OBHR 4334 EXAM 2
Contingent Assessment Methods
-"We offer you this job contingent upon..." -Contingent methods *NOT ALWAYS* used -Depends on nature of job and legal mandates -Often amounts to confirmation of: -References -Background check -Drug test results -Medical exam results Ex: driver candidates conditionally accepted to training
SampleItems from the Personal Characteristics Inventory
-*Conscientiousness*: -I can always be counted on to get the job done -I am a very persistent worker -I almost always plan things in advance of work -*Extraversion*: -Meeting new people is enjoyable to me -I like to stir up excitement if things get boring -I am a "take charge" type of person -*Agreeableness*: -I like to help others who are down on their luck -I usually see the good side of people -I forgive others easily -*Emotional Stability*: -I can become annoyed of people quite easily (reverse-scored) -At times I don't care about much of anything -My feelings tend to be easily hurt -*Openness to experience*: -I like to work with difficult concepts and ideas -I enjoy trying new and different things -I tend to enjoy art, music, or lit
On boarding buddy
-A buddy offers insight and instruction to new hires and shares certain responsibilities with the manager -Buddies should exhibit the Values and Competencies -Buddies help navigate the complexities and networks of XYZ Corporation: -Explain organization and business unit structure -Introduce new hires to colleagues -Offer insight into core values and culture, and -Provide instruction on processes and the way work gets done
External Assessment Goals
-Accurate assessment, maximize validity in prediction of outcomes -performance -retention -Generate positive applicant reactions -Be fun, engaging, and educational -Minimize seat time -Reinforce employer image (branded) -Identify new hires development needs and promotability Ensure legal compliance (generate no AI) -Very low cost
Agreeableness
-Agreeable: gentle, cooperative, forgiving, understanding, and good-natured in their dealings with others (Forrest Gump) -Less agreeable: irritable, short-tempered, uncooperative, and less trusting of other people (Donald Trump)
Evaluation of Cognitive Ability Tests
-Among the most valid methods of selection; validity very high (approaches .50) -Facets rarely add to prediction beyond general mental ability ('g) -Smarter people acquire *MORE* job knowledge and acquire it *FASTER* -GMA is a universal predictor; valid across organizations and jobs -Validity is particularly high for complex jobs requiring much information processing -A simple explanation for validity: those with higher cognitive ability acquire and use greater job knowledge -All other things being equal, smarter people perform better in all jobs/organizations
Reference Checks
-Approach involves verifying applicant's background -Roughly 4 of 5 companies conduct reference checks -Problems
Reference Checks
-Approach involves verifying applicant's background via contact with -Prior immediate supervisors(s) -HR department of current or previous companies -Roughly 4 of 5 companies conduct reference checks -Problems: -Same as with letters of recommendation -Reluctance of companies to provide requested information due to legal concerns
Structured Interviews; Situational
-Assesses applicant's ability to project their behaviors to *FUTURE* KSAOs/situations -Assumes the persons goals/intentions will predict *FUTURE* behavior
Structured Interviews; Behavioral/Experience
-Assesses past behaviors that are linked to KSAOs/prospective job -Assumes *PAST PERFORMANCE* will predict future performance
Job Offer Strategies
-Before extending a job offer, or deciding on the content of the job offer, it is ALWAYS a good idea to -*Verify the truthfulness of any statements* made by the applicant that were relied on in assessing the candidate or deciding on the offer's contents (GPA, prior work experience, prior salary) -Identify a backup hire in case your first choice does not take the job -Determine reactions of offer receivers -Float the offer informally -Gather information about various preferences from candidate during recruitment/selection process -Conduct research on why candidates accept or decline job offers
Overview of Personality Tests CONT
