Lecturer: Moez Allidina

PART 4
STAFFING ACTIVITIES:
SELECTION

Chapter 08 &
09:
External
Selection 1-2

Copyright 2015 by The McGraw-Hill Companies, Inc. All rights reserved.

STAFFING ORGANIZATIONS
MODEL
Organization

Mission
Goals and Objectives

Organization
OrganizationStrategy
Strategy

HR
HRand
andStaffing
StaffingStrategy
Strategy

Staffing Policies and Programs

Support Activities
Core Staffing Activities
Legal Compliance

Recruitment:

Planning

Selection:

Job Analysis

Employment:

External, Internal

Measurement, External, Internal

Decision-making, Final Match

Staffing System and Retention Management

10-2

PRELIMINARY ISSUES

Logic of Prediction
Nature of Predictors
Development of the Selection Plan
Selection Sequence

8-3

LOGIC OF PREDICTION: PAST

PERFORMANCE PREDICTS
FUTURE PERFORMANCE

Not specific enough to make selection decisions:

Job titles
Number of years of experience

What counts is the specific types of

experiences required and the level of success
at each
8-4

NATURE OF
PREDICTORS
Content
Sign: A predisposition thought to relate to
performance
(e.g., personality)
Sample: Observing behavior thought to relate to
performance
Criterion: Actual measure of prior performance

Form
Speed vs. Power: How many versus what level
Paper / Pencil vs. Performance: test in
writing or in behavior
Objective vs. Essay: Much like multiple-choice
vs. essay course exam questions
Oral vs. Written vs. Computer: How data are

8-5

DEVELOPMENT OF THE
SELECTION PLAN:
STEPS INVOLVED
1. Develop list of KSAOs required for
job
KSAOs are provided by job
requirements matrix

2. For each KSAO, decide if it needs to

be assessed in the selection process
3. Determine method(s) of assessment
to be used for each KSAO
8-6

EX. 8.3 ASSESSMENT

METHODS BY APPLICANT
FLOW STAGE

Initial Assessment
Methods

Minimize the
costs associated
with substantive
assessment
methods by
reducing the
number of
people
assessed
8-7

EX. 8.3 ASSESSMENT METHODS BY

APPLICANT FLOW STAGE
Substantive
Assessment Methods
Determining who
among the
minimally qualified
will likely be the
best performers on
the job

9-8

DISCUSSION
QUESTIONS
A selection plan describes which predictor(s)
will be used to assess the KSAOs required to
perform the job. What are the three steps to
follow in establishing a selection plan?

8-9

RESUMES AND COVER

LETTERS
Information provided is controlled by
applicant

Information needs to be verified by other

predictors to ensure accuracy and completeness

Major issues

Large number received by organizations

Falsification and misrepresentation of information

Lack of research exists related to:

Validity or Reliability
Costs
Adverse Impact

8-10

OVERVIEW OF
APPLICATION BLANKS
Areas Covered:

Educational Experience
Training
Job Experience

Key Advantage Organization dictates

information provided
Major Issue Information Requested Should:
Be critical to job success and
Reflect KSAOs relevant to job

Sample Application Blank Exh. 8.4

8-11

SAMPLE APPLICATION FOR

EMPLOYMENT

8-12

APPLICATION BLANKS
Areas of Special Interest
Educational Requirements
Level of Education
GPA
Quality of School
Major Field of Study
Extracurricular Activities

Training and Experience Requirements

Licensing, Certification, and Job Knowledge
Weighted Application Blanks
Evaluation --> = .10 to = .20
8-13

BIOGRAPHICAL
INFORMATION/BIODATA
Personal history
information of
applicants
background and
interests

Best predictor of
future behavior is
past behavior
Past behaviors may
reflect ability or
motivation
Measures

Exh. 8.5: Examples of

Biodata Items

Biodata compared with

background checks
Background Check

examines an applicants
background
conducted through
records checks and
conversations with
references

Biodata

used to predict future

performance
information is collected
by survey
8-14

EXH. 8.5 EXAMPLES OF

BIODATA ITEMS

8-15

EVALUATION:
BIOGRAPHICAL
INFORMATION / BIODATA
Test-retest reliability can be high: .77
to .90
Predictive validity moderate: r = .32 to
.37
Issues
Generalizability beyond first group?
Although predictive validity exists, it is not clear
what these inventories assess
Falsification can be a big problem
8-16

REFERENCE REPORTS:
LETTERS OF
RECOMMENDATION
Problems
Inability to discern more-qualified from lessqualified applicants
Lack of standardization

Suggestions to improve credibility

Use a structured form
Use a standardized scoring key

8-17

REFERENCE REPORTS:
REFERENCE CHECKS
Approach involves verifying applicants
background via contact with

