FInal Flashcards
(139 cards)
1
Q
If a validity coefficient has a reasonable p value, chances are good that it would yield a similar validity coefficient if the same predictor were used with different sets of job applicants.
A
P Value
2
Q
Refers to relationship between predictor and criterion scores, assessed using a correlation
A
Validity
3
Q
extent to which predictor adds value to prediction of job success
A
Practical Significance
4
Q
direction of the relationship between predictor and criterion
A
Sign
5
Q
refers to size; can range from 0 to 1.00
A
Magnitude
6
Q
where a coefficient of
0 =
A
is least desirable
7
Q
where a coefficient of
1.00 =
A
is most desirable
8
Q
Validities above .15
A
are of moderate usefulness
9
Q
Validities above .30
A
are of high usefulness
10
Q
assessed by probability or p values- another factor used to interpret the validity coefficient
A
Statistical significance
11
Q
Reasonable level of significance is p
A
p< . 05
12
Q
A significance level of p<0.05
A
means that there are fewer than 5 chances in 100 of concluding there is a relationship in the population of job applicants, when in fact, there is not (KNOW THIS)’
stated as a probability and indicates a given predictor’s chances of yielding similar validity coefficients with different sets of applicants
13
Q
concerns whether the selection measure appears valid to the applicant; potentially important to selection decision making in general, and choice of selection methods in particular if it affects applicant behavior
A
Face validity
14
Q
refers to the extent that it provides a consistent set of scores to represent an attribute.
A
Reliability- Think test-retest reliability. If you run the same test over and over will you get the same results.
15
Q
A predictor may also may also discriminate by screening out a disproportionate number of minorities and women. Any employment practice that has a discriminatory effect on a protected group.
A
Adverse Impact
16
Q
represent a significant way of estimating the economic gains that may be anticipated with the use of a new (and valid) predictor.- the economic gain derived from using a predictor versus random selection- dollar value is most difficult to estimate
A
Economic gain formula-
17
Q
refers to the bottom-line or monetary impact of a predictor on the organization.
Focuses on the monetary impact of using a predictor
Requires a wide range of information on current employees, validity, number of applicants, cost of testing, etc.
A
Economic Gain
The greater the economic gain the more useful the predictor
18
Q
simplifies process of determining scores- IS the final assessment score; inconsistent
A
Single Predictor
19
Q
Multiple Predictors
A
Compensatory model Clinincal Prediction model Unit weighing Rational weighing Multiple Regression Method Choosing among weighing schemes Multiples hurdles approach Combined Model
20
Q
scores on one predictor are simply added to scores on another predictor to yield a total score. This means that high scores on one predictor can compensate for low scores on another. For example, if an employer is using an interview and grade point average (GPA) to select a person, an applicant with a low GPA who does well in the interview may still get the job.
A
Compensatory model
21
Q
Managers use their expert judgment to arrive at a total score for each applicant. That final score may or may not be a simple addition of the three predictor scores shown in the exhibit.
A
Clinical prediction method
22
Q
Each predictor is weighted the same at a value of 1.00 - predictor scores are simply added together to get a total score
A
Unit Weighing
23
Q
each predictor receives a differential rather than equal weighting; managers and other SME’s establish the weights for each predictor according to the degree to which each is believed to predict job success
A
Rational Weighing
24
Q
similar to rational weighting in that the predictors receive different weights. however, the weights are established on the basis of statistical procedures rather than on judgments by managers or other SMEs. The statistical weights are developed from (1) the correlation of each predictor with the criterion 2) the correlations among the predictors. As a result, weights provide optimal weights in the sense that they will yield the highest total validity.
KNOW THIS:will be more precise than unit weighting if there is a small number of predictors, low correlations between predictors, and a large sample.
A
Multiple regression method-
25
how various predictor combinations are weighted is critical in determining how usefulness of the selection process
Choosing Among Weighting Schemes:
26
an applicant must earn a passing score on each predictor before advancing in the selection process. Such an approach is taken when each requirement measured by a predictor is critical to job success. Passing scores are set using the methods to determine cut scores (discussed in the next section). Unlike the compensatory model, the multiple hurdles model does not allow a high score on one predictor to compensate for a low score on another predictor.
method of setting a passing score for a job predictor would be a cost efficient method for making decisions about hiring.
