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Staffing > Exam 3 > Flashcards

Exam 3 Flashcards

1
Q

Be able to calculate, understand, and interpret z scores.

A

Z-Score = (raw score – mean) / standard deviations

  • The z-score is essentially a calculation of how many standard deviations a raw score is away from the mean
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2
Q

Why are measurement and statistics so important to staffing?

A

Because talent analytics are based on scores which are obtained from measures

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3
Q

What are the four scales of measurement?

A
  1. Nominal
  2. Ordinal
  3. Interval
  4. Ratio
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4
Q

Nominal scale

A

exist when the scores represent simple categories but provide no additional information

  • Ex. Gender, race, or country
  • Scores only tell us which category something is from
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5
Q

Ordinal scale

A

provide slightly more information, telling us about category membership and rank order

  • Ex. Forced-ranking performance assessment programs, school grades, or “top ten cities”
  • These scales don’t tell us whether the differences between each rank are the same
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6
Q

Interval scale

A

account for both rank order and ensures the differences between each rank order are the same

  • Ex. Common 5-point or 7-point scales used in surveys and performance management systems
  • These scales do not have a true zero
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7
Q

Ratio scale

A

possess all the characteristics of an ordinal scale, but also include a true zero point

  • Ex. Money, temperature, or weight
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8
Q

Understand why scales that provide more information are more valuable for staffing.

A

the more information provided by a measure, the more insight that we have into the concept, the better distinctions we can make, and the more sophisticated analytical models can be used to make predictions

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9
Q

Describe how correlations are used in selection to estimate criterion-related validity?

A
  • correlation measures the relationship between 2 variables and is used to assess validity to evaluate how accurately a test measures the outcome it was designed to measure (between a predictor and outcome)
  • concurrent = present
  • predictive = future
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10
Q

What is selection?

A

refers to the strategies, processes, methods, and practices used to assess applicants on the job- and organizationally related KSAOs

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11
Q

Why is selection strategically valuable? (S.I.C.E.E)

A
  • it shapes the nature of talent resources
  • implements the firm’s strategy to drive competitive advantage
  • changes or reinforces the company culture
  • effects of selection are difficult and costly to duplicate
  • enhances analytics and quantitative insights
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12
Q

What is the basic logic of selection?

A

A process to assess those applicants in order to determine who meets or exceeds qualification standards and thus should receive job offers

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13
Q

How is “selection” a bet on the future?

A

Based on the incomplete and imperfect information available today

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14
Q

What is validity?

A

Accuracy- are you measuring what you’re actually trying to measure?

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15
Q

What are the 3 types of validity?

A
  1. criterion-related
  2. content
  3. construct
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16
Q

Criterion-related validity

A
  • Empirical relationship between predictor and outcome (criterion) variables. Usually estimated using correlation/regression
  • Ex. Wanting to know if a college entrance exam will predict future academic performance… first semester GPA would serve as a criterion-related variable since it is an accepted example of academic performance.
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17
Q

Content validity

A
  • Expert judgment about the conceptual overlap between predictors and outcomes
  • how well a test covers all of the relevant parts of the construct it aims to measure
  • Ex. Taking a driving test to obtain your driver’s license
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18
Q

Construct validity

A
  • Whether scores on some assessments represent the underlying attribute they are intended to represent.
  • Ex. A measurement of the human brain; to measure intelligence
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19
Q

What are predictors?

A

(selection methods)
- Provide scores about latent talent used for predicting performance outcomes
- Ex. Sign and samples

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20
Q

What is criteria?

A

Standards to measure candidates to determine whether or not they have the qualifications to perform the job

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21
Q

How are predictors and criteria related?

A

To determine the quality of hire

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22
Q

What are the 7 steps of selection?

A

1- identify desired talent
2- ensure compliance w/ legal and political guidelines
3. determine cultural influences
4. determine selection methods
5. structure the selection process to balance trade-offs
6. make selection decisions
7. evaluate the selection process

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23
Q

What are the 2 predictor methods?

A
  • sign; homogeneous
  • sample; heterogeneous
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24
Q

Sign KSAOs

A

homogeneous
- cognitive ability
- knowledge and skill
- personality
- work interests, styles, and values
- biodata
- fit
- situational judgment test

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25
Q

Sample KSAOs

A

heterogeneous
- situational judgment test
- interviews
- assessment centers
- work samples
- simulations

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26
Q

Why do signs and samples matter?

