L4: Selection I Flashcards
1
Q
why did Sackett do a meta analysis?
A
the paper corrects past overestimations of selection tool validity and provides new guidance.
2
Q
What seleciton tests are the best predictors according to Sackett?
aka what are their main findings
A
Structured interviews, job knowledge tests, and work samples are now considered the most valid
3
Q
what is the validity diversity tradeoff in personnel selection?
A
a challenge in personnel seleciton where the most predictive hiring tools (high validity) often lead to lower diversity in the workplace
4
Q
what is the importance of variability in validity estimates?
A
Employers shouldn’t just pick the tool with the highest average validity—they need to check if it works consistently across different jobs and organizations.
5
Q
in what 2 ways should the applicants fit a job?
A
- person job fit (abilities & skills fit)
- person organisation fit (values & personality)
6
Q
what do applicants find most important in an advertisement?
A
- job description
- salary
- key responsibilities
- career prospects
- closing date
- company details
- location
- experience needed
7
Q
what are some findings on the effects of job ads?
A
- content of job ads affects organisational attractiveness perceptions of experienced job seekers more than inexperienced job seekers
- peripheral cues (like attractiveness of employees shown in ads- affected the org perceptions of inexperienced job seekers more
8
Q
what is the importance of realistic job previews?
A
- if ppl have inflated job expectations, more likely to become dissatisfied & quit
- so provide realsitic info to job applicants
this reduces turnover, attrition during seleciton, and is associated w better performance (although can reduce applicant acceptance)
these positive effects of RJPs are smaller in low complexity jobs
9
Q
how can you improve completion rate of selection procedure? why is this important?
A
- ask fewer questions in online applications
- use AI & automatic tracking system to obtain info from application process (like dropout rates) to improve further
important cause 60% of ppl quit in the middle of filling out the job application so can lose top talent
10
Q
why are applicant perceptions in seleciton procedure important to manage?
A
- key role in recruitement cause negative views = good candidates might be lost
- negative attitudes affect motivation & performance at the interview (or in tests) & truth propensity
- face validity essential here
11
Q
which selection procedures do candidates like & dislike?
A
like: work samples, unstructured interviews, interviewers who show high positive non verbal behaviour (smiles, nods etc)
dislike: tests
12
Q
what affects applicants perceptions of fairness?
A
the outcome (like job offer)
- if seleciton decision is in favor of the candidate they perceive it as fair & vice versa
- if there is inherent unfairness (like less time for test) then only perceived as unfair if candidate does not get the job
so fairness very intertwined w self interest
13
Q
what is screening?
A
earlier stages of selection process
14
Q
what are 6 methods of screening?
A
- social networking websites (SNWs)
- recommendations
- reference checks
- biodata
- CV
- honesty/integrity tests
15
Q
what are Social Networking Websites?
A
- like Linkedin & facebook
- especially relevant for young graduates cause recruiters have limited background info
- professional SNWs: info about person job fit (KSAs)
- personal SNWs: info about person org fit (personality)
16
Q
which KSAOs can screening of SNWs provide?
A
current research shows construct validity evidence of the following:
- big 5
- narcissism
- cognitive ability
other KSAOs that can be measured: still needs to be tested w research: job relevant background, language fluency, network ability & social capital, communication skills, leadership, persuasion etc
17
Q
what are the issues with SNWs (social networking websites)?
A
- just because the info is there does not mean it’s always useful
- Screening with SNWs is often not done in a structured way (like no criteria used for assessing the content, (just casually screening pass/no pass), content presented is not consistent, some applicants have no SNWs)
- Info distortion (ppl may not present themselves honestly) and some info may be job irrelevant
- A lot of personal info can be found on SNWs, which could activate stereotypes
- Some evidence of criterion validity with academic performance but not with job performance
18
Q
what are recommendations?
