PART TWO STAFFING THE ORGANIZATION

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PART TWO - STAFFING THE ORGANIZATION

• Selecting Employees

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Chapter 8 Overview

• The Selection Process
• Validation of Selection Procedures
• Reliability
• Uniform Guidelines on Employee Selection
  Procedures

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Steps in the Selection Process
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The Selection Process

• Application Form
• EEOC REQUIREMENTS
• PROCESSING
• ACCURACY OF INFORMATION
• APPLICANT FLOW RECORD

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The Selection Process, cont.

• Preliminary Interview
• Formal Testing
• Aptitude Testing
• Psychomotor Testing
• Job Knowledge and Proficiency Testing
• Interest Testing
• Personality Testing
• Polygraph Testing
• Graphology
• Drug and AIDs Testing
• Genetic Testing

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The Selection Process, cont.

• Second or follow-up interview
• Types
• Structured uses predetermined outline
• Unstructured uses open-ended questions
• Behavior Description uses behavioral questions
  to ask about a particular job to elicit desired
  behaviors

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Structured (Directive or Patterned) Interview

• Situational questions
• Job knowledge questions
• Job-sample simulation questions
• Worker requirement questions

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Unstructured (Non-directive) Interview

• Asks probing, open-ended questions
• Encourages applicant to do much of talking
• Often time-consuming
• Different information from different candidates
• Potential legal woes

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Behavior Description Interview

• Look for knowledge, skills, abilities and
  behaviors important for job success
• Determine which behavioral questions to ask about
  a particular job to elicit desired behaviors
• Structured format for each job
• Use of benchmark responses (good, average or bad
  answers)
• Interview training can be extensive

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The Selection Process, cont.

• Second or follow-up interview
• Methods
• One-on-one interview
• Group interview
• Board interview
• Stress interview
• Realistic job previews

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The Selection Process, cont.

• Problems interviewing
• Legal implications of interviewing
• Discriminatory practices
• Lack of validity and reliability
• Constraints presents special difficulties

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The Selection Process, cont.

• Problems interviewing, cont
• Potential Interviewing problems
• Inappropriate questions
• Premature judgments
• Interviewer domination
• Central tendency
• Halo or contrast effect
• Interviewer bias
• Lack of Interviewer training
• Nonverbal communication

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The Selection Process, cont

• Conducting effective interviews
• Train Interviewers
• Plan ahead
• Put applicant at ease
• Facts should be recorded immediately after
• Effectiveness of interview process should be
  evaluated

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The Selection Process, cont.

• Potential problems with using selection
  procedures outlined
• Discriminatory (per CRA of 64 amended)
• Can do versus will do
• Test anxiety
• Rarely, if ever, perfect predictors

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Validity and Reliability

• Characteristics of Properly Designed Selection
  Tests
• Standardization - uniformity in procedures and
  conditions
• Objectivity everyone scoring test obtains same
  results
• Norms frames of reference for comparing
  applicants performance with that of others

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Validity and Reliability, cont.

• Characteristics of Properly Designed Selection
  Tests, continued
• Validity Measures what it is suppose to measure
  and refers to how well criterion of job success
  used actually predict successful performance on
  the job
• Reliability provides consistent results over
  time, place and rater

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Types of Validation Studies

• Criterion- related validity comparing the
  scores on tests to some aspect of job performance
• Predictive validity administering a test and
  later obtaining the criterion information
• Concurrent validity test scores and the
  criterion data are obtained at essentially the
  same time (uses present employees)

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Types of Validation Studies, cont.

• Content validity - refers to whether the content
  of a selection procedure is representative of the
  important aspects of job
• Construct validity - is the extent to which a
  selection procedure measures the degree to which
  candidates have identifiable characteristics
  which have been determined to be important for
  successful job performance

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Relationship between Job Analysis and Validity

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Predictive Validation Process

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Concurrent Validation Process

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Uniform Guidelines for Employee Selection
Procedures

• Contains technical standards and documentation
  requirements for validating
• Selection procedures which have no adverse impact
  do not need to be validated
• Adopts rule of thumb as a practical means of
  determining adverse impact
• 4/5ths or 80 rule guideline
• Not a legal definition

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Determining Adverse Impact in an Employers Work
Force
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Determining Adverse Impact in an Employers
Hiring Decisions
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Questions