-Big Five factors (OCEAN) -Openness to experience: imaginative, attentive to inner feelings, have intellectual curiosity and independence of judgement -Conscientiousness: purposeful, determined, dependable, and attentive to detail -Extraversion: sociable, assertive, active, upbeat, and talkative -Agreeableness: altruistic, trusting, sympathetic, friendly, cooperative -Neurotic/Emotional stability: calm, optimistic, and well adjusted -About 50% of the variance in the Big Five traits appears to be inherited
Digital Dirt
-By 2017, 74% of employers used social networking sites to research candidates (FB, Twitter, etc) -Very common to Google a candidate and see what is out there -43% of employers said that what they found caused them to NOT hire a candidate -3 biggest knockouts: -Posts about drinking/drug -Negative posts about former employer -Posts exhibiting poor communication skills
Letters of Recommendation
-Candidate secures recommendations from associates -Problems: -Very low validity; cant discern more-qualified from less-qualified applicants -Lack of standardization -Suggestions to improve credibility: -Use of structured form -Use of standardized scoring key
Initial Interview
-Characteristics: -Purpose: screen out most obvious cases of person/job mismatches -Limitation: can be most expensive method of initial assessment because it involves labor costs -Digital (video and computer) interviews: -Offer cost savings -Convenience is also big draw, asynchronous -Increasingly being used for substantive as opposed to initial interviews -Hirevue, Greenjobs, etc
4 Classes of Ability Tests
-Cognitive: perception, memory, reasoning, verbal, math, expression -Psychomotor: thought/body movement coordination -Physical: strength, endurance/stamina, movement quality -Sensory/perceptual: detection and recognition of stimuli
Reducing Adverse Impact; Medical Exams
-Combine predictors can reduce adverse impact; combining a cognitive ability test with several personality measures can reduce the overall adverse impact -Use simulations rather than cognitive ability tests, if possible -Use assessment methods with less adverse impact early in the selection process and those with greater AI later -Using banding and assign the same score to applicants who score in a range on the assessment -Most attempts to reduce AI also reduce validity
Conscientiousness
-Conscientious: are likely to be achievement oriented, organized, systematic, careful, thorough, responsible, and self-disciplined (Robocop) -Less conscientious: pursue a wider array of goals, and are more disorganized and careless, and less responsible, thorough, and self disciplined (Iron Man)
Evaluation of Personality Tests
-Conscientiousness a *"universal" predictor* -Extraversion and emotional stability also predict for sales/manager jobs -Get along (agreeable, emotionally stable, conscientious) in all service jobs -Can provide useful feedback to candidate and hiring manager -Evaluation: -Validity: low to moderate, r= .10 - .15 for single traits and .20 -.25 for composites -Cost: low, as many good personality inventories are readily available -Adverse impact: tends to be quite low -Applicant reactions: poor, as relationship to job usually unclear
Role Orientations
-Custodial - where the desire is for the newcomer to assume a well defined role and behave in a prescribed manner -Innovative - where the desire is for the newcomer to behave in accordance with his/her beliefs, attitudes, values, and KSAOs
Performance Tests and Work Samples
-Def: Assess actual job performance (fix a car, teach a class, type a document) -Type of tests (should focus on relevant KSAOs) -Performance test vs. work sample (entire job or some part of it) -Motor vs. verbal work samples (action or thought) -High vs. low fidelity tests (level of realism) -Computer interaction performance tests vs. paper-and-pencil tests including simulations
Overview of Ability Tests
-Def: Measures that assess an individuals capacity to function in a certain way -15%-20% of US organizations use ability tests in selection
Job Offer Negotiation Tips
-Do not look at a negotiation as an either/or proposition -Identify what you can and cannot part with and be realistic -Try to identify and use sources of leverage -Suppress your emotions; show enthusiasm but not desperation -Know your BATNA -Take time to evaluate the offer -Practice your negotiation skills -Document and be prepared to discuss your skills and accomplishments -Be appreciative and respectful; remember that employment is an ongoing relationship
Integrity Test: Clear Purpose/ Overt
-Do you think most people would cheat if they thought they could get away with it? -Do you believe a person has a right to steal from an employer if he or she is unfairly treated?
