8-1 CHAPTER EIGHT External Selection I Screen graphics created by: Jana F. Kuzmicki, PhD Troy State University-Florida and Western Region McGraw-Hill/Irwin.

8-1

CHAPTER EIGHTCHAPTER EIGHT

External Selection IExternal Selection I

Screen graphics created by:Jana F. Kuzmicki, PhD

Troy State University-Florida and Western Region

McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc., All Rights Reserved.

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Organization StrategyOrganization Strategy HR and Staffing StrategyHR and Staffing Strategy

Staffing Policies and Programs

Staffing System and Retention Management

Support Activities

Legal compliance

Planning

Job analysis

Core Staffing Activities

Recruitment: External, internal

Selection:Measurement, external, internalEmployment:Decision making, final match

OrganizationVision and Mission

Goals and Objectives

Staffing Organizations ModelStaffing Organizations Model

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Chapter OutlineChapter Outline

Preliminary IssuesLogic of PredictionNature of PredictorsDevelopment of the

Selection PlanSelection Sequence

Initial Assessment MethodsResumes and Cover

LettersApplication BlanksBiographical Information

Initial Assessment MethodsReferences and

Background ChecksHandwriting AnalysisLiteracy TestingGenetic TestingInitial InterviewChoice of Methods

Legal Issues

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Preliminary IssuesPreliminary Issues

Logic of prediction

Nature of predictors

Development of theselection plan

Selection sequence

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Logic of Prediction:Logic of Prediction:Past Performance Predicts Future PerformancePast Performance Predicts Future Performance

Previous job(s)

Current job

Nonjob

Previous job(s)

Current job

Nonjob

Past Situations

Attraction

Performance

Satisfaction

Retention

Attendance

Attraction

Performance

Satisfaction

Retention

Attendance

HR Outcomes

New Situation (job)

Person

KSAOsMotivation

Sample Predict

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Nature of PredictorsNature of Predictors

Content Sign: A predisposition thought to relate to performance (e.g.,

personality) Sample: Observing behavior thought to relate to performance Criterion: Actual measure of prior performance

Form Speed vs. power: How many versus what level Paper / pencil vs. performance: Test in writing or in behavior Objective vs. essay: Much like multiple-choice vs. essay

course exam questions Oral vs. written vs. computer: How data are obtained

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Development of the Selection Plan:Development of the Selection Plan:Steps InvolvedSteps Involved

1. Develop list of KSAOs required for job

KSAOs are provided by job requirements matrix

2. For each KSAO, decide if it needs to be assessed in the selection process

3. Determine method(s) of assessment to beused for each KSAO

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Exh. 8.3: Selection SequenceExh. 8.3: Selection Sequence

Applicant Flow Stage

ApplicantsApplicants

CandidatesCandidates

FinalistsFinalists

Offer ReceiversOffer Receivers

New HiresNew Hires

InitialInitial

Assessment Method

SubstantiveSubstantive

DiscretionaryDiscretionary

ContingentContingent

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Resumes and Cover LettersResumes 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 number received by organizations Falsification and misrepresentation of information

Lack of research exists related toValidity or reliabilityCostsAdverse impact

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Overview of Application BlanksOverview of Application Blanks

Areas covered Educational experience Training Job experience

Key advantage -- Organization dictates information provided

Major issue -- Information requested should Be critical to job success and Reflect KSAOs relevant to job

Sample application blank - Exh. 8.4

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Sample Application for EmploymentSample Application for Employment

(Continued)

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Sample Application for Employment Sample Application for Employment (cont)(cont)

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Application BlanksApplication Blanks

Areas of special interestEducational requirements

Level of education GPA Quality of school Major field of study Extracurricular activities

Training and experience requirementsLicensing, certification, and job knowledge

Weighted application blanks Evaluation --> ŕ = .10 to ŕ = .20

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Biographical Information / BiodataBiographical Information / Biodata

Personal history information of applicant’s background and interests “Best predictor of future

behavior is past behavior” Past behaviors may reflect

ability or motivation

Measures Exh. 8.5: Examples of

Biodata Items Exh. 8.6: A Taxonomy of

Biodata Items

Development of a biodata survey

Choose the criterion

Identify criterion groups

Select items to be analyzed

Specify item response alternatives

Weight items

Cross-validation

Develop cutoff scores

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Biographical Information:Biographical Information:Accomplishment Records Accomplishment Records

Survey past accomplishments of candidates as they relate to dimensions of work that are part of effective performance

Includes written statement of accomplishment, when it took place, any recognition, and verification

Emphasis on achievements rather than activities Exh. 8.7: Scoring Key Excerpt for an

Accomplishment Record

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Evaluation: BiographicalEvaluation: BiographicalInformation / BiodataInformation / Biodata

Test-retest reliability can be high: .77 to .90

Predictive validity moderate: .32 to .37

Issues

Generalizability beyond first group?