Multiple hurdles approach
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may be used involving both the compensatory and multiple hurdles; process starts with multiple hurdles and ends with compensatory model
Combined Model
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P
predictor score
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w
rational weight
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a
intercept
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b
statistical weight
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is used to predict availabilities on the basis of historical patterns of job stability and movement among employees- capture the underlying workings of an internal labor market and then use the results to forecast future HR availabilities
Markov process
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Quadrants
D (False N) A (True P)
| C (True N) B (False P
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Quadrant? assessed as having a high chance of success using the predictor and would have succeeded if hired
A : called true positives because they were
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assessed as having little chance for success and would not be successful if hired
C:
| called true negatives because they were
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assessed as not being likely to succeed but had they been hired, would have been successful
D: called false negatives because they were
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assessed as being likely to succeed but would have ended up being unsuccessful performers
B: called false positives because they were
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High cut score results in
fewer false positives but a larger number of false negatives.
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Lowered cut off scores result
in fewer false negative and more true positives
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Methods to determine Cut scores
- Min Competency
- Top Down
- Banding
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cut score is set on the basis of minimum qualifications deemed necessary to perform the job- often needed where the first step in the hiring process is the demonstration of minimum skill requirements
Min Competency
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established by the number of applicants that need to be hired. Once that number has been determined, applicants are selected from the top based on the order of their scores until the number desired is reached (easy to administer, low validity, low-quality hiring)
Top Down
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refers to the procedure whereby applicants who score within a certain score range or band are considered to have scored equivalently
Banding
| scores of 91 and higher could be assigned a score of 9, 81-90 a score of 8, etc.
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Methods of Final Choice
Random Selection
Ranking
Grouping
Ongoing Hiring
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may be used to determine cut scores
Methods to Determine Cut Scores
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mechanisms by which discretionary assessments are translated into job offer decisions
Methods of Final Choice
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Each finalist has an equal chance of being selected. The only rationale for selecting a person is the “luck of the draw.”
Six names being pulled out of a hat and the finalist drawn is tendered a job offer
Random Selection
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finalists are ordered from the most desirable to the least desirable based on results of discretionary assessments
Person ranked first is most desirable and person ranked last is least desirable (not viewed as failures)
Ranking
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inalists are banded together into rank-ordered categories.
The finalists are grouped according to whether they are top choices, acceptable, or last resorts.
Grouping-
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Hiring all acceptable candidates as they become available for open positions
is most common in organizations with very high turnover rates.
Ongoing Hiring
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- used to narrow down the lists of finalists to those who will receive job offers; sometimes all finalists will receive job offers but other times there may not be enough positions to fill for each finalists to receive an offer
Participation of line managers are needed
Discretionary methods
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These methods are used to answer the following question: Among those who meet the minimum qualifications for the job, who are the most likely to be high performers if hired? In other words, these methods are used to predict which applicants, if hired, will be the best performers. the validity of substantive assessment methods is critical.
are used to make fine distinctions among applicants, the nature of their use is somewhat more involved than that of initial assessment methods.
-Like initial assessment methods, substantive assessment methods are developed using the logic of prediction
Substantive methods
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Required elements of a contract
| CAO
Offer
Acceptance
Consideration
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usually made by employer and is composed of the terms and conditions of employment desired and proposed by the employer
Terms must be clear and specific enough to be acted on by the officer receiver
Offer
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offer must be accepted on the terms as offered
If employer offers salary of $70,000/year, the offer receiver must either accept or reject that term
Counteroffer is not an acceptance
Acceptance:
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entails the exchange of something of value between the parties to the contract
Usually involves an exchange of promises; Employer promises to provide compensation in exchange for labor.
If any one of these is missing, there is no binding contract.
Consideration
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are favored over oral ones- can take many forms and may all be legally enforceable
Written Contracts
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Written contracts procedures:
May be construed as contract- letter of offer and acceptance, statement of job
Does the company mean to be held to this?
Where appropriate, avoid using words that imply binding commitment.
Make sure all related documents are consistent with one another.
Always have a second person review what another has written.
Look at the entire hiring procedure.
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may be every bit as binding as written contracts
Oral contract
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Oral contracts exceptions
One year rule
| Concepts of parole evidence
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contract cannot be performed or fulfilled within a one-year interval is not enforceable unless it is in writing
One-year rule
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pertains to oral promises made about the employment relationship
(ex: “I was promised I wouldn’t have to work on the weekends”)
Should be used with extreme caution
Concept of Parole evidence:
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Oral or written statement explicitly limiting an employee right and reserving that right for employer
Disclaimer
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Reccommendations for enforcing disclaimers
Clearly stated and conspicuously placed in appropriate documents.