A
- opinions of relevant others to help evaluate what & how well an applicant did in the past
- about employment & educaiton history, evaluates character, personality, interpersonal skills, evaluate job performance ability)
19
Q
what could be problems with relying on recommendations in selection procedures?
A
- does the person giving recommendation have enough observation of applicant in job relevant situations?
- is the rater competent enough to make such evaluations?
- mean criterion validity is very small
- they dont include unfavourable info so hard to discriminate among candidates
20
Q
what should a recommendation contain to be meaningful?
A
- specify degree of familiarity w candidate & w job
- specify familiarity w the job in question (ie is rater aware of what the job entails? should send them a job description)
- give specific examples of performance
- indicate the group to whom the candidate is compared
21
Q
what should reference checks be?
A
- consistent
- relevant
- written
- based on public records if available
22
Q
what is the mean criterion validity of reference checks? what about bio data? recommendations? CV? honesty/integraity tests?
A
- recommendations: .14
- reference checks: .26
- biodata/personal history data: .38
- CV: .25
- honesty/integrity tests: .31
23
Q
what is biodata/personal history data?
A
- biodata : self report, usually in an application form
- assumes causal relaitonship between prior life evenets & subsequent behaviour (normally focused on history terms like experiences, education, hobbies, health & sometimes values, attitudes, interests, opinions etc)
- usually gives an overall score
24
Q
when is biodata/personal history data useful?
A
when hiring large nr of employees or in positions where turnover is high (like customer service call operators)
items should be job related to some extent
25
is biodata valid?
have incremental validity (explain something over measures of personality & general cog abiltiies)
additionally explain:
6% variance in quality/quantity of work
7% variance for interpersonal relationships
9% for retention
26
what are the issues with biodata?
- biodata items sometimes used on a different pop than the one they were dev for
- biodata have problems w potential faking or distortion
27
how can you limit lying & distortion in biodata answsering?
- tell them theres a "lie scale"
- questions that u can verify (like what was ur GPA)
- ask them to elaborate on answers: forces applications to remember more accurately & limits impression management
28
what are important/interesting features of a CV?
- competency statements: self evaluations made by candidates (like "i am highly motivated & good communicator"), increases probability of obtaining an invitation to an interview
- photographs: no effect for good CVs but for average cv an attractive photograph increases prob of interview offer but not starting salary
- video CVs help applicants better express themselves
29
what are issues with CVs as seleciton procedures?
- particularly prone to cognitie biases & heuristics because of limited info
- applicants placed into stereotype based categories (eg ethnicity, gender etc), & then attribute believed of that group are assigned to them even if incorrect
- applicant distortion also happens
30
how do you optimize the CV technique for selection procedures?
- train raters to make sure they focus on job-related factors
- assess interrater reliability
- create a structured rating schema to enhance consistency & accuracy
31
what are the 2 types of honesty/integrity tests?
- overt integrity tests: attitudes towards theft & dishonesty (eg punitivness towards theft & admissions of theft and illegal activities)
- personality oriented measures: access broader dispositional traits that predict counterproducitve behaviours (eg social insensitivity, hostility towards authority)
32
what are issues with using honesty/integrity tests for selection procedures? what could solve it?
- distortion/faking
- potential solution: try to make it more implicit (like situational judgment test)
33
why are interviews so popular as a selection procedure?
- useful selection device & communciation process where applicants learn more about the organisation realistic expectations)
as selection it has 2 major functions
1. can fill info gaps in other selection devices (eg communication skills)
2. can assess aspects that can only be measured via face to face interaction (eg speech, interpersonal skills etc)
helps answer questions like "is there fit w organisational values & other employees?"
34
what is impression management?
controling info to steer others' opinions in the service of personal or social goals
35
what are the 3 functions of impression management?
1. self promotion: trying to present oneself as highly competent to other ppl
2. image creation: deceptive tactics, intentional misrepresentation to influence interviewers' perceptions
3. ingratiation: to make others like you
36
how does self promotion occur during impression management in interviews?
