2- selection Flashcards
a test that measures the potential of an individual to perform, given the opportunity
ability test
a short form that asks applicants to provide basic information about educational achievements and work experience.
application blank
a means of evaluating how well applicants or current employees might perform in a managerial or higher-level position
assessment centers
a structured or semistructured approach to asking job candidates questions that focus on behavior
behavioral job interview
a series of autobiographical questions related to subjects such as a candidate’s extracurricular activities,
family experiences as a child, and both recent and current work activities.
biodata test
the circumstances under which an employer must make a selection based on a factor that is essential to the safe operation of the business
business necessity
a screening approach in which an employer first screens out all applicants who do not meet one or more hurdles and then uses a compensatory approach in comparing those applicants who have passed the
required hurdles.
combined approach
the use of job analysis and/or competency modeling to build a rational argument for why a
predictor should be useful
Competency modeling is used to determine job
requirements.
Expert(s) determine which predictors will best
predict job success.
Most commonly used validation strategy.
Especially useful when organization is creating
new jobs.
Practical approach, but subjective
content validation
outcomes that selection decisions are intended to predict - determined by organizational culture
- company culture
- values
- business strategy
- structure
criteria
the use of statistical data to establish a relationship between predictor scores and
outcome criteria
Individuals are assessed on both the predictor & their
job performance.
Analysis of statistical correlations is used to establish
the relationship between predictor scores and criteria.
High (low) predictor scores correlate with high
(low) job performance.
Costly to undertake & requires a large number of
incumbents to use this approach
criterion-related validation
the net monetary value associated with using a selection procedure
economic utility
a company must show that the information used in selection decisions is related to success on the job
job-relatedness
a test that assesses what a person knows at the time when the test is taken
knowledge test
a screening method in which an applicant must exceed fixed levels of proficiency on all of the predictors in order to be accepted
multiple-hurdles approach
a test that assesses the unique blend of characteristics that define an individual and determine her or his pattern of interactions with the environment
personality test
the various pieces of information used to make a selection
-anticipated characteristics and/or competencies the candidate should have that anticipate his or her future performance (previous singing competitions, music courses, etc)
predictors
the degree to which a predictor yields dependable, consistent results, the degree to which tests yield comparable data over time- are the results of the test consistent
- reliable don’t change in different circumstances, (different test administrators or interviewers)
reliability
the process of obtaining and using information about job applicants to determine who should be hired for
long- or short-term positions
-objective is to predict the likely future performance of applicants in open vacancies & in other jobs that they might hold in the future.
selection
a process in which the same questions are asked of all candidates and responses are
recorded
semistructured job interview
a process in which all of the job applicants are asked the same questions in the same order.
structured job interview
a process in which the interviewer prepares a list of possible topics to cover and,
depending on how the conversation proceeds, asks or does not ask questions about them
unstructured job interview
the usefulness of information for predicting job applicants’ job-related and organizational outcomes, does the test measure what it’s supposed to measure?
validity
the assumption that the results of criterion-related validity studies conducted in other
companies can be generalized to the situation in your company
validity generalization
a process in which applicants perform activities similar to those required on the job under structured “testing” conditions
work simulations
obtaining a capable workforce
Selection practices ensure hired employees are:
-highly productive
-motivated and committed to stay in organization
-customer-oriented
-being able to implement company’s strategy
why is selection important?
-assess cost and value of decision Cost of Decision: -Time & resources -When to use more expensive procedures: long tenure, large impact of performance or great number of applicants.
Value of Decision:
- Potential value is high for key positions.
- Accumulating effect of good/bad decisions adds up.
- Risk of harm & lawsuits can be minimized by effective screening.
maximizing economic utility of selection practices
Line managers:
-identify staffing needs and help define performance criteria, administer some selection tests
HR professionals:
-develop and choose reliable/valid selection tests, coordinate selection process, arrange interviews and selection, monitor outcomes
Employees:
-apply for transfers/promotions, identify criteria for evaluating performance, interview/select new members, attend training in selection process
HR Triad for selection
Strategies and tools and instruments for collecting information to determine the extent to which candidates demonstrate the desired profile and outcomes. (interview, application, medical, background, physical, written, simulations)
assessment techniques
Can two different test coordinators get the same result?
objectivity
Use less expensive procedures early in the process to remove applicants fail to do well early in the process. Use information from previous steps to decide which applicants will move to the next more expensive step in the selection process.
when to measure each predictor
- multiple hurdles: applicant must exceed fixed levels of proficiency on all the predictors in order to be accepted
- compensatory: high score on one predictor can compensate for a low score on another predictor
- combined: screening applicants who meet one or more specific requirements
Synthesizing information to choose appropriate candidates
- medical tests
- interviews (structured/semistructured)
- assessment centers (combination of multiple techniques)
- application blanks and biodata tests (minimum job requirements with education and experience, overall predictors of longevity if they don’t stay at a job for long)
- background and reference checks (check if information on resume is correct)
- written tests (abilities, knowledge tests, personality, integrity)
- work simulations (difficult to fake, more valid than other measures but more expensive and time consuming)
techniques for assessing job applicants
- ask interviewee to describe instances of past behavior (illustrates relevant competency, past behavior is best predictor of future behavior)
- ask interviewee to respond to hypothetical job situations
focus on behavioral job interviews
Applicants’ reactions to the selection process influence their: Decision to join an organization. Decision to remain with an organization. Level of work motivation. Socialization into the organization. Applicants judge selection fairness by: The content of selection measures. The fairness of the selection process. The results of the selection process.
applicant’s perspective
- selecting expatriates and host-country nationals
- selecting across cultures
current issues
Situation How you handled it Outcomes of situation What would you have done differently or Say what Tell what you did Analyse Results
Structured interviews
- overqualified candidates
- implicit bias/discrimination
- accepting an unqualified candidate
- cross cultural barriers or misinterpretations
challenges of selection process