Employee should acknowledge receipt and review of the document and the disclaimer.
Should state that it may be modified only in writing and by whom.
The terms and conditions of employment, including the disclaimer, as well as limits on their enforceability, should be reviewed with offer receivers and employees.
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Extending a job offer contingent on certain conditions being fulfilled by offer receiver
Contingencies
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Examples of contingencies
Passage of particular test, such as licensure exam (CPA, bar exam)
Passage of medical exam, including alcohol, drug/screening tests
Satisfactory background and reference checks
Proof of employability under the Immigration Reform and Control Act (IRCA)
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Other Employment Contract Sources
Employee handbooks
Oral statements made by employer representatives
68
Potential legal claims
| of unfulfilled promises
Promissory estoppel
| Fraud
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an attempt by the organization to induce the offer receiver into the establishment of an employment relationship. Assuming that the offer is accepted and that consideration is met, the organization and the offer receiver will have established their relationship in the form of a legally binding employment contract.
Contingency of job offers-
70
contract provides certainty to both the new hire and the organization regarding the length of the employment relationship; both parties decide and must abide by an agreed-on term of employment- organization can terminate prior to expiration for “just cause”- has a definite ending date
Fixed Contracts
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no definite ending date- decision about duration is intimately related to the employment-at-will issue
Indeterminate-terms
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plans provide employees ownership opportunity and the opportunity to increase their income as the value of the organization increases- only private sector
stock options either an incentive stock option or a nonqualified stock option are most commonly used long-term variable pay plan
Long term benefits
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is a temporary pay premium added to the regular base pay to account for a temporary market escalation in pay for certain skills in extreme shortage.
Should clearly indicate amount of base pay that constitutes the premium, length of time the premium will be in effect, and the mechanism by which premium will be halted or phased out
Hot skill premium
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premium given based on education. An additional pay if you had the education for it
Key skill Premium
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used to exacerbate limited supply availability, for applicants in the limited supply pool will likely have many job offer alternatives
Tight Labor Markets
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Tight Labor market outcomes:
If the labor market is tight and applicants are difficult to come by, realism may not be an effective message, because to the extent that applicants self- select out of the applicant pool, fewer are left for an employer to choose from.
Offers in higher cost
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organization will be in a position to provide standard offers, and ones that are LOWER in cost
Ease of leaving is greater when markets are loose
Loose labor market
78
individually negotiated, concerns issues unique to specific employee, is mutually beneficial for the employee and the employer, and varies in its scope
The main goal here is to strike an integrative or “win-win” arrangement in which both the employer and the employee expand the terms of the negotiation process to capture positive outcomes that benefit both parties
Ask “What” employees get (variety of different work and benefit items)
Idiosyncratic deal-
79
Restrictions on Employees
Confidentiality clauses
| Noncompete Agreement:
80
prohibit current or departing employees from the unauthorized use or disclosure of confidential information during or after employment.
Confidential information is any information not made public and that gives the organization an advantage over its competitors (ex: trade secrets, customer lists, secret formulas, manufacturing processes, marketing and pricing plans, and business forecasts)
Confidentiality clauses
81
seeks to keep departed employees from competing against the organization
Noncompete Agreement
82
Search firms that operate on a ______ are paid regardless of whether a successful placement is made. The advantage of operating this way, from the hiring organization’s standpoint, is that it aligns the interests of the search firm with those of the organization
retainer
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Negotiated items during a job offer:
payment for relocation costs, flexible work schedules,
| early salary reviews with the possibilities of increases.
84
acceptance of offer by one person means that the organization will have to reject others- should be done promptly and courteously and keep records of rejects (necessary for legal purposes)
By the Organization:
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when the receiver rejects the job offer, the organization must whether to accept the rejection or extend a new offer to the person
By the Offer Receiver
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Who sends or receives rejection letters
Organization
| Offer reciever
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organizations rescind offers extended, and receivers rescind offers accepted
Renegaging
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Orientation planning:
HR is responsible for design and conduct of the orientation
Will seek close coordination of actual orientation activities
Schedules with newcomers’ supervisor
Organization’s first opportunity to welcome new hires and to emphasize the opportunities it can provide
Overview of company history, mission/purpose, and principles
Multiple presenters discussing various operating divisions
Brief overview of key policies and procedures
More voluminous written materials for employees to refer back to
89
is a claim made by an injured party (coworker, customer, client, or the general public) against the employer. The claim is that an injury was the result of the employer hiring a person it knew, or should have known, was unfit and posed a threat of risk.