- tactfully guide the conversation & highlight positive job relevant abilities, accomplishments & experiences
- attempts to manage positive info
- self promotion positive relationship w interview scores, especially if interviewer has low initial perception of applicant
37
what factors influence interviews?
- structure
- social/interpersonal factors (like interviewer applicant similarity)
- cognitive factors (like first impressions)
- individual differences factors (like applicant appearance)
- impression management (interviews not very good at detecting IM tactics)
38
how does image creation occur during impression management in interviews?
- distorting prior experiences, embellishing
- creating a false impression
- can reduce ratings
39
how does ingratiation occur during impression management in interviews?
- show interest in another person, compliment, smile, opinion conformity
- applicants who are pleasant & compliment recieve higher ratings
40
what social/interpersonal factors influence interview decision making?
- interviewer-applicant similarity
- verbal & non verbal cues (non verbal cues particularly helpful when applicants also answer well)
- handshake
41
what is higher interviewer-applicant similarity associated with?
- higher interview ratings
- greater expectations of future performance & competency
- but small effects
42
how can we reduce the effects of intervierwer-applicant similarity on interview decision making?
using multiple diverse interviewers & structure
43
What is the influence of handshake on interview decision making?
- it affects immediacy, proximate relationship
- greater immediacy = greater attribution of liking
- firm handshake associated w higher interviewer ratings & hiring recommendations
- handshake mediates effect of extraversion on interview success
- extraverted individuals tend to have firmer handshakes & receive better evaluations
- conveys extraversion & hireability
44
what are some gender differences in handshakes?
- women recieve lower handshake ratings due to weaker grip & stregnth, but this did not influence hiring evaluations
- positive impact of a firm handshake is stronger for women than for men
45
what personality traits does a firm handshake suggest?
- high extraversion
- low neuroticism
46
what are some cognitive factors that influence interview decision making?
- pre interview impressions & confirmatory info seeking: self fulfilling prophecy through cog & behavioural bias
- primach effects/first impressions
- prototypes & stereotypes
- contrast effects
- information overload & selective attention
- similar to me bias
- negative info bias
- halo effect
47
what is self fulfilling prophecy bias in interviewing?
interviewer thinks applicant is good/bad based on earlier impression & then confirms this throughout the interview, so result = applicant perceived positively
trough
cog bias: interviewer distorts info to support pre interview impressions or uses selection attention and recall
behavioural: interviewers acts in a way that confirms their pre interview impressions
48
how do first impressions influence interview decision making?
Judgments about attractiveness, likeability, trustworthiness,
competence, and aggressiveness based on facial appearance
made in 100-ms vs no time-constraint correlated highly
- Additional time increases confidence in the judgment
- interviewers seek information that confirms first impressions
49
how do prototypes & stereotypes influence interview decision making?
- interviewers dev a prototype of a good candidate & seek to accept ppl who match the protoype
- stereotypes (gender based, ethnic based)
50
how do contrast effects influence interview decision making?
| + potential solution
- If a candidate is average but prior 4 candidates were evaluated unfavorably -> gets evaluated very favorably
- Use other candidates as a standard
- It is a very persistent error (even when expressly warned e.g. in a lecture on contrast effects)
Help -> intensive workshop
51
how does information recall bias influence interview decision making?
| + potential solution
- Those who were least accurate in recall -> assumed interview was favorable & adopted halo strategy (less variability)
- Those who took notes were more accurate & differentiated better
TIP: note taking & interview training
52
what individual differences (like appearance) influence interview decision making?
- ethnicity
- personality
- attractiveness
53
how does ethnicity influence interview decision making?
- ethnicity & accent interact (so if ethnic name & accent then perceived less positively)
- also interaction w interviewer ethnicity
- natural hairstyle bias (like for afro amercian women w natural hari seen as less competetent & porfessional & less likely invited for interview)
54
how does personality influence interview decision making?
