Chap009 External Selection II Editing

8/3/2019 Chap009 External Selection II Editing

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Part 4Staffing Activities: Selection

Chapter 9:

External Selection II

McGraw-Hill/Irwin Copyright 2009 by The McGraw-Hill Companies, Inc., All Rights Reserved.


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Organization Strategy HR and Staffing Strategy

Staffing Policies and Programs

Staffing System and Retention Management

Support Activities

Legal compliance

Planning

Job analysis

Core Staffing Activities

Recruitment: External, internalSelection:Measurement, external, internal

Employment:Decision making, final match

Organization

MissionGoals and Objectives

Staffing Organizations Model

9-2


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9-3

External Selection II Outline

Substantive AssessmentMethods Personality Tests Ability Tests Job Knowledge Tests

Performance Tests andWork Samples

Situational JudgmentTests

Integrity Tests Interest, Values, and

Preference Inventories Structured Interview Choice of Substantive

Assessment Methods

Discretionary AssessmentMethods

Contingent AssessmentMethods Drug testing

Medical exams


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9-4

Discussion Questions for This Chapter

Describe the similarities and differences between personalitytests and integrity tests. When is each warranted in the selectionprocess?

How would you advise an organization considering adopting acognitive ability test for selection?

Describe the structured interview. What are the characteristics ofstructured interviews that improve on the shortcomings ofunstructured interviews?

What are the most common discretionary and contingentassessment methods? What are the similarities and differencesbetween the use of these two methods?

How should organizations apply the general principles of theUGESP to practical selection decisions?


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Ex. 8.3 Assessment

Methods by Applicant

Flow Stage

Substantiveassessment methods

Determining whoamong the minimallyqualified will likely be

the best performerson the job

9-5


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9-6

Overview of Personality Tests

Current role of personality tests e.g., role of Big Five Describe behavioral, not emotional or cognitive traits

May capture up to 75% of an individuals personality

Big Five factors (Personality Characteristics Inventory etc.)

Emotional stability-calm, optimistic, and well adjusted Extraversion-sociable, assertive, active, upbeat, and talkative

Openness to experience-imaginative, attentive to inner feelings,have intellectual curiosity and independence of judgment

Agreeableness-altruistic, trusting, sympathetic, and cooperative

Conscientiousness-purposeful, determined, dependable, and

attentive to detail

Roughly 50% of the variance in the Big Five traitsappears to be inherited


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9-7

Measures of Personality Tests

Surveys

Personal Characteristics Inventory (PCI)

NEO Personality Inventory

Hogan Personality Inventory (HPI)

Administration options

Paper-and-pencil Interviews

Online forms


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9-8

Ex. 9.1 Sample Items from the

Personal Characteristics Inventory

Conscientiousness

I can always be counted on to get the job done.

I am a very persistent worker.

I almost always plan things in advance of work.

Extraversion

Meeting new people is enjoyable to me.

I like to stir up excitement if things get boring.

I am a take-charge type of person.


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9-9

Ex. 9.1 Sample Items from the

Personal Characteristics Inventory

Agreeableness I like to help others who are down on their luck. I usually see the good side of people. I forgive others easily.

Emotional Stability I can become annoyed at people quite easily (reverse-

scored). At times I dont care about much of anything (reverse-scored). My feelings tend to be easily hurt (reverse-scored).

Openness to Experience I like to work with difficult concepts and ideas. I enjoy trying new and different things. I tend to enjoy art, music, or literature.


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9-10

Ex. 9.2 Implications of Big Five

Personality Traits at Work


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9-11

Criticisms of Personality Tests

Trivial validities Correlations for any individual trait with job performance are

typically low (around r=.23)

However, when all traits are used simultaneously, correlationsare higher

Faking Individuals answer in a dishonest way

However, tests still have some validity, and it may be thatbeing able to act conscientiously may be related to real jobperformance

Negative applicant reactions Applicants, in general, believe personality tests are less valid

predictors of job performance


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9-12

Overview of Ability Tests

Definition -- Measures that assess anindividuals capacity to function in acertain way