Negligent hiring
90
Opportunity for Employee to Get Settled (60 days in length)
Stabilizing period where employee:
Settles into their new position and team
Learns about the company and starts to feel productive
Develops friends and personal relationships with coworkers—starts to belong and socialize
Becomes effective and productive
Nesting
91
Terms and conditions that the organization states the employee is entitled to upon departure from the organization constitute severance packages
Severance
92
Components of a severance
Generally ends employment relationship
Guarantees employees neutral or favorable behavior
Typical components
Affirming the type of exit
General release (versus a mutual release)
Affirmation that company has done no wrong & EE will not bring claim
Consideration period
Revocation period
93
refers to how the organization structures itself to conduct HR and staffing activities, often within HR department
Organizational Arrangement
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The role and nature of staffing policies and procedures in administering the staffing function are explained, as is the use of human resource information systems (HRISs) to enhance efficient operation of staffing systems.
HRIS
| Human Resource Information Systems (HRIS)-
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Functions of HRIS
Can track critical processes and outcomes involved in staffing, efficacy of policies and procedures with accuracy
At its bones, is the HR database for employees
Manages demographics, payroll, and all employee-related information
May not include HRIS functionality
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HRIS Processess
```
Legal complaince
Planning
Job analysis
External recruitement
Internal recruitment
Final match
Staffing systems managment
Retention
```
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Entirely focuses on staffing (or recruiting) process
Can be integrated with popular social media
houses information on job openings, prospective candidates, hired candidates, recruiter assignments, source codes, histories of requisition activity and applicant flow steps (and data) in the hiring process.
Applicant Tracking System (ATS)
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Refers to contracting out work to a vendor or third-party administrator. (ex. Drug testing, assessment centers, temporary employees, background checks)
Outsourcing
99
Benefits of outsourcing
Require consideration of organizational strategy, size of the organization, and skills required
Benefit: frees the internal HR department from performing day-to-day administrative activities that could be more efficiently managed by an external organization
100
Outsourcing costs
still need a recruiting coordinator
weak understanding or organization
difficult to control brand
101
In house sourcing costs
Can be slow or bureaucratic
Dislikes metrics
RIFs in low volume
Can be expensive
102
Outsourced Benefits
```
solid experience, typically
is numble
scalable (no need for RIFs)
can do screening and staff entry level roles well
runs on metrics
```
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In house Benefits
Protects employment brand
Integrates org's values & culture
Direct control
Typically higher-quality recruiters
104
Contractor may be 3rd party EE
Ex: Temp Receptionist thru AccountTemps
To me, receptionist is a contractor
To receptionist, contract is with accountTemps
Basic info on task maybe given (by me) directly to the receptionist
Temping
105
Training, Coaching, and Directing a 3rd Party EE
Basic information regarding how to complete a task can be conveyed directly to the 3rd party EE
Feedback on performance must be conveyed to the contractor
Interrogating and coaching the 3rd party EE for misconduct must be done through the contractor
Danger is Becoming “Joint Employer”
106
Contractual
• Definitive start date and end date
• Specific terms for cancelling the contract (or terminating it before the end date)
• Typical of temporary workers, independent contractors, and organized employees (under CBA)
Contractual
107
Types of Contractual Employees
Technical & Specialty Workers
Recruiters, IT helpdesk EEs,print designers, etc.
Basic, Front-Line Workers
Receptionist, clerical EEs, warehouse EEs, etc.
Employees Who Don’t Need to Represent
Corporate Culture
108
interactions among team members and individuals and groups who are not part of the team
Boundary Spanning
109
the target employee population is split in half, and the new HR program is initiated with only one of these halves.
Split-sample analysis-
110
Staffing managers can compare Long-run data on a single business unit’s effectiveness before and after a change has been initiated. This is called simply put, a measure of change.
