External Selection I CHAPTER EIGHT Screen graphics created by: Jana F. Kuzmicki, PhD Troy State University-Florida and Western Region

Staffing Organizations Model Vision and Mission Goals and Objectives Organization Strategy HR and Staffing Strategy Staffing Policies and Programs Support Activities Core Staffing Activities Legal compliance Recruitment: External, internal Planning Selection: Measurement, external, internal Job analysis Employment: Decision making, final match Staffing System and Retention Management

Chapter Outline Preliminary Issues Initial Assessment Methods 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 Reference Reports Handwriting Analysis Literacy Testing Genetic Testing Initial Interview Choice of Methods Legal Issues

Preliminary Issues Logic of prediction Nature of predictors Development of the selection plan Selection sequence

Exh. 8.1: Logic of Prediction Previous job(s) Current job Nonjob Past Situations Attraction Performance Satisfaction Retention Attendance HR Outcomes New Situation (job) Person KSAOs Motivation Sample Predict

Nature of Predictors Content Form Varies considerably, ranging from Sign Sample Criterion Form Speed vs. power Paper / pencil vs. performance Objective vs. essay Oral vs. written vs. computer

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

Development of the Selection Plan Exhibit 8.2: Selection Plan Format and Example for Secretarial Position

Exh. 8.3: Selection Sequence Initial Assessment Method Substantive Discretionary Contingent Applicant Flow Stage Applicants Candidates Finalists Offer Receivers New Hires

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

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

Exh. 8.4: Application for Employment

Exh. 8.4: Application for Employment (continued)

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

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 Exh. 8.6: A Taxonomy of Biodata Items Development of a biodata survey Choose the criterion Identify criterion groups Select items to be analyzed Specify item response alternatives Weight items Cross-validation Develop cutoff scores

Biographical Information: Accomplishment Records Survey past accomplishments of candidates as they relate to dimensions of work that are part of effective performance Includes written statement of accomplishment, when it took place, any recognition, and verification Emphasis on achievements rather than activities Exh. 8.7: Scoring Key Excerpt for an Accomplishment Record

Evaluation: Biographical Information / Biodata Evaluation --> ŕ = .32 to ŕ = .37 Issues Generalizability Although predictive validity exists, it is not clear what these inventories assess Falsification Suggestions to reduce faking Applicant reactions

Reference Reports: Letters of Recommendation Problems Inability to discern more-qualified from less-qualified applicants Lack of standardization Suggestions to improve credibility Use a structured form Use a standardized scoring key Exh. 8.8: Scoring Letters of Recommendation

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. 8.9: Sample Reference Check

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

Evaluation of Reference Reports Evaluation --> ŕ = .16 to ŕ = .26 Validity depends on source providing information HR department, coworker, or relative Supervisors Cost vs. benefit approach must be considered

Initial Assessment Methods Handwriting analysis Literacy testing Genetic screening

Initial Interview Characteristics Video and computer interviews Begins process of necessary differentiation -- “rough cut” Purpose -- Screen out most obvious cases of person / job mismatches Limitation -- Most expensive method of initial assessment Video and computer interviews Offers cost savings

Evaluation of Initial Interview Minimal evidence exists regarding usefulness Guidelines to enhance usefulness Ask questions assessing most basic KSAOs Stick to basic, fundamental questions suitable for making rough cuts rather than subjective questions Keep interviews brief Ask same questions of all applicants

Choice of Initial Assessment Methods Exh. 8.10: Evaluation of Initial Assessment Methods Criteria Use Cost Reliability Validity Utility Applicant reactions Adverse impact

Legal Issues Disclaimers - Organization clearly identifies rights it wants to maintain Employment-at-will Verification consent False statement warning Reference checks Preemployment inquiries - PIs Federal laws and regulations EEOC Guide to Preemployment Inquiries ADA regulations State laws and regulations - Exh. 8.11

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