Initial Assessment Methods

1
Initial Assessment Methods

• Resumes
• Cover letters
• Application blanks
• Weighted application blanks
• Biographical information
• Handwriting analysis

• Reference reports
• Letters of recommendation
• Reference checks
• Background testing
• Literacy testing
• Genetic screening
• Initial interviews

2
Application Blanks

• Weighted application blanks
• Scoring method greatly improves validity

• Application blanks
• Education
• Level
• GPA
• Quality of School
• Major field of study
• Extracurricular activities
• Training experience requirements
• Licensing, certification, job knowledge
• Validity is not high

3
GUIDELINES FOR APPLICATION BLANKS

• Use different blanks for different jobs
• Use only questions that are job-related, i.e.
  necessary for the safe and effective operation of
  the business
• The lower the job level, the less detailed the
  application should be
• Should be easy to read and understand
• Should include place for applicant to sign
  verifying accuracy

4
Job
Application Name ____________ Address
______________________ Phone ____________
______________________ Age ______
______________________
Are You Married? Y _ N _ Gender M _ F
_ Height ____ Weight ______ Do You Have
Children? Y _ N _ No. __ Do you speak languages
other than English? Y _ N _ Which ones? ______ Do
you have any disabilities? If yes, please
explain __________________ Can you work
weekends? Y _ N _ Do you have a valid drivers
license? ___ Do you have any special skills we
should know about? _________________ Why do you
want to work here? _______________________________
____ Salary expected ____________ Date available
___________________
5
WEIGHTED APPLICATION BLANKS (WABs)

• Attempt to reduce subjectivity and bias by
  determining if individual items on the
  application distinguish between successful and
  unsuccessful employees (i.e., items where
  successful groups answers differ from
  unsuccessful groups)
• Create 2 groups (HIGH LOW) on the criterion
  (e.g., job tenure, of absences)
• Attach point values to questions with big
  differences between groups
• Split each group into weighting and holdout
  samples (ratio of 2-to-1)

6
WAB EXAMPLE USING WEIGHTING GROUP
Does knowing an applicants level of education
and sales experience help predict how long s/he
will stay in the organization?
(-)
()
()
(-)
7
WAB EXAMPLE USING HOLDOUT GROUP
Does the scoring system developed by the
Weighting sample hold true for the Holdout sample
in predicting their job tenure?

• Score holdout group in both High and Low tenure
  conditions
• Our objective is to correctly classify the
  holdout samples by using the weights developed
  with the Weighting sample
• Set a cutoff score to minimize incorrect
  classification

8
Weighted Application Blanks
9
WABs Dos and Donts

• use different WABs for different jobs
• use different WABs for different criteria
• what predicts long tenure may not predict high
  performance!
• need to cross validate over time
• every 2-3 years
• make sure items address Employment Equity
  considerations
• look for less discriminatory items that are
  equally predictive

10
Biographical Data

• Personal information Background interests
• Measures
• Choosing/identifying criterion
• Identifying criterion group
• Selecting items to be analyzed
• Specifying response alternatives
• Weighting items

• Cross-validating
• Developing cutoff scores
• Accomplishment records
• Validity is high Predictive validity
• Fakability of items

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Sample BIB Items

• While growing up, did you collect coins?
• Were you ever class president?
• Have you ever repaired a broken radio so that it
  later worked?
• How many hours a week do you study during an
  average week?
• Of your 10 closest friends, how many are older
  than you by 5 or more years?
• A) 0 B) 1-2 C) 3-4 D) 5-7 E) 8 or more

12
Reference Reports

• Letters of recommendations
• Not much useful information in distinguishing
  applicants
• Letters are not standardized so comparisons are
  difficult
• Reference checks
• Same issues as with recommendation letters
• Organizations are reluctant to divulge
  information
• Background testing
• Criminal, financial, litigation, etc.
• Validity not very high depends on who does them

13
REFERENCE AND BACKGROUND CHECKS

• Made by calling, visiting, or writing to
  individuals whose names are provided by the
  applicant
• References assume that past performance is a
  valid predictor of future performance
• Rarely are valid predictors of performance
• Most organizations are hesitant to give
  references because of defamation suits

14
REFERENCE AND BACKGROUND CHECKS

• References can be made better (more valid)
• When immediate supervisor does them
• When the old and new jobs are similar
• When they ask about KSAs only
• By obtaining written permission from applicant
  and recording refs in writing
• But...What About Negligent Hiring versus
  Defamation of Character?

15
Initial Interview

• Screen out obvious mismatches
• Expensive method of initial assessment
• Video and computer interviews
• For best results
• Assess most basic KSAs
• Basic, qualifying questions for making rough
  cuts
• Keep them brief
• Same questions should be asked of all applicants

16
Initial Assessment Methods

• Choosing
• Use
• Cost
• Reliability
• Validity
• Utility
• Applicant reactions
• Adverse impact