Neuroticism/Emotional Stability
-Emotionally stable: relatively poised, calm, resilient, and secure. Better handle job stress, pressure, and tension (James Bond 007) -Emotionally NOT stable: excitable, insecure, reactive, and subject to extreme mood swings; less stable (Woody Allen)
Features of Effective Drug Testing Program
-Emphasize in *safety-sensitive jobs* -*Use only reputable testing laboratories*, and ensure that strict chain of custody is maintained -*Ask applicants for their consent* and inform them of results -*Use retesting* to validate positive samples from the initial screening test -Review the program and *validate the results* against relevant criteria (accidents, absenteeism, turnover, job performance) -Conduct a cost benefit analysis
Employment Contracts; Parties to contract
-Employee or independent contractor: an agent authorized by the receiver can also negotiate on the finalist's behalf -Third parties: agents authorized by the organization (executive recruiters/search consultants) can negotiate on behalf of company
Evaluation of Initial Interview
-Evaluation: -Validity: little evidence of usefulness -Costs: interviewer labor costs make it an expensive first screen -Adverse impact: unknown -Applicant reactions: unknown but likely good because it is expected -Guidelines to enhance usefulness: -Ask questions assessing the most basic/critical KSAOs -Stick to basic, verifiable questions -Keep interview brief -Ask same questions of all applicants in the same manner (phone) -Provide enough information so candidates can self-select out
Evaluation of Interest and Values Inventories
-Evaluation: -Validity: low but can predict turnover better than other options -Cost: low -Adverse impact: low -Applicant reactions: depends as may lack face validity expect when used for placement (which job to put someone in)
Summary: Offering
-Extending an offer is usually entering into an enforceable contract -What (how much) is offered depends on a host of factors, such as supply vs. demand and internal equity -Just about everything is negotiable (exceptions are those things restricted by law, e.g., 401k match) -Get acceptances in writing and move the new hire along in the process as quickly/far as you can
Extraversion-Introversion
-Extraverts: sociable, talkative, assertive, and open to establishing new relationships (Bart Simpson) -Introverts: less sociable, talkative, and assertive and more reluctant to begin new relationships/people skills (Harry Potter)
Additional Agrements
-First rights to their inventions and patents -Non-disclosure agreements -Non-compete clauses -Non-solicitation agreements -Contingencies: extending a job offer contingent on certain conditions being fulfilled by offer receiver -Consult legal counsel before preparing any contract form or statements on application forms -Employment law counsel should also be consulted to determine whether your state's law enforces non-compete covenant and, if so, under what circumstances
Closing the Deal
-For job offer acceptances: -Ensure that the finalist followed the proper procedures, accepted the job offer as written, and responded before the deadline -Congratulate the new hire and express your enthusiasm abut having him or her onboard -It can also be helpful to ask what persuaded the person to say yes, and what he or she thought of the hiring process -Get acceptance in writing -Congratulate and spell out next steps -Once the job offer has been accepted, the recruiters role is to begin building the new hire's commitment to the company and enhancing their ability to succeed on the job
Assessment Plan
-From job specification (requirements), identify each important job qualification -The assessment plan describes: -The assessment method(s) to be used to assess each of the job qualifications on which applicants will be evaluated -The sequence the assessments will take place -typically, the cheapest methods used *FIRST*, most expensive *LAST* -The decision model (multiple hurdle vs. compensatory) and the weight each assessment will receive -Characteristics that will be trained after hire are not assigned to any assessment method
Medical Exams
-Identify potential health risks in job candidates -Must ensure medical exams are used only when a compelling reason exist (legally required) -Ensures people with disabilities unrelated to job performance are not just screened out -Use is strictly regulated by ADA to ensure disabilities not job are not screened out
Conducting Interviews; Rate every response
-Immediately; sum to get overall rating
Resume and Cover Letters
