EMPR FINAL Flashcards
JA has an important role in ___ functions, what are they
staffing functions: recruitment and selection
big decisions up front
- why are you doing the JA
- what kind of method will you use
- what sources of information are available to you
- how will you collect and analyze data
why are we doing JA
- foundational to many different functions
- tells us what knowledge and skills do our best performers possess
- shows what differentiates excellent from average/poor performers
- compensation, more/unique KSAOs more $
- context (ex. covid)
what is the best strategy
no one right way, it’s how we explain how we’re using that info
can make an argument for any strategy depending on how we’re applying and explaining it
collect new info
observation
participation
interviews
conducting a JA interview
interviews are an integral part of collecting job information; we want to collect info from ppl who know the job well
can be structured, unstructured, or semi-structured
what is the better interview statistically
structured statistically superior to unstructured
structured =
essentially standardizing the experience for all interviewees
beneficial bc it allows us to look across interviewees and make direct comparisons
semi structured =
having a skeleton but having times in the interview where you diverge- recognizing it’s important to have a core set of questions but going off course is organic
crafting the interview protocol (outline)
OPDGS (otis prefers doing good stuff)
(O)
outline planned topics and questions, arrange in tentative order
- with topic, come up with questions that seem relevant
- start with more general questions, funnel down to more challenging, complex, sensitive questions
(P)
permit enough time to draft, edit, redraft the protocol; consider pilot testing
- edit with an eye toward identifying/eliminating questions that will yield socially desirable answers
(D)
don’t cram the agendy; identify key/critical questions vs optional/nice to have
- don’t spend time on questions you can find out on your own time
(G)
generally we want to focus on open-ended questions, but there can be a place for closed
(S)
selecting SMEs
- if SME is large, could randomly sample or conduct stratified random sample; advantage is no selection bias
- if SME is small, can we interview everyone
most interviews will likely be ____
semi structured;
prepare a list of questions to frame the interview
interview structure “funnel”
begin with social pleasantries
move to relevant non-threatening questions
examine + topics before -
demographic questions
short, easy, relevant question
“ what would you like to tell prospective candidates about this job”
thank them
why leave demographics to end in structured interview funnel
sometimes they raise people’s hackles because they feel like it might identify them, sometimes people worry when discussing controversial things, they don’t want to be linked back to that so it’s important to establish a rapport first
- it’s acceptable to change things around during interview depending on how it goes in early stages
conducting a JA interview (4 steps in coloured picture)
conduct background job research
- collect current JA/ description
- ONET
familiarize with jargon
introduce self to SMEs and informed consent
- ensure they know why you’re doing interview and JA
- let SMEs know how the info is being used
develop rapport; being with broad questions
- “please describe a typical day on the job”
- “please describe the work environment”
funnel to more specific clarification questions
- “you mentioned xy is important to the job, what skills are needed for that”
things to keep in mind when interviewing
- some interviewees may be guarded, want to establish trust
- keep in mind motivations may vary; underreport or overreport
- consider and be sensitive to context (ex. COVID)
- be prepared, confident not arrogant
- say thank you to SMEs for time and energy
- collect info from representative demographic
role of the interviewer
Do homework; research job, organization before interviewing
Create a positive first impression (dress, body language, emotional display)
Arrive early; review agenda and interview protocol
Seek permission to record / take notes
Assure interviewee confidentiality (i.e. do not use names or identifying characteristics in notes/reports)
Strike the “right” tone – knowledgeable yet humble and open-minded
Rephrase / reiterate key points; follow-up on confusing or unclear points
At conclusion, take time to review the agenda
Formally thank the interviewee
Follow-up with a written note (email is fine)
3 main staffing functions
recruitment
selection
placement
staffing
Involves attracting people to the organization & placing them in jobs where they’ll be of benefit to the organization
recruitment
process of enticing people to apply for and accept employment at our organization
goal is to recruit a large highly qualified pool
Usually involves getting people from outside the organization to apply for a job inside the organization
can be from both inside and outside the company
(can pursue an internal or external strategy)
selection
process used to choose who to hire from a pool of applicants
Involves choosing people to hire from among the pool of job applicants
DIFFERENTIATE BETWEEN PPL
can be difficult
placement
About choosing the right job or position for the person & taking the necessary actions to smooth the transition of the hired individual from an outsider to a productive employee
job specification
A written description of job requirements
They offer a way of communicating what the organization’s looking for
typically written from the job description
A decent job description will provide what
a descriptive job title & a description of the purpose & major duties of the job
ASA model
attraction, attrition, selection
organization in middle
arrows pointing both ways
processes are connected; organization itself making people feel they fit
how does a large pool of employees benefit an organization in terms of recruitment
-more ppl to chose from
- buyer’s market; variety that allows you to find best person for the job
more options, more likely to make better selection
recruitment avenues: external
new perspective, culture shift
- ads
- search firms
- referrals- tend to yield high quality candidates but also we tend to form connections with those similar to use so have to be careful about demographic
- career fairs
employee agencies
recuitment postings/job descriptions overarching purposes
- notify candidates about job opening
- entice them to apply
- inform candidates of job requirements and nature of job (should entice and screen)
effective job descriptions capture these components
job title
job purpose
job duties and responsibilities
required qualifications
working conditions
why do we want to provide a realistic preview of job (RJPs- realistic job previews)
ppl will stay if they have a better idea of what job is really like, less of a shock
JA helps us to clearly establish job requirements by highlighting critical tasks and KSAOs
___ is an important part of the testing process
test validation
- is there a strong relationship between test scores and job-relatedness outcomes of interest
law tells us that if we can make a job-relatedness argument for why we’ve tested particular KSAO then it’s appropriate to test for it
performance appraisal
mechanisms used to evaluate how well employees are meeting job requirement (as defined by JA)
helps make personnel decisions
in order to be effective, performance managementsystem (appraisal) should meet a number of criteria
valid
reliable
voice
performance interconnectivity
frequent
training
consequences
consequences (equation)- performance appraisal
M = V x I x E
valence x instrumentality x expentancy
motivation is a function of these
various rating formats for rating job performance
graphic rating scales
- focus on rating traits and general work behaviours
- tends to be favoured; easy
forced choice scales
- rater given several statements that could apply to employee behaviour
- positive side- removes bias
- negative side- forced to pick, managers don’t love this
behaviourally anchored rating scale (BARS)
- take general behaviours and they anchor ratings; help understand what ratings mean
- helps to remove some ambiguity we see in general scales
rolls royce of scales (best)
behaviour observation scales (BOS)
- relies on behavioural statements too
- focus on specific items rather than overarching categories
why is BARS best
behaviourally anchored rating scale
- clear standards
- consistent and reliable results
- job-related behavours (valid)
- impartial
disadvantages of BARS?
could be too specific
time and resource demanding
when we deliver performance information, research tells us there are some things we can do procedurally to help the process go well:
adequate notice (and timely feedback)
fair hearing
evidence
what is a competency
the abilities, skills, knowledge, motivations, and traits needed for successful job performance
the observable behaviours needed for successful performance
why use competencies
proficiency levels
sample behaviours
more equitable feedback