Longitudinal analysis-
111
used for data analysis since the proposed model is a simultaneous system of equations having latent constructs and multiple indicators
Basically a software application where HRIS professionals can easily track EEs
LISREL-
112
Types of staffing metrics
Time to fill
2nd interview
Candidate Attrition Rate
113
Period of time from when recruiting was notified to when the selected candidate starts (speed hiring = less money wasted ) ( vacancies = loss of productivity/ revenue)
Time to fill
114
Number of candidates receiving interview with hiring manager before one is selected. (executive salaries) (understanding of job and culture)
2nd interview selection ratio
115
rate which candidates drop out of process (Ability to sell the position) (90 day retention- (predictors)
Candidate Attrition Rate
116
How to calculate Number of positions filled:
straightforward count of the number of individuals who accepted positions in the fiscal year- data collected for both internal and external candidates
117
How to calcultate time to fill
estimated by assessing the number of days it takes for a job requisition to result in a job acceptance by candidate
118
sum of advertising, agency fees, employee referrals, travel costs for applicants and staff, relocation costs, and pay and benefits for recruiters- indexed by dividing by the number of positions filled
Hiring cost estimates:
119
estimated by dividing the number of separations per month by the average number of individuals employed each month and then taking the sum of these average month rates- often differentiated based on whether they represent voluntary or involuntary turnover
Annual turnover rate
120
takes into account that recruiting applicants for jobs with a higher compensation level might cost more due to such costs as executive search fees, recruitment advertising, relocation, etc.
total staffing cost ratio= total staffing costs/ total compensation recruited
Staffing costs or efficiency ration calculations
121
A neutral person (mediator) from within or outside the organization helps the parties negotiate a mutually acceptable agreement. Mediator is trained in mediation methods. Settlement is not imposed.
Mediation
122
A neutral person (arbitrator) from within or outside the organization conducts formal hearing and issues a decision that is binding on the parties.
Arbitration
123
PEO
Professional Employer Organization (PEO)
124
initiated by employees intention to quit; depends on three general factors: perceived desirability of leaving, perceived ease of leaving, and alternatives available to the employee
Voluntary turnover:
125
potentially could have been prevented by certain organization actions, such as pay raises, new job assignments
aVOIDABLE
126
epresents employees who quit organizations that probably could have not been prevented, such as people who quit and withdraw from the labor force through retirement or by returning to school (ex: new career, health problems, child care, returning to school)
Unavoidable
127
Turnover initiated by the company
lnvoluntary turnover
128
aimed at individual employee due to discipline, job performance problem
involuntary turnover potentially more costly than a similar level of voluntary turnover: possibility of a lawsuit
IN SUM: discharge is more costly and unpleasant than involuntary turnover and voluntary turnover
Discharge
129
targets groups of employees, also known as RIF reduction in force- organizational restructuring or cost reduction program to improve organizational effectiveness)
Downsizing
130
- formally planned and conducted interviews with departing employees.
used to explain things like rehiring rights, benefits and confidentiality agreements.
Look at overall results to look at patterns that emerge from interviews
Important to conduct them carefully: reasoning for employee turnover differs from anonymous surveys to exit interviews
Could say they are leaving for higher pay but in reality are leaving for poor work conditions and managerial problems
Exit Interview
131
covers same areas as exit interview and sent shortly after employee’s last day
Post-Exit Surveys
132
elps discover the types of job rewards that are most dissatisfying to employees and might therefore become reasons for leaving
Employee Satisfaction Survey
133
Visiting with employees to see what keeps them with the company
“Stop-Start-Continue” discussion
Stay Interviews
134
Stay Interview motto
STOP START CONITNUE
135
Types Intrinsic rewards
Assign employees to jobs that meet their needs
Provide clear communication
Design fair reward allocation systems
Ensure supervisors provide a positive environment
Provide work/life balance programs
The strategic approach to job offers involves considering the total package of extrinsic and intrinsic rewards that the offered job will provide to the finalist
136
Adverse impact has occurred if the hiring rate of a protected class is less than 4/5 (80%) of the majority group
4/5 rule
137
Most common in AZ
Either party can terminate the relationship
Only CEO can change status- ONLY in writing
At will Employemny\ent
138
Paid hourly, subject to overtime, minimum wage, etc
non exempt
139
Green Mountain Resort-
Basically there was high turnover. Did they solve it? Yes and no.
They promised rapid career development
It was a small resort with golf, tennis, and, most notably, skiing—on machine-made snow for the most part—set in the Appalachians
Embraced turnover rather than being scorn