-Information provided is controlled by applicant -Information needs to be verified by other predictors to ensure accuracy and completeness -Major issues: -Large numbers received by organizations -Falsification and misrepresentation of information -Evaluation: -Validity: unknown -Cost: can be high for popular employers -Adverse impact: unknown -Can be high; internal bias -Applicant reaction: generally positive, as this is expected
Interest and Values Inventories
-Interests assess activities individuals prefer to do on and off the job but NOT ability to do these -NOT often used in selection, can predict turnover -Better for placement (which job should the candidate get into?) -Can be useful for career search -Strong Vocational Interest Blank (SVIB) -Holland Vocational Interest Inventory -Values assess the criteria by which we judge good/bad, right/wrong, important/unimportant -Value: often used in culture fit assessments and can predict turnover
Result of Unstructured Interviews
-Interviewer forms overall opinion, usually in first 2-3 minutes -More potential for discrimination and bias -Validity typically *LOW* (.15-.20)
Biographical Information/Biodata
-Life history information of applicant's background, interests, and experiences -Questions about life history including work, education, interests, etc. -"Best predictor of future behavior is past behavior" -Past behaviors may reflect ability and/or motivation -Insurance companies have used biodata items for decades to predict likelihood of accident and determine premiums -ex: using age, number of accidents, and number of tickets -Biodata items are simply an attempt to quantify like experiences
Key Issues of Background Checks
-Limited validity evidence -Required in some cases (DOT and truck drivers) -Legal constraints on pre-employment inquires (ban the box)
Presentation of Job Offer
-Mechanical approach (typical for hourly jobs) -Relies on one-way communication -Highly efficient and inexpensive -All applicants treated the same for legal purposes -Sales approach (typical for professional jobs) -Active interaction with applicant -Allows organization to respond with concerns -Much higher chance of offer acceptance
References: Background Checks
-Method involves reliability of applicants' behavior, integrity, and personal adjustment (often by comparing applicant disclosures with information gathered elsewhere) -Criminal history: most difficult to search, varies by state, may need to do searches by county -Credit information -Educational history -Employment verification -Drivers license history (MVR)
On Boarding
-Most organizations invest more money in hiring new employees than in helping them acclimate and become productive -Most new hires want to get off to a good start, but need help doing so
Orientation
-Most organizations of any size have at least a 1-day orientation program -More comprehensive "On-Boarding" programs: - -1, 30, 60, and 90 day checklists for the new hire and hiring manager -May include standard training modules at scheduled intervals -May be on-line in a cloud-based on-boarding app -May use the "buddy system" for new hires
On Boarding Defined
-Onboarding refers to the collective processes and activities of integrating new employees -Two primary components: -Orientation -Socialization -Primary objectives: -Shrink time to productivity -Improve employee engagement -Reduce turnover -Enhance recruitment
Form of Contract; Oral contract
-One year rule: unenforceable after one year -Parole evidence: if it is in writing and verbal, writing is more acceptable than verbal -Offer letter has more rule than verbal
Openness
-Open to experience: willing to listen to new ideas and to change their own ideas, beliefs, and attitudes in response to new information. Have broad interests and tend to be curious, imaginative, and creative (Einstein) -Less open to experience: tend to be less receptive to new ideas and less willing to change their minds. They have fewer and narrower interests and tend to be less curious and imaginative (Spock)
Disclaimers
-Oral or written statement explicitly limiting an employee right and reserving that for employer -Recommendations for enforcement: -Clearly stated and conspicuously placed in appropriate documents (offer letter, policy or employee handbook) -Employee should acknowledge receipt and review of the document and disclaimer -Should state that it may be modified *ONLY* in writing and by whom -The terms and conditions of employment (including disclaimer as well as limits on their enforceability) should be reviewed with offer receivers and employees -Often focus more on *TERMINATION* issues than employment
Overview of Personality Tests
-Personality tests describe behavioral, not emotional or cognitive traits -May capture up to 75% of an individuals personality
Conducting Interviews; Review the job description
-Prepare interview questions (behavioral and situational) for use with each candidate
