CH 11: Choosing and Hiring Candidates Flashcards
What are the two ways of combining assessment scores?
Multiple hurdles
Compensatory approaches
Why do we combine assessment methods?
Validity
BTW- scores must be meaningfully combined
An assessment plan must specify how scores and methods are to be combined
Multiple Hurdles Method
Candidates must receive a passing score on an assessment before being allowed to continue in the selection process
The disadvantages of Multiple Hurdle
Costly and
can take more time as candidates need to visit repeatedly for the assessments.
When is multiple hurdles method used?
When cost of poor performance is high. Eg. When safety is as risk
Compensatory Approach
High scores on some assessments can compensate for low scores on other assessments
The disadvantage of the Compensatory Method
Less useful for jobs in which specific talents must exist at a minimum level
So because u are focused on the overall score, a person my have an unsatisfactory score for a specific area, but that is covered with a better score in another area.
What are the ways to execute the compensatory approach?
Unit Weighting: Giving each assessment method equal weight and then combining scores.
(some methods may not equally predict performance and have to use diff. scales; in this case, we standardize the score-convert it in terms of standard deviation)
Rational Weighting: Experts assign diff subjective weight on each assessment score
Have to agree; accommodates fact that diff methods must be weighted differently
May not be the best predictor
Statistical Weighting: Uses multiple regression, to assign a different weight to each assessment score.
Multiple Regression: most scientific approach to determining how to weigh each assessment in computing a candidate's overall score.
Combining Multiple hurdles approach and Compensatory approahces:
So areas with minimum requirements should have hurdles, whereas other characteristics may be compensatory
So you can start with the hurdles, then you can weight and combine the compensatory scores at the end (after weeding out unsatisfactory candidates)
The highest scoring offered the job
So- chemist for hair products- I want technical skills and innovation(do job analysis to verify innovation), compensatory are …. (do later)
methods of selecting the final choice
Cut score: a minimum assessment score that must be met or exceeded to advance to the next assessment phase or to be eligible to receive a job offer
-Should be high enough so that the company’s new hires at least meet or exceed any minimum standards of success
Rank Ordering: Ranking candidates from highest to lowest scoring
Banding: Everyone who scores within a certain range of scores is considered to have performed equivalently and assigned the same grade:
What to note when using Ranking or Cut score?
Additional decision needed about whether to hire from the top of the list down, or create a pool of finalists from which to make a final choice
The pool can be ranked according to global or specific assessments, selected randomly or banded
Diversity
affirmative action and diversity programs need to be carefully implemented to avoid the potential for legal trouble
Don’t begin diversity attempts at the assessment stage, do it at the recruiting and sourcing stage- attract and bring in diversity first, then assess
Before extending a job offer you should:
Do background check and verify the truthfulness of the information put down
T/F: It’s a good idea to identify a backup hire in case your first choice does not take the job
True
Factors that affect the content of job offers:
- Organizational- internal equity, need to hire now vs later
- Finalist- Other good job offers available- so more attractive one needed
- Type of Job- lower-level shorter and less detailed than executive.
- Legal- EEO and affirmative action. If diversity is goal, may have to enrich the job offer to get qualified diverse applicants- like If you have trouble getting certain subgroups to accept offers- single mom latina
- External - tightness of labour market, market level for compensation
Compensation Decisons
Low job offer- below-market rewards
Competitive offer: total rewards competitive wiht market
High- above the market rewards
Maximum- the company’s best and final offer
Implicit employment contract
An understanding that is not part of a written contract
Important aspects of a legally binding (employment) contract
Offer- outlining terms and conditions for employment (and possibly deadline for acceptance)
Acceptance- Accepting party fully agrees to terms and conditions without variance/counteroffers
Consideration: promise of exchange of value- labour for pay
Contract Content
Golden Parachutes- lump sum money given in case you get let go from certain jobs. They do this so that there is no risk of issues from that let go employee
Restrictive covenants- non disclosure, non compete, trade secret agreements
Trade secrets
Any type of information, process, idea or “know how” that is not generally known and gives the possessor and advantage in the market place
Companies and trade secret litigation
Take reasonable precaustions including requiring employees to sign confidentiality, non disclosure, noncompete form
Interviewers and trade secret litigation
They should know what info is protected, and how to interview candidates
Executives and employment contracts
Contracts usually focus more on termination than employment issues
Mandatory Arbitration
Requires parties to use arbitration rather than litigation to resolve disputes
How to present a job offer
- In writing via an offer letter
- Verbally, often to facilitate negotiation before finalizing the terms in a formal offer letter
- Show your company has a unique value proposition
- Emphasising selling points of the job itself and the career development opportunities that exist
-Job rewards analysis should help identify some of a job’s most attractive tests
Negotiable Job Offer Elements
Salary
Sign-on bonuses and other one time inducements
Nonsalary bonuses- performance bonuses, severance package
Relocation expenses- house hunting
Benefits: Vacation, sick leave, and personal days number
Job-specific elements: timing o first performance review, potential raise
Job offer negotiation tips
Do not look at negotiation as an either/or proposition
Identify what you can and cannot part with
Suppress emotions
Closing the deal
For job offer acceptances: Ensure that finalist followed proper proceedures, accepted offer as written, and responded before deadline
Congratulate them and express enthusiasm on having them onboard
To begin new hire’s transition into the company, stay in contact with the new hire- encourage supervisor and college to do same
Renegotiating contracts
Likely to happen when for eg. job responsibilities change and thus employment terms and conditions may change- may be entitled to more pay and benefits
Some renegotiated contracts come simply as a letter announcing the changes
Fairness perceptions
Distributive: fairness of outcomes received
Procedural: fairness of policies and procedures that determine hiring outcome
Interactional: perceptions of the degree of respect and quality of the interpersonal treatment received
Rejecting a candidate
Do so respectfully
Distributive fairness may be seen as low, so maximize procedural and interactional fairness perceptions of rejected candidates
Can reduce negative feelings of rejected internal candidates by explaining why
When finalist rejects an offer
- Find out why and if you can negotiate
- Promptly and respectfully acknowledge rejection
Reneging
Backing out of contract after it is accepted
-Job seekers should not accept offer if they don’t wanna commit
-Employers should not pressure candidates to take offer
If the employer must renege offer/new hire because of changes in conditions (for eg.) then:
Individual often receives compensation for breaking the contract
Legal recourse after reneging
Promissory estoppel: Legal doctrine supporting the harmed party in enforcing promises made
Misrepresentation: if employer knew about reason for offer withdrawal before withdrawal was made ( eg. corporate restructuring)
Analytics: Most important metrics at this stage include:
Time to fill: # of days a job goes unfilled
Quality of hire
Cost per hire
Diversity of new hires
T/f Hiring decisions are an area thatTechnology can not outperform human judgement and interaction
T
Parts of job offer letter
Demographics: welcome to company, to fufil job positon, full time/part time basis, at pay rate of x
Pre employment: Conditional offer contingent on passing specifies background and drug tests- attached are the testing proceedures- contact hr for any queries
Closing Statement: statements on notifying that when you sign represent full acceptance of terms and conditions. Deadlines or acceptance. Positive closure- we look forward to your arrival and anticipate a productive partnership as we work towards making 4 excl’s number one.
