Staffing Decisions/ Evaluating Selection Techniques and Decisions Flashcards
Hiring Process
Planning -) Acquiring Applicants -) Selecting Applicants -) Hiring
Employee Selection Systems 5
Optimal selection systems are:
o Reliable
o Valid
o Cost Effective
o Fair
o Reduce the Chance of a Legal Challenge
what is Sequential View of the Staffing Process
involves several steps that aid organizations in hiring, training, and retaining employees
Reliability
The extent to which a score from a test is consistent and free from
errors of measurement
Methods of determining reliability
Test-retest (temporal stability): Check if the test gives consistent results over time.
Alternate forms (form stability): Make sure different versions of the test produce similar results.
Internal reliability (item stability): Ensure that all parts of the test are consistent with each other.
Scorer reliability: Check if different people scoring the test get the same results.
Validity
The degree to which inferences from scores on tests or assessments are justified by the evidence.
Common ways to measure Validity
Content validity
* Criterion validity
- Construct validity
- Known-group validity
- Face validity
Planning and 2 other things
Planning: Thinking ahead about what kind of employees the company will need.
Expansion vs. Replacements: Deciding whether the company needs new employees because it’s growing, or if it just needs to replace people who are leaving.
Labor markets: Looking at the availability of workers in the area to see if it’s easy to find the right people for the job.
Recruitment
Company websites are often where job seekers first connect with employers, but this can have both pros and cons.
In competitive job markets, many companies compete for the same talent, which might require more costly recruitment methods.
Internal sources, like employee referrals or transfers, tend to result in better hires because people within the company often know who would be a good fit.
How to Select Employees and Scientifc selection
Organizations want to attract many good applicants:
The more selective an organization is, the higher the chances of hiring successful employees.
Scientific selection:
Criterion: A clear definition of what good employee performance looks like.
Predictor: Anything that helps predict if someone will meet that performance standard.
the steps to conducting a validation Study 7
1.Conduct a job analysis: Learn about the job’s tasks and what’s needed to do it well.
.2.Specify job performance criteria: Decide what good performance looks like for the job.
3.Choose predictors: Pick tools (like tests or interviews) to predict how well someone will do the job.
4.Validate the predictors: Test if these tools actually predict success in two ways:
5.Concurrent: Check performance at the same time as the test.
6.Predictive: See if the test predicts future performance.
7.Cross-validate: Make sure the test works well for different groups or situations (validity generalization).
Measurement Bias
o Technical aspects of the test
o A test is biased if there are group differences in test scores (e.g.,
race, gender) that are unrelated to the construct being measured
(e.g., integrity).
o Burden is on organization to prove test is valid if it causes adverse
impact.
Predictive Bias/ fairness
A test is fair if people with the same chance of success on the job have an equal shot at being hired.
Single-group validity: The test is valid for one group of people.
Differential validity: The test works differently for different groups.
If this happens, you should either not use the test or use different equations for each group to make it fair.
Selection Ratio (SR)
Selection Ratio (SR)
* Index ranging from 0 to 1 that reflects the ratio of available jobs to applicants
SR = n/N
n = number of available jobs
N = number of applicants assessed
Utility Analysis
helps compare the costs and benefits of different staffing strategies.
It looks at the economic return of HR actions like hiring or training to see if they are worth the investment.
Utility selection System
Value of a selection system:
Good predictors help find the right candidates (true positives) and avoid hiring the wrong ones (false positives).
You need to decide if the benefits of the system are greater than the costs of using it.
Utility is maximized by
Base rate for success: The success rate should be around 50%.
Selection ratio (hired/applicants): The number of people hired should be low compared to the number of applicants.
Validity of selection device: The tool used to select candidates should have a high accuracy in predicting success.
Selection Decisions( Hint False or True
False positive:
* Applicant accepted but performed poorly.
False negative:
* Applicant rejected but would have performed well.
True positive:
* Applicant accepted & performed well.
True negative:
* Applicant rejected & would have performed poorly.
Unfairness led to
Feelings of unfairness regarding Staffing Strategies can lead to:
- Initiation of lawsuits
- Filing of formal grievances with company representatives
- Counterproductive behavior
Practical Issues in Staffing
Comprehensiveness
Having enough good information about candidates to estimate how likely they are to succeed in the job.
Compensatory
Candidates can make up for being weak in one area by being strong in another, as long as both skills are needed for the job
Making a Hiring Decision( The Linear Approaches)
Unadjusted top-down selection
* Rule of three
* Passing scores
* Banding
Combining Information( CDM and SDM)
Clinical Decision Making: Uses judgment to combine information & make decision about relative value
of different candidates
Statistical Decision Making: Combines information according to a mathematical formula.
Combining Information (Hint Stages)
Hurdle system:
Non-compensatory strategy: If someone gets a low score at an earlier stage, they can’t make up for it later in the process.
It sets a series of cut scores that must be met at each stage to move forward.
Hurdle System of Combining Scores
Constructed from multiple hurdles so candidates who do not exceed each of the minimum dimension scores are excluded from further consideration.
- Often set up sequentially
- More expensive hurdles placed later
- Used to narrow a large applicant pool
Cut Score or Cutoff Score
- Specified point in distribution of scores below which candidates are
rejected. - Raising cut score will result in fewer false positives but more false
negatives. - Strategy for determining cut score depends on situation.
Establishing Cut Scores
Criterion-referenced cut score:
Look at the desired level of performance and find the test score that matches that level.
Norm-referenced cut score:
This is based on how test-takers perform compared to others, not on how well they do the job.
Score Banding part 1
o Individuals with similar test scores can be grouped together in a
category or score band.
o Selection within band can be made based on other
considerations.
o Score Banding is controversial
Score Banding is uses
Score Banding uses the Standard Error of Measurement (SEM) to assess test scores:
SEM shows how much error there might be in a test score.
It depends on the reliability of the test and how much the test scores vary.
Score Banding systems ( there are 2)
Fixed band system:
Candidates in lower bands are not considered until all the candidates in the higher bands have been reviewed.
Sliding band system:
Allows the score range (band) to be moved down if the highest score in that band has already been filled.
Selection vs. Placement
Selection is not useful if employees don’t accept or stay in the job:
A positive recruitment process helps attract candidates.
Offering competitive salary and benefits is important.
Cafeteria benefits allow employees to choose from a variety of benefits that suit their needs.
Placement:
It’s the process of matching the right candidates to the right job openings.
Placement Strategies 3
Vocational guidance
* Pure selection
* Cut & fit
Getting Applicants to Accept Offers (Realistic Job Preview (RJP)
- Give applicants accurate information about job and organization
- Reduce number of acceptances
- Increase job performance and job satisfaction
Deselection
2 typical situations
- Termination for cause
- Individual is fired for a particular reason
- Generally, not unexpected
- Layoff
- Job loss due to employer downsizing or reductions in workforce
- Often occurs with little or no warning
The parts of Small Staffing Projects that good.
Luxury of using wider range of assessment tools.
Adverse impact is less of an issue.
Fairness is still a key issue.
Rational, job-related, & feasible selection strategies are important
Large Staffing Projects
Concessions must be made: Labor intensive assessment procedures
are often not feasible.
o Cost of testing can be quite expensive.
o Fairness is a critical issue.
o Standard, well-established, & feasible selection strategies are
important.