15 to 20% of organizations use abilitytests in selection

Two types

Aptitude - Assess innate capacity to function Achievement - Assess learned capacity to

function


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9-13

Overview of Ability Tests

Four classes of ability tests

Cognitive: perception, memory, reasoning,verbal, math, expression

Psychomotor: thought/body movementcoordination

Physical: strength, endurance, movement

quality Sensory/perceptual: detection & recognition

of stimuli


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9-14

Evaluation of Cognitive Ability Tests

Validity approaches .50 Research findings

Among the most valid methods of selection Often generalizes across organizations, job types,

and types of applicants Can produce large economic gains for

organizations and provide major competitiveadvantage

Validity is particularly high for jobs of medium and

high complexity but also exists for simple jobs A simple explanation for validity: those with higher

cognitive ability acquire and use greater knowledge


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9-15

Limitations of Cognitive Ability Tests

Concern over adverse impact and fairness oftests Equally accurate predictors of job performance for

various racial & ethnic groups

Blacks and Hispanics score lower than whites

This gap is narrowing somewhat over time

Alternative presentation formats (e.g., verbal tests)decrease differences in scores dramatically while

producing nearly equivalent scores Applicants perceptions

Reactions to concrete vs. abstract test items


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9-16

Other Types of Ability Tests

Psychomotor ability tests Reaction time, arm-hand steadiness, control

precision, and manual and digit dexterity

Physical abilities tests Muscular strength, cardiovascular endurance, and

movement quality

Sensory/perceptual abilities tests Ability to detect and recognize environmental

stimuli

Note: Increasingly, ability tests are beingcomputer administered


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9-17

Emotional Intelligence

The ability to monitor ones own and othersfeelings, to discriminate among them, and touse this information to guide ones thinkingand action A review of 59 studies indicated that, overall, EI

correlated moderately with job performance

Some critics argue that because EI is so closelyrelated to intelligence and personality, once you

control for these factors, EI has nothing unique tooffer

Still not clear whether these tests are useful


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9-18

Job Knowledge Tests

Two types

Assess knowledge of duties involved in a particularjob (i.e., test the knowledge level)

Level of experience with, and knowledge about,critical job tasks and tools necessary to perform ajob (i.e., test the amount of experience with theknowledge areas)

Evaluation Validity can be as much as .45

Higher validities found for complex jobs


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9-19

Performance Tests and Work Samples

Definition -- Assess actual performance (e.g.,fix a car, teach a class, type a document)

Types of tests (should focus on relevantKSAOs) Performance test vs. work sample (all or some) Motor vs verbal work samples (action or thought) High- vs. low-fidelity tests (level of realism) Computer interaction performance tests vs. paper-

and-pencil tests including simulations (e.g., TheManagers Workshop)

All the above can have good validity (.50+) &acceptance


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9-20

Situational Judgment Tests

Place applicants in hypothetical, job-related situations.

Applicants are then asked to choose a

course of action from several alternatives Capture the validity of work samples and

cognitive ability tests in a way that is

cheaper than work samples and that hasless adverse impact than cognitive abilitytests


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Ex. 9.7: Example of Situational

Judgment Test Item


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9-22

Integrity Tests

Two types (Exhibit 9.8)

Clear purpose / overt

Do you think most people would cheat if they thought theycould get away with it?

Do you believe a person has a right to steal from anemployer if he or she is unfairly treated?

Personality-based/veiled purpose

Would you rather go to a party than read a newspaper?

How often do you blush?

Scores appear to reflect conscientiousness,agreeableness, and emotional stability


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9-23

Integrity Tests

Validity can be useful

Clear purpose as high as .55 predicting badbehaviors

General purpose as high as .32 predictingbad behaviors

Can predict performance as well (as high as

.30) Why would these predict general

performance?


