Part 4 Staffing Activities: Selection Chapter 08: External Selection I McGraw-Hill/Irwin Copyright...
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Transcript of Part 4 Staffing Activities: Selection Chapter 08: External Selection I McGraw-Hill/Irwin Copyright...
![Page 1: Part 4 Staffing Activities: Selection Chapter 08: External Selection I McGraw-Hill/Irwin Copyright © 2012 by The McGraw-Hill Companies, Inc. All rights.](https://reader035.fdocuments.us/reader035/viewer/2022062407/56649ddb5503460f94ad16a6/html5/thumbnails/1.jpg)
Part 4Staffing Activities: Selection
Chapter 08:
External Selection I
McGraw-Hill/Irwin Copyright © 2012 by 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, internal
Employment:Decision making, final match
OrganizationMission
Goals and Objectives
Staffing Organizations Model
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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
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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
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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
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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?