and job performance means the measure should be a valid basis for selecting or rejecting a candidate
personnel policies
o Super important- biggest predictor of whether people will submit an application (characteristics of vacancies)
· What are the implications of having a shortage vs. a surplus of labor
o Surplus- ways to go about this o Try to keep yourself as close to equilibrium as possible o Demand for labor is > (greater than) supply = shortage o Supply > demand = surplus
goal of selection
o Take various things we are interested in about a person to use that to predict things we care about o Identifying things about applicants (predictors) that will lead to desired outcomes vPredictors · Personality, experience, education, prior performance, training, skills, motivation, "leadership potential"= lots in this category vDesired outcomes · Performance · Commitment · Satisfaction
· What types of selection measures can companies use
o They have a ton of leeway o Linkage between test and desired outcome for the org o Personality, cognitive ability, language proficiency, medical, psychological, drug, sample job, physical ability, integrity, etc. o Cannot be used to intentionally discriminate (disparate treatment) o Might also lead to unintentionally discriminate (adverse impact) o Employees gather a ton of information on employees in a secure platform to do so
· Why does an organization need to assess current supply of labor?
o This is done to access how many employees we already have after determining how many employees we need by using a transitional matrix o transitional matrix= internal labor market supply o External labor market is accessing the supply o As a company you have to figure out who is in your labor market and who has the right skills o Ex: local food restaurant- labor market is local people
What does a transitional matrix tell the company
o Way of accessing the internal labor market (inside the org) - all employees are a part of this o Matrix answers 2 questions: where do employees who are in a particular job tend to go in the job and tells us for employees in a particular job where did they come from (transfer, promotion, outside the company) to think about supply expectations we have o Provides a starting point for future supply expectations
· What is the role of planning?
o We can't draft the people we want so we have to get them to apply for recruitment which is why we plan because that can't happen blind so we plan such as what type of employees, how many, what is going to go into us being successful o Where are we now, where do we want to be and how do we want to get there = questions that planning addresses
· How does the validity of a selection measure impact correct hiring decisions?
o When validity is moderate, there are a number of hits and missed. When validity falls to zero, there are as many misses as hits (random selection). When validity gets higher, the relative number of misses declines significantly
· Why do organizations examine the external labor market?
o Who is available outside of the company that we could recruit and hire (size of labor market) o What are the trends? Is competition tight? Are the skills I need even available, legal considerations such as immigration policies
how is reliability tested
o through correlation Use a scatter plot to view reliability o Target visual - good for grouping in one spot but better when grouped near the center of target o Reliable selection measure vExtent to which it is free of random error vShould generate consistent results o Interrater o Test retest
Criterion-related validity
outcome, criteria, does predictor correlate with criteria measures how well one measure predicts an outcome for another measure. -predictive or concurrent
Content validity
test situations that might be found on the job o does the predictor capture a broad/narrow amount of what it should measure vIs the measure getting at what you want vCompany comes up with a new way to measure cognitive ability vCognitive ability is comprised of verbal, quantitative, spatial, reasoning, and perceptual dimensions vTest only measures quantitative vEX: Company administers a test that is not related to actual job · Hiring a sales manager. Selection tests involve distinguishing credits/debits on balance sheet and developing hypothetical marketing strategy tests whether the applicant has the knowledge and skills to handle the job by exposing them to situations they would likely occur on the job Ex: job simulation
o Recruiter characteristics & behavior
v As applicants, you are judging the recruiters as well so potential employees are using the recruiter as a proxy for judging the organization v Good traits= warm, caring, enthusiastic, informative
What is a leading indicator
· = important for what the future will look like o Leading indicator- economic variables that suggest future conditions o Statistical numbers about the economy suggestive about future conditions v Stock market, housing market, building permits, retail sales, gas prices Ex: we see rising retail sales= suggest increase in future consumption for more employees v Ex: rise in gas prices decreasing amount of available a family has for lower sales for fewer employees
downsize example
v GE had to downside by 12,000 workers and they guessed wrong with future. Most were related to fossil fuel energy generation where they had too many people in here and they failed to read leading indicators about renewables. Huge problem when this happens because it "tried to do surgery with a machete" = lost a lot of good people when downsizing like this. Survivors get upset watching a large number of people get fired and leaves a bad reputation with the firm v Loss of talent (can lead to more expensive rehiring later) v Demoralized survivors v Negative effect on firms reputation
o How are recruiters important to job choice
v They are the gatekeepers in the process v They are judging you on dress, photos on social media, body odor, typos on application
o What is the impact of recruiters?
