2BC3 Chapter 5.2
description
Transcript of 2BC3 Chapter 5.2
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2BC3 RECRUITMENT AND SELECTION
SELECTION
Mona Zanhour
BBA, MBA, ABD
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Lecture Agenda
Selection Fundamental truths about selection Types of fit Attributes of an effective selection system
Reliability, Validity, etc.
Selection techniques Issues to consider
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Learning Objectives
1. Explain the selection process, different phases, and tools
2. Discuss issues of reliability and validity related to selection
3. Compare and contrast the different types of interviews
4. Use different selection methods to best predict future performance
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In Summary…
There are a variety of ways that employees can be selected for positions; HRM professionals have a tool kit of selection tools at their disposal. The primary purpose of selection is to predict future performance. Examining the validity of a test is incredibly important so that HR can avoid ‘misses’ and maximize ‘hits,’ reach its diversity goals, and avoid accusations of discrimination.
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What is Selection???5
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The process of choosing individuals who have relevant qualifications to fill existing or projected job openings
Generalworkforce
Applicants
New employees
Recruitment
Selection
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What is Selection?
Procedures used by an employer to decide which applicants to hire Resumes, application blanks Tests Interviews Reference checks Background checks Work samples Assessment centres
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Selection Maxim #1
The success of an organization depends on the performance of its employees
There are other factors, but workforce quality sets the upper limit
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Selection Maxim #2
Selection is about prediction Predicting whether someone will be effective at
performing a given job in a given organization
Based on some sample of behavior Tests, interviews, etc.
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Selection Maxim #3
You will make better selection decisions if your selection procedures are based on evidence rather than intuition
Evidence-based selection Practice that is informed by research
Intuition-based selection Practice that is based on hunches, gut feeling, personal preferences,
tradition, etc. Common in hiring Results in poorer employee and organizational performance
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Selection Process11
Preliminary reception
Review & screening
Employment tests
Verification of references
Employment interview(s)
Realistic Job Preview
Medical evaluation
Hiring Decision
Recruiting
Identification ofJob Specifications
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Person-Job Fit
Consider these statements: “He just doesn’t have the interpersonal skills needed to
be a good customer service rep.”
“I am attracted to this job because its pay is based on sales commissions and I like a job where the pay depends on how well I perform.”
Statements reflect the notion of person-job fit Involves aligning characteristics of individuals and
jobs to achieve desired HR outcomes
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Person-Job Fit
Key points about Person-Job Fit Jobs are characterized by:
Requirements (e.g., interpersonal skills) Rewards (e.g., sales commissions, challenge, autonomy)
Individuals are characterized by: Qualifications (e.g., interpersonal skills) Motivation (e.g., need for challenge and autonomy)
Need a dual fit:
1. Job requirements = individual qualifications
2. Job rewards = individual motivation Consequences of (mis)fit
Fit = attraction, performance, satisfaction Misfit = poor performance, dissatisfaction, turnover
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Person-Organization Fit
Extent of fit between individual characteristics and organizational characteristics◦ Organizational culture / values
Norms of desirable attitudes and behaviours (e.g., integrity, fairness, etc.)
◦ Hierarchical vs decentralized structure Affects communication; “chain of command”
◦ Stability vs change
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The Selection System
Selection system must be1. Valid2. Reliable3. Practical4. Free from bias / Fair
Thorndike (1949)
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Validity
Degree to which test or procedure accurately measures a person’s attributes needed for job performance◦ E.g., if we predict an individual will perform well
based on interview results, validity is concerned with the evidence that supports this prediction
Various “types” of validity – we’ll focus on…1. Content validity
2. Criterion-related validity
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Content Validity
Does the system adequately represent the KSAOs required by the position?
System does not include all KSAOs◦ But does it cover the most important KSAOs?
For each KSAO, does the instrument effectively measure that particular attribute?
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Content Validity
E.g., having applicants for position of secretary lift a 50 kg box
No content validity if it’s not an essential job requirement
E.g., having applicants for position of secretary take typing test to assess typing speed
If certain typing speed is required, then it is content valid
Hint: Use Job analysis
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Establishing Criterion-Related Validity
Does one’s standing on a selection technique(s) relate to the outcome (criterion) of interest – i.e., job performance?