Socialization
-Prepares employees (for better/worse) to perform their jobs effectively, fit into the organization, and establish productive work relationships -Can impact: -The time it takes new hires to reach the point at which they start generating a return on the company's investment in them -Employee retention and employee engagement, reducing/increasing *reality shock* and facilitating new hire adjustment and integration
Letters of Recommendation
-Problems: -Very low validity: can't discern more-qualified from less-qualified applicants -Lack of standardization
Conducting interviews; Hold the interview in comfortable setting
-Put candidate at ease (begin with social chit chat)
Structured Interviews
-Questions based on job analysis -Same questions asked for EACH candidate -Response to each question *NUMERICALLY* evaluated -Detailed anchored rating scales used to score each response -Detailed notes taken, focusing on interviewees' behaviors -Interviewers trained in what to do/NOT to do -Validity typically .30-.40 (2-3x higher) -Training interviewers improves validity
Typical Unstructured Interviews
-Relatively *UNPLANNED* and "quick and dirty" -Questions based on interviewer "hunches", "pet questions" and/or applicant resume -Applicants for same job typically asked different questions -Casual, open-ended, or subjective questions -No means of systematic evaluation -Interviewer often unprepared/untrained
Reneging
-Reneging is backing out of a contract after it is accepted -Job seekers should never accept an offer unless willing to commit -Employers should never pressure candidates to renege on other employers -Pre Covid, applicants were the ones reneging -Post Covid, many employers backed out of offers for jobs and internships -If a candidate backs out the employer usually has no recourse and should just move on -If an employer reneges on a job offer; because business conditions have changed, the individual often receives compensation for the broken contract
Drug Testing
-Research has shown the drug user, compared to nonusers is much more expensive -Was 3.6x more likely to be involved in accident -Received 3x the average level of sick benefits -5x more likely to file a worker compensation claim -Missed 10x as many work days -Accounted for 31% of all fatal truck accidents -Drug positivity rate in general US workforce was 4.9% in 2017 and increasing -58% of organizations conduct drug and/or alcohol screening, but it is declining -Declining in frequency
Conducting Interviews; Review candidate's qualifications
-Resume and application
Screening Methods
-Resumes and cover letters -Job applications and weighted application blanks -Biographical information -Telephone screens -Digital dirt -Should get at "min-quals"
Reference Checks CONT
-SHRM advice to employers: -Provide ONLY information that can be documented (dates of employment and title) -Require signed releases, including what information your company is allowed to disclose, from the former employee -Train managers and supervisors on how to provide references -Require all managers and supervisors to refer requests for references to the HR department -Develop a policy and communicate it to managers and supervisors
Digital Dirt CONT
-Search yourself using multiple engines to see what is out there -Correct what you control (Facebook page) -Build a positive digital footprint -Make your content useful -Join social networks, both for career/social purposes -If you cant delete it, smother it (defendmyname.com OR reputationdefender.com) -Avoid joining groups or engaging in online activities that could embarrass or restrict opportunities -Beware the cybertwin
Presenting a Job Offer CONT
-Should reinforce the company image -While the candidate is considering the offer, it is a good idea to stay in contact with him/her to reinforce your enthusiasm -Show your company as a unique or exciting place to work can help close the deal -The selling points of the job itself -The career development and advancement opportunities that exist -The company's image and brand
Job Offer Content
-Starting date -Duration of contract -Compensation -Starting pay -Variable pay -Short term -Long term -Benefits -Hours -Idiosyncratic deals -Special hiring inducements -Hiring bonuses -Relocation assistance -Hot skill premiums -Severance packages -Restrictions on employees -Acceptance terms
Formulation of Job Offer
-Strategies for *INITIAL* offer: -Lowball: offering the LOWER bounds of terms and conditions to the receiver -Market matching: offer that is "on the market", NEITHER too high or low -Best shot: give a HIGH offer, one right at the upper bounds of feasible terms and conditions -Things to consider: -How important is the job? -How many other qualified candidates are there?