- conscientiousness -> follow up interview invitations
- extraversion & emotional stability -> job offers
- also influences preparation
55
how does attractiveness influence interview decision making?
- depends on evaluator!
- positive bias for attractive other sex applicant, negative bias towards same sex applicant (buffer self threats)
56
what are the 3 ways in which an interview should be structured?
- questioning consistency
- evalualtion standardization
- question sophistication
57
how do you ensure question sophisitication in an interview?
- basing exerienced based & situational qs on results of job analysis and CIT
- use BARS for rating
- turn incidents into Qs (descriptions of challenging situations)
- sophistication of questions (experienced based qs & situational qs)
- longer interviews & more questions
58
how do you ensure questioning consistency in an interview?
- Asking same Qs across candidates
- Limiting follow-up Qs & elaboration
- Not allowing candidate to ask Qs until the end
- Use same interviewer(s) across candidates
59
how do you ensure evaluation standardization in an interview?
- not discussing applicants between interviews
- rating answers on scales (behaviourally anchored)
- interviewer training
60
what are the benefits of structuring an interview?
- more valid & reliable than unstructured interviews
- decreases mean differences between groups
- reduces effects of applicant impression management on interview ratings
- taps into job knowledge & skills, org fit, interpersonal & social skills, applied mental skills
- greater degree of job relatedness than unstructured
61
how do you make good experience based interview questions?
- past oriented
- what u did in past job or situations that is relevant to current job
- "can u tell me about a time when..."
62
how do you make good situational interview questions?
- future oriented (hypothetical)
- imagine a set of circumstances & show how u would respond to the situation
- "what would u do if"
- using BARS
63
what are some new technologies that are becoming popular in recruitment and selection?
- asynchronous video interviews (AVIs)
64
what are asynchronous video interviews (AVis)
candidates video record their answers to a predefined set of interview questions, which are later revied and rated by the hiring organisation
65
what are the pros of asynchronous video interviews?
- more flexible
- faster
- cheaper
- performance similar to trad interviews
66
what are the cons of asynchronous video interviews? potential solution?
- often perceived more negatively by applicants, incl as less fair, less user friendly, less valid
- leads to lower org attraction than trad modalities
-> increasing media richness in AVIs (ex by replacing text based w video based company intro) enhanced interviewees perceived social presence which reduces anxiety & improved performance
67
what is AI?
a system’s ability to interpret external data correctly, to learn from such data, and to use those learnings to achieve specific goals and tasks through flexible adaptation
- includes complex machine learning approaches such as deep neural networks, but also covers simple algorithms relying on regression analyses as well as other kinds of algorithms, such as natural language processing or voice recognition.
68
what are some ex of how AI is used in recruitment & selection?
- job ad creation
- resume screening
- video interview analysis
- personality assessments
- etc
69
what are the potential benefits of AI in recruitment & selection?
- Speed and efficiency
- Reduction in human bias and error -> AI capable of processing a vast amount of data in a more standardized, consistent, and objective manner
- Timely feedback to applicants
70
what are the potential drawbacks of using AI in recruitement & selection?
- algorithmic bias
- AI-based decisions can be perceived as less fair than human-based decisions
- lack of transparency
- Privacy concerns
- Accountability issues
- Limited validation of AI-tools (or not reported by AI vendors) -> accuracy?
71
what is an applicant tracking system (ATS)?
process begins w
1. request from a hiring manager to initiate the hiring process
2. job created
3. published to website, job boards, agencies
4. candidates apply & acknowledged
5. applicants screening - pass/fail
6. hiring managers interview - select/reject
7. applicant hired
72
how do organisational characteristics influence applicants attraction to firms?
work environment & org image (including employer image) are both strong predictors of org attraction
73
how do you improve an employer's recruitment image?
- provide more info, not only recruitment info but also product & service ads
- being a good community citizen (eg sponsor community events)
- emphasize info about the companys culture, values, teamwork etc
