Part 4Staffing Activities: Selection

Chapter 08:

External Selection I

McGraw-Hill/Irwin Copyright © 2012 by The McGraw-Hill Companies, Inc. All rights reserved.

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, internal

Employment:Decision making, final match

OrganizationMission

Goals and Objectives

Staffing Organizations Model

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8-3

Chapter Outline

Preliminary Issues Logic of Prediction Nature of Predictors Development of the

Selection Plan Selection Sequence

Initial Assessment Methods Resumes and Cover

Letters Application Blanks Biographical

Information

Initial Assessment Methods References and

Background Checks Handwriting Analysis Literacy Testing Genetic Testing Initial Interview Choice of Methods

Legal Issues

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Learning Objectives for This Chapter

Understand how the logic of prediction guides the selection process

Review the nature of predictors—how selection measures differ

Understand the process involved in developing a selection plan, and the selection sequence

Learn about initial assessment methods and understand how these methods are optimally used in organizations

Evaluate the relative effectiveness of initial assessment methods to determine which work best, and why

Review the legal issues involved in the use of initial assessment methods, and understand how legal problems can be avoided

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Discussion Questions for This Chapter

A selection plan describes which predictor(s) will be used to assess the KSAOs required to perform the job. What are the three steps to follow in establishing a selection plan?

In what ways are the following three initial assessment methods similar and in what ways are they different: application blanks, biographical information, and reference and background checks?

Describe the criteria by which initial assessment methods are evaluated. Are some of these criteria more important than others?

Some methods of initial assessment appear to be more useful than others. If you were starting your own business, which initial assessment methods would you use and why?

How can organizations avoid legal difficulties in the use of preemployment inquiries in initial selection decisions?

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Preliminary Issues

Logic of prediction

Nature of predictors

Development of theselection plan

Selection sequence

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Logic of Prediction: Past Performance Predicts Future Performance

Not specific enough to make selection decisions Job titles Number of years of experience

What counts is the specific types of experiences required and the level of success at each

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Nature 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:Steps 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 be used for each KSAO

Ex. 8.3 Assessment Methods by Applicant

Flow Stage

•Initial assessment methods

•Minimize the costs associated with substantive assessment methods by reducing the number of people assessed

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Discussion questions

A selection plan describes which predictor(s) will be used to assess the KSAOs required to perform the job. What are the three steps to follow in establishing a selection plan?

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Resumes 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 to Validity or reliability Costs Adverse impact

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Overview 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

Sample Application for Employment

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Application Blanks

Areas of special interest Educational requirements

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

Training and experience requirements Licensing, certification, and job knowledge

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

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Biographical 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

Biodata compared with background checks Background check

examines an applicant’s background

conducted through records checks and conversations with references

Biodata used to predict future

performance information is

collected by survey

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Exhibit 8.5 Examples of Biodata Items

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Evaluation: BiographicalInformation / Biodata

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

Predictive validity moderate: r = .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

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Reference Reports:Letters of Recommendation

Problems

Inability to discern more-qualified fromless-qualified applicants

Lack of standardization

Suggestions to improve credibility

Use a structured form

Use a standardized scoring key

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Reference 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. 8.7: Sample Reference Check

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Reference 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 Reports

Predictive validity limited: r = .16 to .26Validity depends on source providing

informationHR department, coworker, or relativeSupervisorsWhat sources do you think work best?

Cost vs. benefit of approach must be considered

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Genetic screening

Done to screen out people who are susceptible to certain diseases (e.g., sickle cell anemia) due to exposure to toxic substances at work

Genetic screening is not widespread, companies such as Du Pont and Dow Chemical experimented with it to protect their employees

Court decisions have ruled that genetic screening is prohibited under the Americans With Disabilities Act (ADA) genetic testing is permissible only when consent has been

granted by the applicant or when test results directly bear on an applicant’s ability to perform the job

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Initial Interview

CharacteristicsBegins process of necessary differentiationPurpose -- Screen out most obvious cases

of person / job mismatchesLimitation -- Most expensive method

of initial assessmentVideo and computer interviews

Offers cost savings

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Evaluation of Initial Interview

Minimal evidence exists regarding usefulness

Guidelines to enhance usefulnessAsk questions assessing most basic KSAOsStick to basic, fundamental questions

suitable for making rough cuts rather than subjective questions

Keep interviews briefAsk same questions of all applicants

Choice of Initial Assessment Methods

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Discussion questions

In what ways are the following three initial assessment methods similar and in what ways are they different: application blanks, biographical information, and reference and background checks?

Describe the criteria by which initial assessment methods are evaluated. Are some of these criteria more important than others?

Some methods of initial assessment appear to be more useful than others. If you were starting your own business, which initial assessment methods would you use and why?

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Legal Issues

Disclaimers - Organization clearly identifiesrights it wants to maintain Employment-at-will Verification consent False statement warning

Reference checks Preemployment inquiries

Federal laws and regulations EEOC Guide to Preemployment Inquiries ADA regulations State laws and regulations

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Legal Issues

Bona fide occupational qualifications - BFOQs Discrimination 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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Discussion questions

How can organizations avoid legal difficulties in the use of preemployment inquiries in initial selection decisions?

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Ethical 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?