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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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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?