v They need to be good representatives of the organization= timely feedback, avoid offensive behavior
o How does a transitional matrix work (you should know how to read one)?
v Use this to see the future or the past v Larger the number gets the worse the job gets (demotion)- closer to 1 is a promotion v The year above the numbers means by the end of that year, that is what happened to everyone v Rows= where people went v Columns= where did people in a particular job come from v Numbers correspond to the same jobs on the left v All rows and columns will add to 1 (because they are proportions within a particular job) except for row and column 8 v 8 is not in the organization which means that percentage left the company v Columns and rows 1-7 are about a particular job -when within a particular job category, the row and column will add to 1 because it is proportions v Row and column 8 are across jobs so they don't make sense when compared to each other - they make the rest of the numbers make sense (the everything else)
how can the leading indicators be used to predict demand for labor
vBusinesses and consumers have to spend more money on machinery, vehicles, houses and other things which means companies need to produce more
benefits and drawbacks of external recruiting
vCan gain competitive advantage, expose to new ideas
inter-rater
vCorrelate multiple ratings of a candidate's interview or performance in a job simulation vEx: interviewing someone with multiple people or candidate going through a job simulation with multiple people rating them so correlate these and if there is a strong one, then we are all seeing it the same way
types of external recruiting
vDirect applicants and referrals = already sold on the org, less costly vHelp wanted ad vPublic employment agencies - company is registered and agency tries to find them someone vPrivate employee agencies= provide for white collar labor market vColleges
pros and cons for surplus
vDownsize= cheaper but hurts long time effectiveness (includes reducing costs, replacing labor with technology, mergers and acquisitions, moving to more economical area vReducing hours= less costly than layoffs and easy to restore work hours vEarly retirement= phased retirement to reduce hours and slowly ease into retirement is better vTemporary/contractor workers= most widespread method (temporary= flexibility, lower costs by reducing training, offer value -cons tension, legal pitfalls) (contractor= can't monitor the employee just tell what to do
o Concurrent validity
vGive all current org. members a selection measure and correlate with performance evals vIf you find a correlation, this suggests the measure might predict future performance vCould be useful in making selection decisions vGive test to all current employees and if find a correlation then great, but if don't find a correlation doesn't mean it's bad vEx: missing a part in Mays business school for the poor performance because we are in mays so our performance has to be high anyways vEx: in a job there are no low performance because they have probably been fired gets results NOW can result in range restriction
employment at will
vHolds that if there is no specific employment contract stating otherwise, the employer or employee may end an employment relationship at any time
predictive validity
vMake sure you get the full range of data but at a cost of not being able to get an answer today= use this one vKeeping hiring the way we have been, but add in a new measure of collecting data on applicants but NOT use it on hiring process and can't use it because it hasn't shown to be valid vPoor performers will leave overtime to get all of this data for the full range vDon't give just to current employees, but to everyone who is interviewed best measure of validity takes test scores of all applicants and looks for a relationship between the scores and future performance of those who were hired. administers the tests and then waits a period of time and then measures the performance of those who were hired
lead the market pay
vPay more than the current wages for a job
pros and cons of validity tests
vPredictive · Pros- full range of data · Cons- takes a long time vConcurrent validity · Pros- get an answer today · Cons- may not be the answer you want, range restriction (don't have full range of data we should have had)
men in black video
