~ Key Purpose of Personnel Selection ~

Fit/Match

Job

• Knowledge, Skills, Abilities (KSAs)• Interests• Values • Personality

Tests

• Tasks (duties)• Work Environment (e.g., stress, heat/cold, work schedules)• Organizational culture, values, reward systems

Organization

Job Analysis

PAPER & PENCIL TESTS

SITUATIONAL INTERVIEW

APPLICATION BLANKS

PERFORMANCE TEST (HANDS-ON)

SIMULATION TESTS

DEVELOP PERFORMANCEEVALUATIONS

FEEDBACK AND GOAL SETTING

CAREER DEVELOPMENT

DEVELOP TRAINING

ASSESSMENTS

3

Job Analysis Background Research

• Organizational charts (e.g., how the job is connected to other positions and where it is located in the overall company)

• Communication with other job analysts.• Existing job descriptions• Training manuals• Procedure and policy manuals• Selection devices (e.g., interview questions)• O*NET, Occupational Outlook Handbook

Job Analysis

JOBExample:

Key Issues Regarding Conducting a Job Analysis:

• Emphasize the benefits of performing a job analysis

• Describe the process to be used (and time commitment)

Task 1

Task 2 Task 3

Task 4

KSAs

KSAs KSAs

KSAs

O*NET Occupational Outlook Handbook

SMEs should:

• Have sufficient job experience (at least 6 months)

• Represent the demographic characteristics of the position (e.g., gender, race) and be a large enough sample

• Be above average employees

• Be notified well in advance of the job analysis sessions

• Have incentives (motivation) to participate and support (and encouragement) of top management

Selection of Subject Matter (Job) Experts

~ Basic Methods to Collect Job Analysis Information ~

Interviews (individual or group) with employees

and/or supervisors

• Make purpose of the job analysis clear• Interviewers need to be trained• Use a structured format

Note: Employees may distort the responsibilities of their job. Supervisor may lack detailed information as to how the job is actually done.

7

On-Site Observation

• Best used for structured jobs

• Need to get a representative sample

• Need to be unobtrusive

Note: Many suggest that it’s best to observe before conducting interviews. In some cases, observations may not be possible (e.g., safety concerns, union objections).

8

Questionnaires (e.g., Position Analysis Questionnaire; PAQ

300 total questions)

Basic Job Dimensions Measured:1) Information input (what type of data does the

employee receive, where and/or how does one get the info.)

2) Cognitive processes involved (e.g., decision making, problem solving)

3) Work outputs (what employees do, tools/equipment used)

4) Interpersonal skills needed (e.g., communications, personal contact with others)

5) Job context (physical work conditions, psychological aspects)

6) Miscellaneous (e.g., work schedule, irregular hours)

PAQ questions arranged on six different 5-point scales

• Does not apply

• 1 = Very infrequent; Very minor; Very limited ..

• 5 = Very substantial; Extreme; High

9

Pros: • PAQ can allow comparisons and generalizations

across jobs• Use in forming job clusters/categories• Decent internal consistency reliability (.80)

Cons:

• Best to use specially trained job analysts to code answers to questions

• High reading level and requires abstract judgments

• Item content (does not apply option)• Cannot clarify questions or follow up on

respondents' answers (often administered anonymously)

PAQ (cont.)

“Typical” Job Analysis Process

Develop Task Statements

Develop KSA Statements

Rate Task & KSA Statements

Connect Tasks & KSAs

Basic Task Statement Components

1) What is the action being performed? (using an action verb

2) To whom/what is the action directed? (the object, or receiver, of the action verb)

3) How is the action performed? (e.g., use of certain procedures, equipment, tools).

4) Why is the action being performed? (the purpose of the action).

12

Sample Task Statement

1) Performs mathematical, algebraic, and geometric computations, such as fractions to decimals, metric units to English, computing ratios and percentages, and calculation of area and volume by using rules, charts, formulas, calculators, and tables in order to maintain a variety of mechanical equipment.