Although predictive validity exists, it is not clearwhat these inventories assess

Falsification can be a big problem

Suggestions to reduce faking?

Applicant reactions?

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Reference Reports:Reference Reports:Letters of Recommendation Letters of Recommendation

Problems

Inability to discern more-qualified fromless-qualified applicants

Lack of standardization

Why are these of such limited use?

Suggestions to improve credibility

Use a structured form

Use a standardized scoring key

Other suggestions?

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Reference Reports: Reference ChecksReference Reports: Reference Checks

Approach involves verifying applicant’s background via contact with Prior immediate supervisor(s) or HR department of current of previous companies

Roughly 8 of 10 companies conduct reference checks Problems

Same as problems with letters of recommendation Reluctance of companies to provide requested

information due to legal concerns Exh. 8.9: Sample Reference Check

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Reference Reports: Background TestingReference Reports: Background Testing

Method involves assessing reliability of applicants’ behavior, integrity, and personal adjustment

Type of information requested Criminal history Credit information Educational history Employment verification Driver license histories Workers’ compensation claims

Key issues Limited validity evidence Legal constraints on pre-employment inquiries

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Evaluation of Reference ReportsEvaluation of Reference Reports

Predictive validity limited: .16 to .26

Validity depends on source providing information

HR department, coworker, or relative

Supervisors

What sources do you think work best?

Cost vs. benefit of approach must be considered

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Initial Assessment MethodsInitial Assessment Methods

Handwriting analysis

Literacy testing

Genetic screening

Discuss the value & limits of these methods

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Initial InterviewInitial Interview

CharacteristicsBegins process of necessary differentiation --

“rough cut”

Purpose -- Screen out most obvious cases ofperson / job mismatches

Limitation -- Most expensive methodof initial assessment

Video and computer interviewsOffers cost savings

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Evaluation of Initial InterviewEvaluation of Initial Interview

Minimal evidence exists regarding usefulness

Guidelines to enhance usefulness

Ask questions assessing most basic KSAOs

Stick to basic, fundamental questions suitable for making rough cuts rather than subjective questions

Keep interviews brief

Ask same questions of all applicants

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Choice of Initial Assessment MethodsChoice of Initial Assessment Methods Criteria

UseCostReliabilityValidityUtilityApplicant reactionsAdverse impact

Evaluate the following•Education level•GPA•Quality of school•Major field•Extracurricular activity•Training & experience•Licensing/certification•Weighted app. Blanks•Biodata•Letters of recommendation•Reference checks•Background testing•Resumes, cover letters•Initial interviews

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Legal IssuesLegal Issues

Disclaimers - Organization clearly identifiesrights it wants to maintain

Employment-at-will Verification consent False statement warning

Reference checks Preemployment inquiries - PIs

Federal laws and regulations EEOC Guide to Preemployment Inquiries ADA regulations State laws and regulations - Exh. 8.11

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Legal IssuesLegal Issues

Bona fide occupational qualifications - BFOQsDiscrimination based on sex, religion, or national

origin, but not race or color, is permitted if it can be shown to be a BFOQ “reasonably necessary to the normal operation” of the business

Employer justifications Inability to perform

Same-sex personal contact

Customer preference

Pregnancy or fertility

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Ethical IssuesEthical Issues

Issue 1 Is it wrong to “pad” one’s résumé with information that, while

not an outright lie, is an enhancement? For example, would it be wrong to term one’s job “maintenance coordinator” when in fact one simply emptied garbage cans?

Issue 2 Do you think employer have a right to check into applicants’

backgrounds? Even if there is no suspicion of misbehavior? Even if the job poses no security or sensitive risks? Even if the background check includes driving offenses and credit histories?