Concurrent validation Extent to which a test score obtained now predicts
current performance Administer new test and interview to JOB
INCUMBENTS Collect recent job performance ratings Look at correlation between test scores and
performance
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Criterion-Related Validity
Predictive validation◦ Extent to which test scores predict subsequent job
performance
◦ Collect test scores of JOB CANDIDATES
◦ Hire job candidates based on other criteria
◦ After the new employees have been working in the organization for a period of time, correlate test scores with job performance ratings
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Reliability
Refers to the consistency of scores produced by a selection technique
2 important types of reliability
1. Stability - Test-retest reliability Repeated administrations of the same measure yield consistent
results Particularly important for tests
2. Equivalence - Inter-rater reliability Agreement between 2 or more raters of same behaviour Particularly important for interviews
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Quiz – True/False
Can a test be reliable and not valid??
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Practicality
Considerations of Cost, utility, generalizability Time to develop and implement Capability of the users of system
Interview skills, etc. Applicant reactions
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Question
What are the costs of a miss (inaccurate prediction)?
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Freedom from Bias
System must be standardized
Instruments must be valid for all groups Gender, ethnicity, etc.
Must provide equal employment opportunities / not discriminate Based on EE and HR legislation Failure to use valid and reliable testing instruments
during selection can result in human rights challenges
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Sources of Info about Candidates
Application Forms (online) Biographical information blanks Background investigations Integrity and honesty tests Employment tests (work sample) Interviews Assessment centres
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Biographical Information Blanks
Sample Questions: At what age did you leave home?
How large was the town/city in which you lived as a child?
Did you ever build a model airplane that flew?
Were sports a big part of your childhood?
Do you play any musical instruments?
Difficult to “fake”. If have predictive validity, BIBs are very useful. Life Insurance model validated and used successfully.
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Background Checks
Checking References Specific job-related and other information (if authorized) Letters of reference (usually of little value) Online computerized databases (open to privacy violations, if not
BFOR)
Credit Reports Limited use, must be job-related, and employee must agree to it.
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Types of Tests
Integrity / Honesty tests◦ Aim to avoid hiring dishonest or disruptive employees;
theft
Overt - direct questions about attitudes toward theft, etc1. Do you believe a person has a right to steal from an
employer if he/she is unfairly treated?2. Do you think most people would cheat if they thought
they could get away with it?
Covert – embedded within a general personality inventory1. Do you like to take chances?
Problems – faking, applicant reactions◦ But, they are associated with job performance
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Types of Employment Tests
Cognitive ability tests General intelligence (IQ) Specific capacities (verbal, spatial, mathematical) Tests that measure CA are among the most powerful
predictors of success in jobs; E.g., GMAT, MCAT, Wonderlic Personnel Test Aptitude test: measures a person’s capacity to learn Achievement tests: measures what a person knows
Why do you think cognitive ability tests so strongly associated with job performance?
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General Cognitive Ability32
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WPT – Video clip
Wonderlic Personnel Test Used by NFL
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Too Smart to be a cop??
Southeastern Connecticut Law Enforcement Consortium rejected police applicant (Robert Jordan) because he scored too high on Wonderlic Personnel Test, 33/50.
Employer recommends 20-27. Applicant went to Federal Court but lost his case. The court explained that Jordan "may have been disqualified
unwisely but he was not denied his constitutional rights (equal protection)"
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Types of Employment Tests
Personality tests Extroversion, agreeableness, conscientiousness,
neuroticism (emotional stability), openness to experience
Some exhibit Criterion Related validity for many jobs E.g., Conscientiousness
Criterion Related validity of others depends on job E.g., extraversion predicts performance of
salespeople
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Other Selection Techniques
Physical Ability tests Strength, speed, agility, endurance, etc. Potential for adverse impact
Assessment Centres Procedure involving multiple assessment
techniques to assess reactions to “real” job-related tasks
Often to assess managerial potential
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Other Selection Techniques
Work samples Involve applicants performing actual job tasks E.g., typing, preparing and delivering oral
presentation, athletic tryouts E.g., job talks for professors
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Medical examination
To ensure health and fitness of applicants. Provides a baseline against which subsequent
exams can be compared (good for workers’ compensation cases…e.g. hearing, back problems).
BUT, can only be conducted after an offer of employment has been made and can only assess abilities to perform essential job duties.
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Are these questions legal?