2) Performs a variety of measurements such as motion, forces, temperature, and fluid properties using temperature thermostats, barometers, motion detectors, and pressure gauges in order to obtain a reading.

3) Lifts materials of varying weights and sizes such as pumps, blowers, piping, valves, and rotating and reciprocating equipment by the proper and safe use of hoists, pulleys and rigging accessories in order to set and maintain equipment and avoid personal injury and property damage.

Sample Task Statements

A) Ability to perform mathematical operations, using a calculator, to compute conversions, ratios, and percentages.

B) Ability to select and use a variety of precision and non- precision measuring instruments.

C) Ability to troubleshoot equipment by using an analytical, step-by-step process, standard procedures, and troubleshooting guides.

D) Knowledge of mechanical principles, terminology, and equipment

E) Ability to read, comprehend, and follow complex written instructions and procedures.

F) Ability to transport equipment and supplies weighing up to 100 pounds either manually or with the use of equipment (e.g., hoists, hand trucks) for a distance of 30 feet.

Sample KSA Statements

Task Rating Form

A B C D EFrequency of use

5 = almost all of the time4 = frequently3 = occasionally2 = seldom1 = not performed at all

Importance of performing successfully5 = extremely important4 = very important3 = moderately important2 = slightly important1 = of no importance

Importance for new hire

5 = extremely important4 = very important3 = moderately important2 = slightly important1 = of no importance

Distinguishes between superior & ad performance

5 = a great deal4 = considerably3 = moderately2 = slightly1 = not at all

Damage if error occurs

5 = extreme damage4 = considerable damage3 = moderate damage2 = very little damage1 = virtually no damage

1

2

3

4

5

6

7

8

9

10

11

12

13

14

15

Importance for acceptable job performance

5 = extremely important4 = very important3 = moderately important2 = slightly important1 = of no importance

Importance for new hire

5 = extremely important4 = very important3 = moderately important2 = slightly important1 = of no importance

Distinguishes between superior & adequate

performance

5 = a great deal4 = considerably3 = moderately2 = slightly1 = not at all

A

B

C

D

E

F

G

H

I

J

K

L

M

N

O

P

Q

R

KSA Rating Form

TASK -- KSA MATRIX

To what extent is each KSA needed when performing each job task?

5 = Extremely necessary, the job task cannot be performed without the KSA4 = Very necessary, the KSA is very helpful when performing the job task3 = Moderately necessary, the KSA is moderately helpful when performing the job task2 = Slightly necessary, the KSA is slightly helpful when performing the job task1 = Not necessary, the KSA is not used when performing the job task

KSA A B C D E F G H I J K L M N O P Q R

Job Tasks

1

2

3

4

5

6

7

8

9

10

11

12

13

14

15

1) A job analysis must be performed on the exact job which the selection or promotion device is to be used

2) The analysis must be reduced to a written form (e.g., a job description)

3) The job analyst must be able to describe the procedures used to collect information

4) Data must be collected from several up-to-date sources

5) Data must be collected by a qualified job analyst

6) Data must be collected from a large enough sample of individual for

the job in question

7) Tasks, duties, and activities must be identified and the relative degree of competency required must be specified

8) KSAs are mentioned most frequently as the type of information to be

identified through a job analysis

9) Task specification is seen as a prerequisite to an acceptable job

analysis

A Legally Defensibly Job Analysis

Kirkland v. Department of Correctional Services (1974)

"Without such an analysis (job analysis) to single out the critical knowledge, skills and abilities required by the job, their importance relative importance to each other, and the level of proficiency demanded as to each attribute, a test constructor is aiming in the dark and can only hope to achieve job relatedness by blind luck”

A) The KSAs tested for must be critical to successful job performance

B) Portions of the exam should be accurately weighted to reflect the relative importance to the job of the attributes for which they test

c) The level of difficulty of the exam material should match the level of difficulty of the job

Checklist Used to Match Selectors with Job Requirements

Job Requirements

1. Ability to performcalculations and understandCharts, formulas and tables.

2. Ability to read prints and drawings

3. Ability to troubleshoot mechanical equipment.

4. Knowledge and use of safe practices when handling Materials and tools.

5. Ability to use & care for hand and power tools to maintain mechanical Equipment.

6. Knowledge of basic principles of hydraulic,pneumatic, and compressedair systems.

Previous work experience inhazardous work environments

Relevant experience and training in mechanical maintenance.

