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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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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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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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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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Ex. 9.2 Implications of Big Five
Personality Traits at Work
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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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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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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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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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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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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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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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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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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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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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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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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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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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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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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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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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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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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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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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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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Ex. 9.16
Example of a Drug Testing Program
F t f ff ti d t ti
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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