vThe best of the best= marines, PD, military= border skills test for stamina, etc. vMain guy doesn't know what he is doing with the pencil and the paper test or even why he is there so he moves the table to use it as a hard surface vEdward (Will Smith) shot little tiffany because she looked like she was the only one who was a real threat and he was able to give a solution for why he did it vWill smith traits from the other recruits= rough around the edges, late, doesn't care to be different, picked out things that other recruits didn't (what can make good people good and bad people bad= situational awareness) vThe movie in regard to Will smith= he recognizes things aren't always as they seem and has a different perspective on things that the men in black are looking for · There are good and bad aliens, but will smith notices that you can't just shoot all the aliens · He recognizes things aren't always as they seem= situational awareness This is what you are trying to do in selection
o How do yield ratios and cost per hire help assess the efficiency and value of recruiting various sources
vYield ratios= express the percentages of applicants who successfully move from one stage of recruitment to the next, high is a large percentage vCost per hire= find the cost of using a particular recruitment source for a particular type of vacancy and then divide that cost by the number of people hired to fill that vacancy, low means recruitment source is efficient and delivered the candidates at minimum cost
external recruiting
· Advantages- new ideas and stockpile talent (not available for competitiors) · Disadvantage- more expensive and harder to assess fit · Critical that organizations check and monitor the data to make sure resources are put in the correct places
interviewing
· Advantages? Talking face to face shows skills, personality, etc and they provide a means to check accuracy of info on resume · Disadvantages? Unreliable, low in validity, biased, costly and subjective
Candidate Privacy
· Can companies do credit checks? Why would they? Background and credit checks: · Has to be done on everyone · Guidelines on background checks o No genetic/medical information o Must have approval, apply same standards (if you don't give approval through the contract then you won't be selected for an interview) · Credit checks o Employers are, increasingly, pulling credit reports on candidates Fair Credit Reporting Act - requires candidate consent o Why would they do this? · May give information on conscientiousness · May give information about potential unethical behavior · Might be particularly relevant in jobs that involve handling money
Drug Tests
· Can companies legally give drug tests? o Yes, tell the lab company what drugs they want scanned for and they pay for it and get a pass/fail · Why would they? o Federal contractor · Blood/urine, often administered offsite by a third-party lab · Legally permissible, if administered to all applicants o Cannot ask about prior drug use o Costly, may not be useful o Presumes that drug usage has generalized performance implications vIf not performance-related, could open the door to an adverse impact claim · Makes sense in jobs with safety hazards - could impact insurance rates Applicant privacy is critical You cannot ask about prior drug use because that is not illegal Awkward right now for patchwork approach for legalizing weed= medical vs recreational= medical more protected = whitemire vs Walmart case lady in Walmart had a medical weed and got hurt on the job and you will be drug tested and hers came back positive and they fired her= hard to make a case and Walmart lost the case Legally recreationally=if you don't have a medical to use it then a company probably can use this against you. Even if legal for recreationally, companies can still fire you because it is not a protected class -State laws vary and are not written in concrete which causes issues -state where it was illegal and you were arrested but now it is legal = people don't get hired from their record when it is no longer illegal -watch the office clip
external recruitment examples
· Ex: direct applicants, referrals, advertisements, electronic recruitment, public employment agencies, private agencies, colleges · Determine as a company what you want in an employee and how can you best find them · Ex: company websites for electronic recruiting because there is a message, they are trying to convey · Ex: viral recruiting with a video to get people's attention- cheap way to get name in front of a lot of people · Ex: online job posting- monster, LinkedIn, career builder- many exaggerate requirements to reduce overall number of applications (more talent= smaller pool) · Ex: referrals- common and good Benefit- you already have someone in the company and people are likely to be friends with people similar to them They could create an adverse reaction
· What does Lazlo Block say about problems that come up during interviews? What are the ways that these problems can be addressed?
