Yield Pyramid
description
Transcript of Yield Pyramid
Hires 5
Offers 10
Interviews 40
Invites 60
Applicants 240
Adapted from R.H. Hawk, The Recruitment Function (New York: American ManagementAssociation, 1967).
Yield Pyramid
Recruitment Sources (Techniques)
• In-House (e.g., hiring or promotion from within the organization)
• Newspapers, Trade/Professionals Publications
• Outside Companies (Headhunters, Employment/Temp Agencies, Executive Search Firms
• Job or College Fairs
• Internet-based
• Private sites (e.g., Monster)
• Professional Organizations
• Company web site
Some Factors in Considering Recruiting Sources
• Cost
• Time Requirements
• Number and Quality of Applicants
• Type of Job (e.g., manual labor, managerial)
• Type of Applicant (knowledge, skills, demographic and minority representation)
Recruiter Characteristics ---
• Demographics (e.g., gender, race, age)
• Functional job area (similarity to job being recruited)
• Personality (e.g., warmth, enthusiasm, supportive, personable)
Administration of Recruitment ---
• Promptness of follow-up contact (short timeframe is best)
• Amount of information requested of applicant (more information = less # of applicants)
Other Recruitment Issues
• Money and time spent on recruiting by HR = 16%
• Evaluation of recruitment effectiveness (often limited to criteria such as meeting deadlines)
• Extent of recruiter training (most not trained; less than half of organizations used formal, standardized training programs)
Organizational Emphasis on Recruitment
Realistic Job Preview Effects
RJP VACCINATION OF EXPECTATIONS SELF SELECTION
INTERNAL FOCUS OFCONTROL
COMMITMENT TO CHOICE OF ORGANIZATION
PERCEPTION OF HONESTYAND CARING
ROLE CLARITY
COPING MECHANISMSDEVELOP FOR
NEW JOBS
INVOLUNTARY TURNOVER
JOB PERFORMANCE
NEEDS ARE MATCHED TO
ORGANIZATIONALCLIMATE
JOB SATISFACTION
VOLUNTARY TURNOVER
TENURE IN THE ORGANIZATION
Men wanted for hazardous journey. Low wages, bitter cold, long hours of complete darkness. Safe return doubtful. Honour and recognition in event of success.
~ Ernest Shackleton's advertisement for 1914 Trans-Antarctic Expedition
Realistic Job Preview!!!
Selection Ratio (SR) = n
N
Job openings
Applicants
Test Validity [Criterion-related]: The extent to which test scores correlate with job performance scores [Range is from 0 to 1.0]
Test Utility Key Points
Proportion of “Successes” Expected Through the Use of Test of Given Validity and Given Selection Ratio, for Base Rate .60. (From Taylor & Russell, 1939, p. 576)
Selection RatioValidity .05 .10 .20 .30 .40 .50 .60 .70 .80 .90 .95 .00 .60 .60 .60 .60 .60 .60 .60 .60 .60 .60 .60 .05 .64 .63 .63 .62 .62 .62 .61 .61 .61 .60 .60 .10 .68 .67 .65 .64 .64 .63 .63 .62 .61 .61 .60 .15 .71 .70 .68 .67 .66 .65 .64 .63 .62 .61 .60 .20 .75 .73 .71 .69 .67 .66 .65 .64 .63 .62 .61
.25 .78 .76 .73 .71 .69 .68 .66 .65 .63 .62 .61 .30 .82 .79 .76 .73 .71 .69 .68 .66 .64 .62 .61 .35 .85 .82 .78 .75 .73 .71 .69 .67 .65 .63 .62 .40 .88 .85 .81 .78 .75 .73 .70 .68 .66 .63 .62 .45 .90 .87 .83 .80 .77 .74 .72 .69 .66 .64 .62 .50 .93 .90 .86 .82 .79 .76 .73 .70 .67 .64 .62 .55 .95 .92 .88 .84 .81 .78 .75 .71 .68 .64 .62 .60 .96 .94 .90 .87 .83 .80 .76 .73 .69 .65 .63 .65 .98 .96 .92 .89 .85 .82 .78 .74 .70 .65 .63 .70 .99 .97 .94 .91 .87 .84 .80 .75 .71 .66 .63 .75 .99 .99 .96 .93 .90 .86 .81 .77 .71 .66 .63 .80 1.00 .99 .98 .95 .92 .88 .83 .78 .72 .66 .63 .85 1.00 1.00 .99 .97 .95 .91 .86 .80 .73 .66 .63 .90 1.00 1.00 1.00 .99 .97 .94 .88 .82 .74 .67 .63 .95 1.00 1.00 1.00 1.00 .99 .97 .92 .84 .75 .67 .631.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 .86 .75 .67 .63
Note: A full set of tables can be found I Taylor and Russell (1939) and in McCormick and Ilgen (1980, Appendix B).