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9-24

Interest, Values, and PreferenceInventories

Assess activities individuals prefer to do on & off thejob; do not attempt to assess ability to do these

Not often used in selection Can be useful for self-selection into job types

Types of tests Strong Vocational Interest Blank (SVIB) Myers-Briggs Type Inventory (MBTI)

Evaluation Unlikely to predict job performance directly

May help assess person-organization fit & subsequent jobsatisfaction, commitment & turnover


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9-25

Typical Unstructured Interviews

Relatively unplanned and quick and dirty

Questions based on interviewer hunches orpet questions to assess applicants

Casual, open-ended, or subjective questions Often contains obtuse questions

Often contains highly speculative questions

Interviewer often unprepared

More potential for discrimination and bias

Validity typically r=.20


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9-26

Structured Interviews

Questions based on job analysis Same questions asked of each candidate Response to each question numerically

evaluated Detailed anchored rating scales used to score

each response Detailed notes taken, focusing on

interviewees behaviors Validity may be r=.30 or better Surprisingly uncommon in organizations


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9-27

Structured Interviews (continued)

Situational - Assessapplicants ability toproject his / herbehaviors to future

situations. Assumes thepersons goals/intentionswill predict futurebehavior

Experience-based -Assess past behaviorsthat are linked toprospective job.

Assumes pastperformance will predictfuture performance

Research is inconclusive regarding which type is bestIndividual interviews usually more valid than panelinterviews


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Constructing a Structured Interview

Consult job requirements matrix

Develop the selection plan

Exh. 9.10: Partial Selection Plan for Job of Retail

Store Sales Associate Develop structured interview plan

Exh. 9.11: Structured Interview Questions,Benchmark Responses, Rating Scale, and

Question Weights Select and train interviewers

Evaluate effectiveness


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9-29

Selection for Team Environments

Types of teams Problem-solving teams

Self-managed work teams

Cross-functional teams Virtual teams

Establish steps for selection in team-basedenvironments

Who should make the hiring decision? Critical to ensure proper context is in place


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9-30

Selection for Team Environments

INTERPERSONAL KSAs

Conflict-Resolution KSAs

Collaborative Problem-Solving KSAs

Communication KSAs

SELF-MANAGEMENT KSAs

Goal-Setting and Performance ManagementKSAs

Planning and Task-Coordination KSAs

Di ti A t


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9-31

Discretionary AssessmentMethods

Used to separate people who receive job offersfrom list of finalists (assumes each finalist isconsidered fully qualified for position)

Often very subjective, relying heavily on intuitionof decision maker

Factors other than KSAOs are evaluated Assess person/organization match Assess motivation level Assess people on relevant organizational

citizenship behaviors

Should involve organizations staffing philosophyregarding EEO/AA commitments


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9-32

Contingent Assessment Methods

We offer you this job contingent upon

.

Contingent methods not always used

Depends on nature of job and legalmandates

Might involve confirmation of

Drug test results

Medical exam results


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Drug Testing

The average drug user was 3.6 times more likely to be involved in an

accident

received 3 times the average level of sick benefits

was 5 times more likely to file a workerscompensation claim

missed 10 times as many work days as nonusers

31% of all fatal truck accidents were due to alcohol

or drugs Drug testing has decreased in recent years

because so few people test positive

E 9 16


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9-34

Ex. 9.16

Example of a Drug Testing Program

F t f ff ti d t ti


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9-35

Features of an effective drug testing

program

Emphasize drug testing in safety-sensitive jobs

Use only reputable testing laboratories, and ensurethat strict chain of custody is maintained.

Ask applicants for their consent, and inform them of

test results Use retesting to validate positive samples from the

initial screening test

Ensure that proper procedures are followed to

maintain the applicants right to privacy Review the program and validate the results against

relevant criteria (accidents, absenteeism, turnover, jobperformance); conduct a cost-benefit analysis


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Medical Exams

Identify potential health risks in job candidates Must ensure medical exams are required only when a

compelling reason exists Ensures people with disabilities unrelated to job performance

are not screened out

Use is strictly regulated by ADA to ensure disabilitiesnot job related are not screened out

Usually lack validity as procedures vary by doctor Not always job related

Often emphasize short- rather than long-term health New job-related medical standards are specific, job

related, and valid


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Medical Exams

Identifies potential health risks in job candidates

Important to ensure medical exams are requiredonly when a compelling reason exists Ensures people with disabilities unrelated to job performance

are not screened out Use is strictly regulated by ADA

Lack validity as procedures vary by doctor

Not always job related

Often emphasizes short- rather than long-term health New approach -- Job-related medical standards

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Chap009 External Selection II Editing