Prior immediate supervisor(s) or

HR department of current of previous companies

Roughly 8 of 10 companies conduct

reference checks
Problems

Same as problems with letters of

recommendation
Reluctance of companies to provide requested
information due to legal concerns

Exh. 8.7 Sample Reference Check

8-18

REFERENCE REPORTS:
BACKGROUND TESTING
Method involves assessing reliability of
applicants behavior, integrity, and personal
adjustment
Type of Information Requested
Criminal history
Credit information
Educational history
Employment verification
Driver license histories
Workers compensation claims

Key Issues
Limited validity evidence
Legal constraints on pre-employment inquiries
8-19

GENETIC SCREENING
Done to screen out people who are susceptible to
certain diseases (e.g., sickle cell anemia) due to
exposure to toxic substances at work
Genetic screening is not widespread, companies
such as Du Pont and Dow Chemical experimented
with it to protect their employees
Court decisions have ruled that genetic screening is
prohibited under the Americans With Disabilities Act
(ADA)
genetic testing is permissible only when consent has
been granted by the applicant or when test results
directly bear on an applicants ability to perform the job
8-20

INITIAL INTERVIEW
Characteristics
Begins process of necessary differentiation
Purpose Screen out most obvious cases of
person / job mismatches
Limitation Most expensive method of initial
assessment

Video and Computer Interviews

Offers cost savings
8-21

EVALUATION OF INITIAL
INTERVIEW
Minimal evidence exists regarding
usefulness
Guidelines to enhance usefulness
Ask questions assessing most basic KSAOs
Stick to basic, fundamental questions
suitable for making rough cuts rather than
subjective questions
Keep interviews brief
Ask same questions of all applicants
8-22

DISCUSSION
QUESTIONS
In what ways are the following three initial
assessment methods similar and in what ways
are they different: application blanks,
biographical information, and reference and
background checks?
Describe the criteria by which initial
assessment methods are evaluated. Are some
of these criteria more important than others?
Some methods of initial assessment appear to
be more useful than others. If you were
starting your own business, which initial
assessment methods would you use and why?
8-23

LEGAL ISSUES
Disclaimers Organization clearly identifies
rights it wants to maintain
Employment-at-Will
Verification Consent
False Statement Warning

Reference Checks
Pre-Employment Inquiries

Federal Laws and Regulations

EEOC Guide to Pre-employment Inquiries
ADA regulations
State laws and regulations
8-24

LEGAL ISSUES
Bona Fide Occupational Qualifications
BFOQs
Discrimination based on sex, religion, or national
origin, but not race or color, is permitted if it can
be shown to be a BFOQ reasonably necessary to
the normal operation of the business
Note: Race cannot be a
BFOQ (bona fide occupational qualification) USA
BFOR (bona fide occupational requirement) Canada
GOQ (genuine occupational qualification) UK
8-25

DISCUSSION
QUESTIONS
How can organizations avoid legal
difficulties in the use of pre-employment
inquiries in initial selection decisions?

8-26

BREAK

4-27

OVERVIEW OF
PERSONALITY TESTS
Current Role of Personality Tests e.g. Role of Big
Five

Describe behavioral, not emotional or cognitive traits

May capture up to 75% of an individuals personality
Big Five factors (Personality Characteristics Inventory etc.)
Emotional Stability calm, optimistic, and well adjusted
Extraversion sociable, assertive, active, upbeat, and talkative
Openness to Experience - imaginative, attentive to inner
feelings, have intellectual curiosity and independence of
judgment
Agreeableness altruistic, trusting, sympathetic, and
cooperative
Conscientiousness purposeful, determined, dependable, and
attentive to detail

Roughly 50% of the variance in the Big Five traits appears to

be inherited
9-28

MEASURES OF
PERSONALITY TESTS
Surveys
Personal Characteristics Inventory (PCI)
NEO Personality Inventory
Hogan Personality Inventory (HPI)

Administration Options
Paper-and-Pencil
Interviews
Online Forms
9-29

EX. 9.1 SAMPLE ITEMS

FROM THE PERSONAL
CHARACTERISTICS
INVENTORY
Conscientiousness

I can always be counted on to get the job

done.
I am a very persistent worker.
I almost always plan things in advance of
work.

Extraversion
Meeting new people is enjoyable to me.
I like to stir up excitement if things get
boring.

9-30

EX. 9.1 SAMPLE ITEMS

FROM THE PERSONAL
CHARACTERISTICS
INVENTORY
Agreeableness

I like to help others who are down on their luck.

I usually see the good side of people.
I forgive others easily.

Emotional Stability/Neuroticism

I can become annoyed at people quite easily (reversescored).