Evaluation of WABs/Biodata
-Test-retest reliability can be high: .60/(.70) to .90 -Internal consistency reliability often quite low -Predictive validity good: r= .32 to .37 -Requires a large sample to develop -Face validity often very low; not as always clear what is measured -Falsification can be a problem, less so on verifiable items -Evaluation: -Validity: can be very good if well developed -Cost: can be expensive to develop, cheap to administer/score -Adverse impact: tends to be low -Applicant reaction: can be poor because of lack of face validity
Emotional Intelligence
-The ability to monitor one's own and others' feelings, to discriminate among them, and use this information to guide one's thinking and action -Self awareness: good at recognizing and understand ONE'S OWN emotions -Other awareness: good at recognizing and understanding OTHERS' emotions -Emotion regulation: good at making use of or managing this awareness -Be wary: -Research shows that once you control for intelligence and personality factors, emotional intelligence has nothing unique to offer -More hype than substance -MSCEIT vs. other measures
External Assessment Goals CONT
-The fun, 5 minute test that predicts everything accurately, with NO ADVERSE IMPACT, and is almost free *does not exist* -Many goals are incompatible, so need to prioritize -Maximizing validity means including measures of cognitive ability which generate adverse impact -Minimizing seat time means no animation/video which reduces engagement and branding -Predicting multiple criteria and providing feedback means a long, expensive assessment process
Formulation of Job Offer CONT
-Thoughts on initial offers and negotiations -The frequency and depth of negotiations increases with job level -Few hourly or entry level employees negotiate anything -Many early career professionals will negotiate something -All executives negotiate (a lot) -Consider costs of job offer being rejected by candidate -Candidates may be receiving counteroffers from current employer -Currently employed candidates incur costs for leaving and expect a "make whole" offer + incentive -Make whole: employers honoring leave time for employees, or employers honoring stock options for executive employees
Conducting interviews: Allow enough time
-To answer the candidate questions
Criticisms of Personality Tests
-Trivial validities: correlations with job performance are typically low (r= .10-.15) -Faking: easy to "fake" in high stakes settings (answer in dishonest way) -Validity is lower with applicants than employees; applicants score VERY high -Warnings and "lie" scales do not work -Increased interest in partially positive approaches (which seems to work better) -Negative applicant reactions: applicants generally do not like them, believing personality tests are less valid predictors of job performance
Weighted Application Blanks (WAB)
-Typical information collected on application form -Educational experience (Level of education, GPA, school, major field of study, extracurricular activities) -Training, licensing, certification, and job knowledge -Job experience (job titles, employers, years of experience) -Key advantage: simply quantify information already collected into a predictor -Major Issue: information used should -Be critical to job success -Reflect KSAOs relevant to job
Orientation Priorities
-Understand team goals and measures -Understand individual goals, success measures, and career path options -Understand impact/importance of their job and how it supports the organization -Provide a buddy/mentor -Build a social network -Understand the organizational structure, strategy, LOBs, values, etc. -Get paperwork done, but don't numb new hire with it
Discretionary Assessment Methods
-Used to separate people who receive job offers from a list of finalists (assumes each finalist is considered fully qualified for position) -Often subjective, relying heavily on intuition of decision maker -Factors other than KSAOs typically evaluated -Fit with organization, team, or supervisor -Some unique, complimentary skill or knowledge -Liking, like me, etc -Should involve organization's staffing philosophy regarding EEO/AA commitments (tie goes to diverse candidate)
Evaluating Structured Interviews
-Validity: *MODERATE* to *HIGH* -Rating each response improves reliability (which improves validity) -Same questions of all candidates improve comparability -Use of alternate forms (multiple interviews) ensures more information is gathered -Job related questions reduces irrelevant information (contamination) -Immediate ratings reduces bias and subjectivity in evaluation -Cost: can be high depending on number of interviews and travel -Adverse impact: tends to be low -Applicant reactions: positive, as post candidates expect an interview -Other: technology being used to reduce cost and improve ease of use; AI being applied to boost validity with unknown results
Evaluation Performance tests and Work Samples
-Validity: can be very good (r- .50) on par with 'g' -Cost: can be expensive to develop and administer (because each is very job specific) -Adverse impact: tends to be low -Applicant reactions: tend to be positive; applicants believe it is fair representation of their skills
Evaluating Integrity Tests
-Validity: moderate -Better at predicting broad set of counterproductive work behaviors than a specific instance like theft -Also good at predicting job performance -Cost: low -Adverse impact: low -Applicant reactions: low -Overt measures can signal importance of integrity to applicants, but are easily faked -Covert measures often include weird looking items -Other: -Not permissible in some states (MA, MN) -Rarely used above entry level jobs
Evaluating Situational Judgement Tests