· Lazlo block video= figure out if interviews are good. Brains cause us to make bad decisions. Study on white and black names and 50% more resumes for black name. we unconsciously make these inferences and they are normally wrong and we hire the wrong people. Things happen in our brain that we do not know. Trained interviewers interviewed canidadtes and turned off the sound and showed them and predict if the person got hired = it takes 10 seconds to make the decision for the watchers to determine likeable, smart, and got the same info from 30 mins person interviewed= thin slices of interaction. All it takes is a few seconds. So we use structured interviews because they are not that helpful =clear criteria and consistent questions = situational questions= hypothetical question = here is the situation, why and what = behavioral questions= ask for a prior achievement and have them relate it to the job = shows what they find challenging = so easy to prep for these so practice before to actually say the words and verbalize the words from your brain sent to mouth to prime pathways to be better in the moment to ensure focus is where it needs to be when you are talking
Physical Ability Tests
· Role of these in modern workforce? o Less of a role in modern workforce than the past because of the automotive and modern technology · What is the relevance? What is tested? o For a job requiring physical or psychomotor abilities for job performance and avoidance of injury Tested= muscular tension, power, endurance, flexibility, balance and coordination
validity in terms of negs and pos
· Stronger the validity= the better o What is the role of validity in terms of ... vTrue positives (hits)- scored a passing score and acceptable or higher performance vTrue Negatives (hits)- we want our test to show people who did not pass or perform well vFalse Negatives (misses)- would have had acceptable performance but did not do well on the test · You're never going to get it 100%, but the better the test the more we can dile in vFalse Positives- (misses)- hired them but they weren't actually good o How does the passing score (cut score) and validity of a test determine how many of the above positives/negatives occur in selection decisions o How would changing what is acceptance performance impact positives/negatives in the selection process? vMake it narrower, there would be more people in the hits and fewer in misses vChange passing score= we could decide we are missing on too many people so move the score to the left (would reduce false negatives) but there is a cost of getting more false positives vMake predictor score higher= making the bar harder to get in- have fewer positives for a more narrow pool of applicants and if there is some validity there will be more true positives than false, but if validity drops off it will get worse vCan change predictor score left to right and acceptable performance up or down or validity for more of a circle or a tightly narrow thing
situational interview
· These can occur in either structured or non-directive interviews. They *SHOULD* be used in conjunction with structured interview. Both future and experience have high validity asks a question that would probably arise on the job and ask what he would do - high validity
integrity tests
· What are these? o Similar to personality tests but specifically towards attitudes for various unethical behaviors o Overt- obvious v I have used illegal drugs at work vIt's OK to hit a coworker if they yell at you o Covert vYou need to take risks sometimes if you want to get the job done vIs it stealing to take pens home from work? vDo you believe employers take advantage of those who work for them? o · Do they work? o Theft is "low base-rate" - doesn't happen a lot o But these tests do have some validity evidence o May include some "inarguable" statements to catch faking v I do not always tell the truth v I am sometimes cold to my significant other · Can companies give polygraph tests? o For the most part you can't use these anymore with some exceptions
Applications, Resumes, References
· What is each? Are they useful? Drawbacks? · Application forms o Low cost way to gather data o Ensures org has certain standards of categories for info= contact info, work experience, educational background, applicants signature · Resumes o Applicant controls info o Inexpensive starting point but not very useful after · References o Standard, but not particularly useful o Candidate decides the references o Many businesses will only verify employment (avoid liability) o Be wary of relying on references... video of guy calling random number and he agreed to be a reference and the company called him and he kept up with the lying role
contingent employees to avoid a shortage
· seen in retail · done for short term supply needs · gives the companies a bit of try out period for new talent · companies hire workers over holiday season and temporary employees who are good receive offers to stay with company full time · ex: version is contract workers to bring people in for a specific need and when that project is done they are no longer attached to the company - a way to avoid some costs associated with employees
What is a trend analysis
· statistical models o Ex: look at how many sales we have had in the last year or month o How can this be used to predict demand for labor? v These numbers can tell us where something is incorrect or where problems are v Sales, costs, growth rates, revenue v Might be based on prior sales, guesses
how do you check and monitor data for external recruitment
Þ Done by yield ratio and cost per hire (i) Yield per ration= what percentage of people tend to move from one stage of recruitment process to the next. Useful in understanding how people move through the stages and whether a source is doing a good job at finding a large number of people who make it through the process (ii) Cost per hire= how much money did we spend on this source and how many acceptable candidates did we get through it so how much did we spend on each candidate (hiring is super expensive)
interview criteria
• Same (legal) questions asked of all applicants • Longer Interviews with situational and behavioral questions • Don't ask questions that you can answer by looking at a resume • Don't ask questions where you want an applicant's opinion or some presumed set of universal facts • This opens the door for implicit biases in grading the answer • Ask the question you want an answer to • You can't just ask about leadership (i.e., tell me about a time you displayed leadership). This is too broad. • If you want to know about how they lead others during a challenging time, ask that • Describe a time when you displayed leadership during a challenging situation. What was the situation like and why was your leadership called for? • Develop a rating scale for questions • Multiple people (ideally the same people) rate each question • No discussion among interviewers • Interview training