At times I dont care about much of anything (reversescored).
My feelings tend to be easily hurt (reverse-scored).

Openness to Experience

I like to work with difficult concepts and ideas.

I enjoy trying new and different things.
I tend to enjoy art, music, or literature.
9-31

EX. 9.2 IMPLICATIONS

OF BIG FIVE PERSONALITY
TRAITS AT WORK

9-32

CRITICISMS OF
PERSONALITY TESTS
Trivial Validities
Correlations for any individual trait with job performance
are typically low (around r=.23)
However, when all traits are used simultaneously,
correlations are higher

Faking
Individuals answer in a dishonest way
However, tests still have some validity, and it may be that
being able to act conscientiously may be related to real
job performance

Negative Applicant Reactions

Applicants, in general, believe personality tests are
less valid predictors of job performance
9-33

EXH. 9.3
THE CORE SELF-EVALUATIONS
SCALE

9-34

OVERVIEW OF
ABILITY TESTS
Definition Measures that assess an
individuals capacity to function in a
certain way
15 to 20% of organizations use ability
tests in selection
Two types
Aptitude Assess innate capacity to function
Achievement Assess learned capacity to
function
9-35

OVERVIEW OF
ABILITY TESTS
Four Classes of Ability Tests
Cognitive: perception, memory, reasoning, verbal,
math, expression
Psychomotor: thought/body movement
coordination
Physical: strength, endurance, movement quality
Sensory/Perceptual: detection & recognition of
stimuli
9-36

EXH. 9.4
SAMPLE COGNITIVE
ABILITY TEST ITEMS

9-37

OTHER TYPES OF
ABILITY TESTS
Psychomotor Ability Tests

Reaction time, arm-hand steadiness, control

precision, and manual and digit dexterity

Physical Abilities Tests

Muscular strength, cardiovascular

endurance, and movement quality

Sensory/Perceptual Abilities Tests

Ability to detect and recognize
environmental stimuli

Note: Increasingly, ability tests are being

computer administered
9-38

EMOTIONAL
INTELLIGENCE
The ability to monitor ones own and
others feelings, to discriminate among
them, and to use this information to
guide ones thinking and action
Self-Awareness: Good at recognizing and
understanding ones own emotions
Other Awareness: Good at recognizing
and understanding others emotions
Emotion Regulation: Good at making use
of or managing this awareness

9-39

PERFORMANCE TESTS AND

WORK SAMPLES
Definition Assess Actual Performance

(e.g., fix a car, teach a class, type a document)

Types of Tests (should focus on relevant KSAOs)

Performance Test vs. Work Sample (all or some)

Motor vs Verbal Work Samples (action or
thought)
High- vs. Low-Fidelity Tests (level of realism)
Computer Interaction Performance Tests vs.
Paper-and-Pencil Tests including Simulations
(e.g., The Managers Workshop)

All the above can have good validity (.50+) &

acceptance
9-40

SITUATIONAL
JUDGMENT TESTS
Place applicants in hypothetical, job-related
situations.
Applicants are then asked to choose a course of
action from several alternatives
Capture the validity of work samples and cognitive
ability tests in a way that is cheaper than work
samples and that has less adverse impact than
cognitive ability tests
9-41

EX. 9.7
EXAMPLE OF SITUATIONAL
JUDGMENT TEST ITEM

9-42

INTEGRITY TESTS
Two Types (Exhibit 9.9)
Clear Purpose / Overt
Do you think most people would cheat if they thought
they could get away with it?
Do you believe a person has a right to steal from an
employer if he or she is unfairly treated?
Personality-based/veiled purpose
Would you rather go to a party than read a
newspaper?
How often do you blush?

Scores appear to reflect conscientiousness,

agreeableness, and emotional stability
9-43

INTEREST, VALUES, AND

PREFERENCE
INVENTORIES
Assess activities individuals prefer to do on & off
the job; do not attempt to assess ability to do
these
Not often used in selection
Can be useful for self-selection into job types
Types of Tests
Strong Vocational Interest Blank (SVIB)
Myers-Briggs Type Inventory (MBTI)

Evaluation

Unlikely to predict job performance directly

May help assess person-organization fit &
subsequent job satisfaction, commitment & turnover
9-44

DISCUSSION
QUESTIONS
Describe the similarities and differences
between personality tests and integrity tests.
When is each warranted in the selection
process?
How would you advise an organization
considering adopting a cognitive ability test for
selection?
9-45

TYPICAL UNSTRUCTURED
INTERVIEWS
Relatively unplanned and quick and dirty
Questions based on interviewer hunches or
pet questions to assess applicants
Casual, open-ended, or subjective questions
Often contains obtuse questions
Often contains highly speculative questions
Interviewer often unprepared
More potential for discrimination and bias
Validity typically r=.20
9-46