-Validity: moderate (less than work samples and cognitive ability tests, but higher than personality) -Cost: higher than GMA or personality (must be job specific) but still low -Adverse impact: moderate (less than cognitive ability tests) -Applicant reactions: tend to be positive -Other: -Difficult to fake/cheat -Can be used in multi-media formats, increasing applicant reactions -Can serve as RJP (realistic job preview)
Digital Dirt Evaluation
-Validity: unknown -Cost: likely low -Adverse impact: unknown -Applicant reactions: unknown but likely expensive
Evaluation of Medical Exams
-Validity: unknown, procedures vary by doctor -NOT always job related (Sr. executives for insurance) -Cost: very expensive, so use them if you have to -Adverse impact: unknown -User reactions: unknown
Evaluation of Cognitive Ability Tests
-Validity: very high and universal -Cost: very low as many good measures are readily available -Adverse Impact: tends to be quite high -Blacks and hispanics score lower than whites and asians, creating significant adverse impact -The gap is large, but narrowing over time -Equally accurate predictor of job performance for various racial and ethnicities -Applicant reactions: poor -Reactions to concrete vs. abstract test items (face validity helps former) -Cheating on some widely used tests (items posted on the internet)
Evaluation of Recommendations and References
-Validity: very low and depends on source providing information -HR department -Friend, coworker, relative -Supervisors -Cost: low to moderate -Adverse impact: unknown -Applicant reactions: unknown but likely OK (after all, they pick the providers)
Organizational Socialization Process
-What is Organizational Socialization? -The *informal* process by which a person learns the values, norms, and required behaviors which permit them to participate as a member of an organization -A three-phase model of organizational socialization: -Anticipatory socialization -Encounter -Change and acquisition
Closing the Deal CONT
-When a *finalist* rejects a job offer: -Promptly and respectfully acknowledge the rejection -Try and find out why the offer was rejected; it may help you improve the process for next time or you may be able to address -If the firm is willing to negotiate, try to find out whether an enhanced offer might be acceptable -Be sure to keep appropriate records of all applicants for EEO/AA computations, such as applicant flow -Make notation in the records of the candidate; things change and you may want to make another run at him/her -Acknowledge and find out why -Determine if another try is worthwhile
Closing the Deal CONT
-When the *COMPANY* rejects a candidate: -Do so respectfully; Be respectful -Distributive fairness will be perceived as low, and to reduce negative spillover effects, efforts should be made to enhance the procedural and interactional fairness perceptions of rejected applicants -Negative reactions of rejected internal candidates may be reduced by explaining why they were not chosen, and what they can do to be more competitive for the position in the future -Development plans can be created to help the rejected employee enhance their experience and qualifications -Provide feedback if you can
Conducting Interviews; Schedule multiple interviews
-With knowledgeable others and provide candidate with itinerary
Integrity Test: Personality-Based/ Veiled Purpose
-Would you rather go to a party or read a newspaper? -How often do you blush?
Form of Contract; Written contract
-usually in form of an offer letter (executive levels usually involve more complex agreements) -avoid using words that imply binding commitment (*NEVER* say permanent employee) -Make sure all related documents are consistent with one another (offer letter consistent with employee policy manual; or noted as exception)
Integrity Tests
2 types: -clear purpose/ overt -personality-based/veiled purpose -Scores reflect conscientiousness, agreeableness, and emotional stability
Situational Judgement Tests
Applicants are given hypothetical, job-related situations and asked to choose a course of action from several alternatives
Nature of Predictors
Content: -Sign: a predispositions related to performance (personality, ability) -Sample: observing behavior related to performance (knowledge of java beans code) -Criterion: actual measure of prior performance (temp to perm internship); "try it before you buy it" -Shadow; working interviews -Actually have you do the job
Conducting interviews: provide closure
Explain next steps and follow through
Nature of Predictors Continued
Form: -Speed vs. power: how many items in a set period *SPEED* vs. what level of difficulty can be mastered; no time limit but items get harder and harder *POWER* -Paper/pencil vs. performance: measure responses captured in writing or in behavior -Objective vs. essay: like multiple choice vs. essay course exam questions -Oral vs. written vs. computer: how are data obtained?
Typical Hiring Stages; Initial
Initial assessment methods minimize costs associated with substantive assessment methods by reducing the number of people to be assessed at later stages
Employment Contracts
Requirements for enforceable contract: -Offer: must consist of an offer outlining the terms and conditions of employment (and possibly a deadline for accepting the contract) -Acceptance: on terms offered -Consideration: something of value (consideration), usually promises of pay for promises for labor, must also be exchanged
Typical hiring stages; substantive
Substantive assessment methods determine who among the minimally qualified will likely be the best performers on the job
Conducting Interviews; Consensus meeting
With other interviewers if needed