A

Provides information on an associated dependent (Y-axis) variable regarding a particular outcome

Sign= usually self-reported surveys
Sample= behavioral simulations

27
Q

What does it mean to say the best predictor of future behavior is past behavior?

A

Suggests that a person’s previous actions and behaviors are a strong indicator of how they are likely to behave in the future

28
Q

What types of predictors are based on “future behavior is past behavior” principle?

A

Interviews: (behavioral and situational questions)

Simulations: (situational judgment tests, assessment centers, work samples)

29
Q

What is cognitive ability?

A

Refers to how well individuals can manipulate, process and remember data

30
Q

What does cognitive ability predict?

A
  • Job performance
  • Occupational “prestige”
  • Salary
  • Promotion rate
  • Basically, every desirable criterion of interest!
31
Q

Cognitive ability is among the highest validities of anything we use, so what is the problem with using them?

A
  • Cognitive ability often produces larger demographic mean differences than nearly any other test
  • Using the “most valid” test will result in lower diversity
32
Q

What is personality and how is it used in selection?

A

Consistency in behavior and people’s personalities are set

33
Q

Why is personality related to performance?

A

Adverse impact tends to be low

34
Q

What is the five-factor model? Be sure to describe and give examples of each trait.

A
  • Neuroticism (emotional stability) - refers to one’s level of emotional instability, anxiety, and negative emotionality
  • Extraversion - This trait refers to one’s level of sociability, assertiveness, and positive emotionality
  • Agreeableness - refers to one’s level of cooperativeness, kindness, and empathy
  • Openness to experience – willing to try new experiences
  • Conscientiousness - refers to one’s level of organization, self-discipline, and responsibility.
35
Q

What is the underlying logic of the interview?

A
  • Past behavior is the best predictor of future behavior.
  • If interviews ask Qs to gauge applicant’s level of competence on job-related KSAOs (from job analysis), then this maximizes the capture of job-relevant info and minimizes time spent on irrelevant Qs
36
Q

Why are interviews so frequently of poor quality?

A
  • Not properly developed and administered to be structured and streamlined across candidates, such as basing interview Qs on job analysis and asking the same Qs of all applicants.
  • Interviewers are not trained and process fails to use multiple interviews and interviewers
37
Q

What is interview structure?

A
  • ask same Qs for all – minimal deviations from the Qs
  • minimize use of prior info (such as interviewer knowing the details of schools attended, experience, socioeconomic factors, etc)
  • Use behavioral rating scales
  • Interviewers are trained
38
Q

How does Structure interviews relate to validity, diversity, etc.?

A

the most valid predictor method, also most accurate, consistent, legally defensible, and able to reduce bias and discrimination

39
Q

Behavioral interview questions

A

(experience-based), ask Qs about past behavior, validity .30+

Example: Tell me about a time you… (teamwork, problem solving, etc.)

40
Q

Situational interview questions

A

ask Qs about a hypothetical behavior, validity .25+

Example: Imagine you were in a situation where…How would you handle it?

41
Q

Job knowledge interview questions

A

ask Qs about specific job skills, validity .25+

Example – How do you develop a presentation using x software? Talk about processes, program-specific knowledge, etc.

42
Q

What do interviews measure?

A
  • general cognitive ability
  • knowledge and skills
  • personality, social skills
  • interests/preferences
  • org fit
  • physical abilities
43
Q

What kinds of KSAOs should we use interviews to measure?

A

Interviews should be used to measure JOB-RELEVANT KSAOs (from job analysis)

44
Q

How strongly correlated are the different types of interview questions?

A

Almost zero correlation! (between situational and behavioral)

We know behavioral interviews predict better

45
Q

What kinds of interviews do applicants/managers tend to prefer? Why?

A

tend to prefer UNstructured, so it is important to explain why a structured interview is being used

Why they prefer unstructured – feel like they can’t get to know people on a personal level, very boring to ask the same Qs over and over to different candidates

46
Q

Know (very well!) the guidelines for conducting effective interviews.

A

5 best practices:
- Base Qs on job analysis
- Ask same Qs
- Train interviewers
- Use Systematic & Behavioral scoring
- Multiple Interviewers & Interviews

47
Q

Describe the basic purpose and logic of simulations.

A

tests are SIGNS of behavior, simulations are SAMPLES of behavior.

48
Q

What is fidelity?