Application Form

H.R.Employment Interview

Paper andPencil Test

TechnicalInterview

WorkSamples Test

Reference Checks

MedicalExam &Drug Test

Selection Method

Prerequisites

23

Why do organizations pay some employees a higher

salary than others?

Sample Job Evaluation Process

Selection of Job Tasks/Duties (Criteria) often via a job analysis

Selection of Compensable Factors (e.g., Effort, Skill,

Responsibility, Work Conditions)

Ratings of Job Criteria on Compensable Factors

Job Score (e.g., points)

Compensation

Job Tasks

Effort

Skill

Responsibility

Work Conditions

Task 1

Task 2

Task 3

Task 4

Task 5

Compensable

Factors

Ratings

(e.g., 1-5 scale)

Total

Score

Ranking

$

1

2

3

4

5

6

7

8

9

10

110

100

98

88

76

75

67

65

56

43

Job Evaluation Example

Objective data

Subjective data

Contextual data

Productivity measures,

absenteeism, tardiness, turnover,

absenteeism

Assisting others, loyalty, extra work/effort,

emotional labor, volunteering,

counterproductive behaviors

Performance ratings (e.g., supervisor, co-

workers, self, subordinates, clients

Criterion (Job Performance) Domain

Production data --- Key importance to an organization

• Individual control and variability

• Seasonality

• Usefulness for managerial positions

Sales ---

• Comparability (e.g., sales region)

• Type of goods being sold; value/worth of goods

Turnover (job tenure) ---

• Issue of “voluntariness” (e.g., why the person left)

• Fired

• Better job offer

• Quit due to dissatisfaction

• Issue of “functionality” (e.g., how well the employee who left was performing.

• Evidence that poor employees may voluntarily quit more often than good ones!!!

Objective Data

Objective Data (cont.)Absenteeism --- • Excused versus unexcused; extent of absenteeism (e.g., within allowable limits)• Factors impacting absenteeism rates e.g., (telecommuting)Accidents ---

• Cause of accidents• Definition of accidents• Incentives for safe behaviors (e.g., $$$) • Near misses

Theft ---

Annual loss to the banking industry from employee embezzlement is estimated to be greater than $1 billion annually

Approximately 2% of revenues each year are lost to employee theft. Employees are responsible for twice as many losses to business as shoplifters

Neil Snyder of the University of Virginia --- About 1/3 of all small business failures can be attributed to employee theft

Issue: Small percent caught stealing

Job performance 1st year

Specific work methods, interests,

personality, interpersonal relationships

Job performance after 5 years

Dynamic Job Performance Criteria Performance varies as a function of time; importance of when

performance is assessed

IQ

Workers may change how they perform thier jobs across time

KSAs needed may change due to:

• Impact of technology• Organizational training programs

Like hitting a moving target ---

Dynamic Perforamce Criteria (cont.)

Individual --- Employees excel at different aspects of job performance

Employee # 1 Employee # 2

Production Client support & satisfaction

Role prescriptions

, organization

al impact

Subjective Performance Criteria(most common type of criteria

used)Supervisor judgment regarding employee job performance

• Employee ratings using scales (1-5; 1-7 point scales)

• Rankings

To Combine or Not Combine Criteria?

Global criteria

3.0 GPA

Separate, multiple criteria

A

A

C

C

Is there a single, underlying dimension that “allows” combining separate criteria?

Purposes of the data (e.g., a) for personnel decisions or b) feedback, understanding psychological and behavioral processes

B

B

B

B

Employee 1 Employee 2

Objective data Subjective data

Overlap Between Objective & Subjective Criteria (Data)