1. What is your maiden name?2. Do you have children?3. Can you work nights and weekends?4. Is English your first language?5. Have you been arrested?6. Have you ever been convicted of an offence for
which no pardon has been granted?7. How long have you been working?
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The Interview
Most widely used selection technique
2 main types Nondirective (unstructured) Structured
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Interviews
Nondirective interviews Open-ended questions, various topics Interviewers may ask different questions of
different candidates Interviewer makes decision based on “gut feeling” No clear guidelines for evaluating interviewees
E.g., Tell me about your goals in the next five years and how this position fits in with them.
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Interviews
Problems with nondirective interviews◦ Interviewer is likely to hire the most skillful
interviewee (i.e., skilled at impression management)
◦ Influenced by appearance, smiling, hand gestures, eye contact, rate of speaking, variability in loudness, etc.
Can lead to biases◦ “similar-to-me” effect◦ Primacy or recency effect◦ Halo effect
Poor reliability and validity
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Interviews
Structured interviews 3 distinguishing features:
1. Job-related questions
2. Predetermined scoring system / rating scale
3. Standardized - same approach for all applicants
2 types: situational and behavioural
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Situational Interview
Based on job analysis Presents candidate with a dilemma – “What would
you do…? Candidate must answer by saying how s/he would
respond to the dilemma Rationale for situational interview
“intention predicts future behaviour” Explicit scoring system
1 = least effective; 5 = most effective Good reliability and validity
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Behavioural Description Interview
Based on job analysis Candidate is asked to describe a specific
situation s/he has been involved in that relates to a specific skill or competency “Tell me about a time when you had to work on a
team with someone you didn’t get along with.” May involve more than 1 interviewer (e.g., panel)
Rationale for behavioural interview “past behaviour is the best predictor of future
behaviour” Good reliability and validity
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Sample BDI Question
It is often necessary to work together in a group to accomplish a task and, at times, conflict arises between group members. Tell me about a time when you were working with a group and a conflict arose between two group members.
5 (High) Talked with parties and encouraged them to resolve conflict Acted as a mediator; resulted in resolution of conflict3 (Average) Did not directly address conflict but encouraged parties to
remained focused on group task Maintained harmonious relationships with conflicting parties but
did little to address the conflict between the parties1 (Low) Did not become involved (avoided conflict); got drawn into the
conflict
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Quiz Question
Situational interviews include questions thata) attempt to identify how a job applicant responded to
specific work situations in the past
b) align with the theory that the best predictor of future actions is past actions
c) try to focus on behaviour that has occurred most recently
d) assess an applicants likely future responses to specific incidents which they may or may not have encountered in the past
e) assess an applicants likely future responses to specific incidents which they have encountered in the past
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Issues to Consider
Screen on “hard” criteria, select on “soft” criteria
Screen out those who do not possess essential “hard” job specifications E.g., specific degree, license, etc. that is critical
Select those who possess essential “soft” skills/characteristics Using structured behavioural interview
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Issues to Consider
Focus on factors that are not readily trained◦ Often, specific job content skills can be trained
◦ Less tangible skills/characteristics are not as readily trained Fit with organization culture Initiative, conflict resolution, adaptability, stress
management, etc.
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Issues to Consider
Consider “multiple hurdle” approach Is a sequential approach Applicants must pass minimum cutoff on each
predictor before moving to the next
Advantages Makes process less costly Good if applicant pool is relatively large Good if a certain level of each KSA is important and
can’t be compensated for by others
Disadvantage Makes process more time consuming
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Example of Multiple Hurdle Approach
Selection of Police Constables (Winnipeg, MB)
Step 1: Minimum qualifications Age (18+), Education (Gr. 12), valid driver’s license, Canadian citizen
or landed immigrant Successful completion of physical test
Step 2: Vision standards Colour vision, visual acuity (corrected or uncorrected)
Step 3: 3 hour written exam
Step 4: Screening interview
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Example of Multiple Hurdle Approach
Step 5: Selection interview
Step 6: Background investigation
Step 7: Panel selects candidates, subject to step 8
Step 8: Psychological and Medical exams
Step 9: Final selection decisions
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Final Thought…
Selection system signals how organizations value the people they hire A good selection system may be costly and time-
consuming (and demanding for candidates)
But it has many benefits: High quality hires – organizational performance Legal defensibility Fosters commitment and motivation of new hires
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QUESTIONS?