(SR)
Mean Standard Criterion Score of Accepted Cases in Relation to Test Validity and Selection Ratio(From Brown & Ghiselli, 1953, p. 342)
Validity CoefficientSelectionRatio .00 .05 .10 .15 .20 .25 .30 .35 .40 .45 .50 .55 .60 .65 .70 .75 .80 .85 .90 .95 1.00
.05 .00 .10 .21 .31 .42 .52 .62 .73 .83 .94 1.04 1.14 1.25 1.35 1.46 1.56 1.66 1.77 1.87 1.98 2.08
.10 .00 .09 .18 .26 .35 .44 .53 .62 .70 .79 .88 .97 1.05 1.14 1.23 1.32 1.41 1.49 1.58 1.67 1.76 .15 .00 .08 .15 .23 .31 .39 .46 .54 .62 .70 .77 .85 .93 1.01 1.08 1.16 1.24 1.32 1.39 1.47 1.55 .20 .00 .07 .14 .21 .28 .35 .42 .49 .56 .63 .70 .77 .84 .91 .98 1.05 1.12 1.19 1.26 1.33 1.40.25 .00 .06 .13 .19 .25 .32 .38 .44 .51 .57 .63 .70 .76 .82 .89 .95 1.01 1.08 1.14 1.20 1.27.30 .00 .06 .12 .17 .23 .29 .35 .40 .46 .52 .58 .64 .69 .75 .81 .87 .92 .98 1.04 1.10 1.16 .35 .00 .05 .11 .16 .21 .26 .32 .37 .42 .48 .53 .58 .63 .69 .74 .79 .84 .90 .95 1.00 1.06.40 .00 .05 .10 .15 .19 .24 .29 .34 .39 .44 .48 .53 .58 .63 .68 .73 .77 .82 .87 .92 .97.45 .00 .04 .09 .13 .18 .22 .26 .31 .35 .40 .44 .48 .53 .57 .62 .66 .70 .75 .79 .84 .88.50 .00 .04 .08 .12 .16 .20 .24 .28 .32 .36 .40 .44 .48 .52 .56 .60 .64 .68 .72 .76 .80.50 .00 .04 .07 .11 .14 .18 .22 .25 .29 .32 .36 .40 .43 .47 .50 .54 .58 .61 .65 .68 .72.60 .00 .03 .06 .10 .13 .16 .19 .23 .26 .29 .32 .35 .39 .42 .45 .48 .52 .55 .58 .61 .64.65 .00 .03 .06 .09 .11 .14 .17 .20 .23 .26 .28 .31 .34 .37 .40 .43 .46 .48 .51 .54 .57.70 .00 .02 .05 .07 .10 .12 .15 .17 .20 .22 .25 .27 .30 .32 .35 .37 .40 .42 .45 .47 .50.75 .00 .02 .04 .06 .08 .11 .13 .15 .17 .19 .21 .23 .25 .27 .30 .32 .33 .36 .38 .40 .42.80 .00 .02 .04 .05 .07 .09 .11 .12 .14 .16 .18 .19 .21 .22 .25 .26 .28 .30 .32 .33 .35.85 .00 .01 .03 .04 .05 .07 .08 .10 .11 .12 .14 .15 .16 .18 .19 .20 .22 .23 .25 .26 .27.90 .00 .01 .02 .03 .04 .05 .06 .07 .08 .09 .10 .11 .12 .13 .14 .15 .16 .17 .18 .19 .20.95 .00 .01 .01 .02 .02 .03 .03 .04 .04 .05 .05 .06 .07 .07 .08 .08 .09 .09 .10 .10 .11
Selection Ratio
Example
1) The 1st day on the job is crucial! It is important to manage it well and make it a positive time. Employees remember it for years, particularly if it is an unpleasant experience
2) Impressions formed during the first 60-90 days are difficult to alter. So, it is important to make this time a positive experience for newly-hired employees
3) Ensure that new employees see how their job fits within the framework of the overall organization. (As such, the organization needs to communicate information about it’s goals and objectives)
4) Avoid ‘information overload.” It’s best to provide the new employee with information in reasonable amounts and in a meaningful sequence
5) Ensure that the new employee’s immediate supervisor is ultimately responsible for the orientation program
6) Social and family adjustment concerns should be addressed in the orientation program
Basic Orientation Principles
Simple Regression Equation Multiple Regression
y = a + bx
Test Score
Slope
y-intercept
Predicted Score
y = a + b x + b x + b x …..