A

applicants complete similar/identical tasks to those required on the job

Higher fidelity = higher validity

49
Q

How does fidelity factor into our discussion of simulations?

A

lower fidelity = situational/judge
higher fidelity = work sample

50
Q

What is a situational judgment test (SJT)? Do you understand the key characteristics of SJTs, validity, etc?

A

SJT – present applicant with work-related situation, ask how they will handle it

Example: Coworkers are not doing certain tasks that are needed to get done. Would you: A) Perform tasks yourself, B) Tell your boss, C) Convince coworkers to split up the tasks. Correct answer would get +1 points, others would get 0 or -1

51
Q

What is an assessment center?

A

applicants participate in multiple exercises (avg of 5), each exercise measures multiple competences (avg of 10). Raters evaluate the competences across exercises.

52
Q

Give some examples of different assessment center methods.

A
  • In-basket
  • Leaderless group discussion
  • Roleplay
  • Mock presentation
  • Business game
53
Q

What is the distinction between exercises and dimensions?

A
  • exercises ARE the methods to elicit info about the candidate’s level of the desired behaviors/competencies
  • dimensions ARE the KSAOs/competencies
54
Q

What are the most common exercises used in selection?

A
  • work samples
  • gamification
55
Q

What are the most common dimensions measured in assessment centers?

A
  • interpersonal skills
  • communication (oral & written)
  • motivation & achievement
  • persuasion & influence
  • organization & planning
  • problem solving
56
Q

What is the validity, diversity, legal issues, etc., of assessment centers?

A

Pros: high validity 0.30+, adverse impact is lower, candidate experience is favorable

Cons: can be expensive to develop/administer, can look dated very quickly

57
Q

Be familiar with the guidelines for effective use of assessment centers/simulations.

A

6 best practices

1-Predictor method gives scores that are construct valid and reliable;
2-Predictor method gives scores that are job-related;
3-Use multiple Qs/items that are the same across applicants;
4- Qs are understandable and instructions are clear;
5-When assessors are used they are: trained, multiple, avoid prior info, held accountable for ratings;
6-Continually monitor scores of assessments for reliability and validity

58
Q

Explain compensatory

A

best used when high scores on one predictor are the most important factor and can trump or make up for low scores on another predictor

Advantages: minimizes errors, optimal predictor combo bc can use regression, very flexible
Disadvantages: must have large sample size, must assess all applicants on all predictors

59
Q

Explain noncompensatory

A

(two types: multiple cutoffs or multiple hurdles)
Multiple cutoffs – best used when you must cut people who score too low on certain predictors due to legal/safety reasons
- Adv: narrows applicant pool to only those minimally qualified, easy to use and explain, low cost/efficient, sometimes ADA compliance
- Disadv: only identifies those with minimal qualifications, must assess all applicants on all predictors

Multiple hurdles – best used when KSAOs are not compensatory or training is infeasible
- Adv: Same as multiple cutoffs but even less costly, and only assess candidates who pass earlier hurdles
- Disadv: need established validity of each predictor and justify cutoff for each, increased time required for implementation

60
Q

Understand the benefits of using regression for selection decision making. What are the limitations or potential risks with using regression?

A

Benefits – it is the best way to combine the result of multiple predictors to predict performance (better than human experts!); can help to identify the most important predictors out of a set

Limitations/risks of regression – bc it’s only based in statistics, it doesn’t account for possible adverse impact or cost of using certain predictors

61
Q

Why is the best approach a hybrid of rational (expert judgment) and empirical (regression) approaches?

A
  • Uses regression first to identify the most important predictors
  • and then use expert judgement to identify which of those chosen predictors have issues that make them less desirable to use
62
Q

Understand the logic of cut scores, and how raising/lowering a cut score will affect the number of true positives, true negatives, false positives, and false negatives.

A
  • Setting cut scores means there is a certain minimum score applicant much reach to be considered for the job
  • Pro of raising the cut score: decreases false positives (people who would be hired but can’t do the job)
  • Con of raising the cut score: increases false negatives (people who you don’t hire but could have done the job)
63
Q

Why should we generally avoid setting cut scores?

A
  • Cut scores are a major concern for legal reasons – adverse impact
64
Q

When are cut scores sometimes necessary?

A
  • Cut scores should be used when there are minimal qualifications for safety or legal reasons, or when there are large # of applicants who will never be hired

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