STRUCTURED
INTERVIEWS
Questions based on job analysis
Same questions asked of each candidate
Response to each question numerically
evaluated
Detailed anchored rating scales used to
score each response
Detailed notes taken, focusing on
interviewees behaviors
Validity may be r=.30 or better
Surprisingly uncommon in organizations
9-47

STRUCTURED
INTERVIEWS (CONTINUED)
Situational
Assess applicants
ability to project his /
her behaviors to future
situations. Assumes
the persons
goals/intentions will
predict future behavior

Experience-based
Assess past behaviors
that are linked to
prospective job.
Assumes past
performance will
predict future
performance

Research is inconclusive regarding which type is best

Individual interviews usually more valid than panel interviews
9-48

CONSTRUCTING A
STRUCTURED INTERVIEW
Consult Job Requirements Matrix
Develop the Selection Plan
Exh. 9.10 Partial Selection Plan for Job of
Retail Store Sales Associate

Develop Structured Interview Plan

Exh. 9.11 Structured Interview Questions,
Benchmark Responses, Rating Scale, and
Question Weights

Select and Train Interviewers

Evaluate Effectiveness
9-49

DISCUSSION
QUESTIONS
Describe the structured interview. What are
the characteristics of structured interviews
that improve on the shortcomings of
unstructured interviews?

9-50

SELECTION FOR TEAM

ENVIRONMENTS
Types of Teams
Problem-Solving Teams
Self-Managed Work Teams
Cross-Functional Teams
Virtual Teams

Establish steps for selection in teambased environments

Who should make the hiring decision?
Critical to ensure proper context is in
place
9-51

SELECTION FOR TEAM

ENVIRONMENTS
Interpersonal KSAs
Conflict-Resolution KSAs
Collaborative Problem-Solving KSAs
Communication KSAs

Self-Management KSAs
Goal-Setting and Performance Management KSAs
Planning and Task-Coordination KSAs

9-52

EXH. 9.14 EVALUATION

OF SUBSTANTIVE
ASSESSMENT METHODS

9-53

DISCRETIONARY
ASSESSMENT METHODS
Used to separate people who receive job offers
from list of finalists (assumes each finalist is
considered fully qualified for position)
Often very subjective, relying heavily on intuition
of decision maker
Factors other than KSAOs are evaluated
Assess person/organization match
Assess motivation level
Assess people on relevant organizational
citizenship behaviors
Should involve organizations staffing philosophy
regarding EEO/AA commitments
9-54

CONTINGENT
ASSESSMENT METHODS
We offer you this job contingent upon .
Contingent methods not always used
Depends on nature of job and legal mandates

Might involve confirmation of

Drug Test Results
Medical Exam Results

9-55

DRUG TESTING
The average drug user

was 3.6 times more likely to be involved in an

accident
received 3 times the average level of sick benefits
was 5 times more likely to file a workers
compensation claim
missed 10 times as many work days as nonusers
31% of all fatal truck accidents were due to
alcohol or drugs

Drug testing has decreased in recent years

because so few people test positive
9-56

FEATURES OF AN
EFFECTIVE DRUG TESTING
PROGRAM
Emphasize drug testing in safety-sensitive jobs
Use only reputable testing laboratories, and ensure that
strict chain of custody is maintained.
Ask applicants for their consent, and inform them of
test results
Use retesting to validate positive samples from the
initial screening test
Ensure that proper procedures are followed to maintain
the applicants right to privacy
Review the program and validate the results against
relevant criteria (accidents, absenteeism, turnover, job
performance); conduct a cost-benefit analysis
9-57

MEDICAL EXAMS
Identify potential health risks in job candidates
Must ensure medical exams are required only when a
compelling reason exists
Ensures people with disabilities unrelated to job
performance are not screened out

Use is strictly regulated by ADA to ensure disabilities

not job related are not screened out
Usually lack validity as procedures vary by doctor
Not always job related
Often emphasize short- rather than long-term health
New job-related medical standards are specific, job
related, and valid
9-58

DISCUSSION
QUESTIONS
What are the most common discretionary and
contingent assessment methods? What are
the similarities and differences between the
use of these two methods?

9-59

MEDICAL EXAMS
Identifies potential health risks in job candidates
Important to ensure medical exams are required
only when a compelling reason exists
Ensures people with disabilities unrelated to job performance
are not screened out

Use is strictly regulated by ADA

Lack validity as procedures vary by doctor
Not always job related
Often emphasizes short- rather than long-term
health
New approach -- Job-related medical standards
9-60