Predicted Score
y-intercept
1 1 2 2 3 3
Weights
Regression
Basic Process:
• All applicants take every test.
• Scores are weighted and combined to yield a predicted score for each applicant.
• Applicants scoring above a set cutoff score are considered for hire
Key Points:
• Regression is a compensatory approach. That is, a high score on one test can compensate for a low score on another.
• Best for tests to not relate to each other, but relate highly to the criterion.
How Four Job Applicants with Different Predictor Scores Can Have the Same Predicted Criterion Score Using Multiple Regression Analysis
Applicant Score on X Score on X Predicted Criterion Score 1 2
A 25 0 100
B 0 50 100
C 20 10 100
D 15 20 100
Note: Based on the equation Y = 4X + 2X. 1 2
Compensatory Example
Predictor 1 Criterion Predictor 2
R = r + r For example, if r = .60 and r = .50, then R = (.60) + (.50) = .36 + .25 = .61
2 2 2
2 2 2
c.12 1c 2c
1c 2c
c.12
r r1c 2c
Independent Predictors
R = 2
c.12
r r - 2r r r2 21c 2c 12 1c 2c
For example, if the two predictors intercorrelate .30, given the validity coefficients from the previous exampleAnd r = .30, we will have
12
R = = .472
c.12
1 - r212
(.60) + (.50) - 2(.30)(.60)(.50)2 2
1 – (.30)2
r r
r
1c 2c
12
Interrelated Predictors
Predictor 1 Predictor 2
Criterion
WAB
100
0
Pass
Fail
Cutoff score
Paper & Pencil Math Test
100
0
Pass
Fail
Cutoff score
Paper & Pencil Aptitude Test
100
0
Pass
Fail
Cutoff score
Basic Process:
• All applicants take every test.
• Applicant must achieve a passing score on every test to be considered for hire.
Key Point: A multiple cut-off approach can lead to different decisions regarding who to hire versus using a regression approach.
Multiple Cutoff Approach
x x
x
Interview
100
0
Pass
Fail
Cutoff score
Paper & Pencil Knowledge Test
100
0
Pass
Fail
Cutoff score
Work Sample Test
100
0
Pass
Fail
Cutoff score
Multiple Hurdle Approach
Basic Process:
• All applicants take the 1st test.
• Pass/fail decisions are made on the 1st and subsequent tests and only those who pass can continue on to the next test [a sequential process].
Key Point:
Useful when a lengthy, costly, and complex training process is required for the position.
Eliminated from the selection process
Eliminated from the selection process
Eliminated from the selection process
xxxxxxxxxx
xxxxxx
xxx
xxx
xxx xxxxxxx
Basic concept: Small differences in test scores might reasonably be due to measurement error. Therefore, you do not want small differences in test scores to trump all other consideration in ranking individuals in hiring.” (p. 82).
Banding
Banding (cont.)
SED Banding Types
Fixed Sliding
..........
Both use the top score to establish the top of the band
All those from the band are selected before those from
the lower band
............
Bands slide down after each person is removed from the top (bands re-established)
98 94 92
88
98 94 92 88
Example of a band of 6 points