1. Job Analysis 651 Chap 8 Staffing and Training 1

2. Staffing matching people to jobs What are the implications for JA methods for armed services before/after July 3, 1973 for: Recruitment? Selection? Placement? 2

3. Recruitment Purposes inform qualified applicants of job Entice qualified to apply (marketing function) Inform potential applicants of requirements – RJP Perfect recruitment – One person applies for the job 3

4. Recruitment Job specs – KSAOs – Duties – Context – Min quals / education and experience – Benefits 4

5. Selection To choose the best qualified Test validation – For getting the cream of the crop or – Typical (average) performers ? What are some jobs where it makes a difference? – What if the test has adverse impact? ? What are the implications for promotion? 5

6. Selection Validity types: – Content – Criterion related – Face – Synthetic What is it? How is it related to VG? – Signs v. samples When can samples be used? Do you need SKAOs? – Simulations (can you build a model steam engine?) 6

7. Judging KSAOs for Validation Reliability sets limit on validity – More judges needed? Validity of KSAO judgments – Table 8.2 (Trattner, Fine, & Kubis, ‘55) p235 Better in predicting test scores – for mental and perceptual or physical aptitudes? – using job description or observation? – U.S. Air Force Could psychologists and instructors – Predict relevant tests for training and aptitudes? 7

8. McCormick (‘79) PAQ to predict -> GATBGATB – Predicting aptitude test scores r s.61 to.83 for PAQ & mean scores(GVNSP & Clerical) – Less for GABT validity coefficients r s.03 to.39 – Conclusion (for judging KSAOs): Analysts can provided reliable and valid estimates of job requirements Better at predicting mean test scores than validity of tests 8

9. Selection: Key Considerations Link attributes to tasks- – C-Jam (tasks can be used for criterion development – CI (Flanagan) – Job element method (Primoff) Generic traits – PAQ – TTAS (Threshold Traits Analysis System) – ABS (Ability Requirement Scales) 9

10. Training Tailor the person to fit the job For a specific job cost of training v. not training 10

11. Training Cycle Needs assessment (3 entities) – Organization (inter-related jobs) – Tasks & KSAOs (content) – People to be trained E.g. for competencies? How would you do this? Gap analysis – Where is performance inadequate? Person analysis – What do they bring/what do they need 11

12. Training Cycle T & Development design: – Who – What – When – Where – How much is available – Costs 12

13. Training Cycle Evaluation – Objectives Context or stimulus situation Behavioral requirements Minimal acceptable response Models – Individual difference (cf to a perf standard) – Experimental (control groups) – Content (ensure trn is related to KSAOs 13

14. Training Cycle Evlauation – Training Goals (Kirkpatrick) Reaction (do they like it, think it’s worthwhile) Learning (proficiency after training) Behavior (performance on job – transfer) Results (Org effectiveness) ROI (added) 14

15. Key Considerations Content Level of detail for tasks Rating scales – importance / criticality – Consequence of error – Difficulty to learn – Frequency of occurrence – Location of training (OJT/ vestibule) 15

16. Selection v. Training Exist in applicant pool? Quality of applicant pool? Entry level or experienced Geographical boundaries 16