Transcript SCHERMERHORN

Staffing
Objectives
• To understand relationship between
staffing and firm success
• Identify valid and reliable selection
devices
• Develop effective interviews
The Staffing Function
Job Analysis
Determine Job Content and Key
Competencies
Recruitment
Generation of applicants
Selection
Hiring decisions for each applicant
JOB
ANALYSIS
Recruitment
the process of
attracting the best
qualified individuals to
apply for
a given job
Recruitment
• Advertising Vacancy
• Preliminary contacts
• Preliminary screening
• Pool of candidates
Recruitment
External recruitment
Internal recruitment
Realistic job preview
Selection
Process of Gathering
Information About Job
Applicants in Order to
Determine Who Should Be
Hired for Long or Short Term
Positions
GOALS
• Select Best Qualified
• Fairly and nondiscriminatory evaluate and
hire potentially qualified applicants.
• Select so that training is minimized in the
future (assuming that the cheapest
strategy)
• Cost containment -- Have the highest
yield ratios for the cost.
Remember...
EEOC Concerns
• All formal, scored, qualified or
standardized techniques of assessing job
suitability; including background
requirements, education or work history
requirements, scored interviews,
biographical information blanks,
interviewer's rating scales, scored
application blanks.
Remember…
Poor Selection Is Costly
• Given a $25,000 starting salary, 1.5%
COLA.
• In 5 years the company has invested
$128,807.
• In 20 years the investment is
$578,092
Considerations
In Choosing Selection
Method
• Validity and Reliability
• Practicality
• Cost
• Order of Administration
• Multiple Hurdles, Compensatory
or combination
• Utility - amount of overall benefit
Steps
In The Selection
Process
• The application form
• Preliminary Screening Interview
• Any necessary tests
• Indepth interview
• Background investigation
• Decision to hire or not
Application Form
Resumés
Experience & Education
Rating
Provide Background &
Prescreening Data
Education & Experience
• Low validity (r =.10)
• Predictive for Entry Level Jobs
• May Result in Adverse
Impact
(e.g. Griggs versus Duke Power)
Beware: Your
Reference May Not Be
What You Think
References Checks
Regarding Letters of Reference
“Balance sheets without the liabilities”
Regarding Reference Checks (r= .26)
• Validity is not encouraging. No evidence for
minorities
• May get more detailed information from telephone
interviews. Structure them like job interview
• More specific the information in letter, the better
• Ministers are the least reliable references
Biographical Data
• Based on the fact that the past is a good
predictor of the future
• Stable patterns of behaving
Predicting Entrepreneurial Success
• As a child did you have apaper route, sell candy or
magazine subscriptions or shine shoes for money?
• Did you come from a family that owned a business?
• Have you ever worked for a small firm where you
had close contact with the owner?
• Have you ever been fired from a job?
Tests
• Cognitive aptitude or ability
• Clerical & mechanical tests
• Personality tests
•
Work Sample Tests
•
Assessment Centers
•
Tests for drug use
•
Honesty
•
Graphology
Cognitive Ability Tests
• Intelligence tests
– Yield a single score
– Questionable how job related these scores are.
• Mental Ability Test batteries yield multiple
scores on a variety of dimensions.
– General Aptitude Test is most widely used test
and is administered free at Job Service.
– Predictive for many low level jobs.
Cognitive Ability Tests
• Special Ability Tests measure specific skills
needed for jobs.
– Mechanical
– Clerical
– Perceptual Speed
– Motor dexterity
– Sensory -- vision and hearing
High Validity for Specific Jobs!
Cognitive Ability/
Intelligence
• Which Is the Next Item in the Sequence?
Cognitive Ability/
Intelligence
• Which item is out of place?
Personality Tests
• Identify personality traits or expected behavior in
order to assess fitness for employment
• Questions may be intrusive and illegal
– Do you ever argue a point with an older person whom you respect
– Do you feel marriage is essential to your present and future
happiness?
• Invasion of Privacy
– My sex life is satisfactory
– Evil spirits possess me sometimes
– I am fascinated by fire
• May not be valid for employee selection
– Well adjusted but mediocre in job performance
Big Five
Personality Measures
• Adjustment
– Stable-Unstable
– Confident - Self doubting
– Effective - Ineffective
• Sociability
– Gregarious-Shy
– Energetic -Unassertive
– Self dramatizing- withdrawn
Big Five
Personality Measures
• Conscientiousness
– Planful-Impulsive
– Neat-Careless
– Dependable -Irresponsible
• Agreeableness
– Warm-Cold
– Tactful-Rude
– Considerate -Ego smashing
Big Five
Personality Measures
• Intellectual Openness
– Imaginative-Common place
– Curious -Dull
– Original -Literal minded
Personality Tests
• Personality tests have moderate validity
– Degree to which personality dysfunction may
be harmful on the job
– Not generally develop for use as selection tools
• Minnesota Multiphasic Personality
Inventory
• Ghisselli Management Inventory is
premised on the assumption that managers
perceive themselves in a set manner.
MMPI
• Assesses Social Deviance
via 13 subscales
(e.g., depression, hysteria,
psychopathic deviance, paranoia,
schizophrenia, introversion/extroversion.)
• May Not be Valid for Employee Selection
(e.g. Target Security Guard Case)
– Well adjusted but mediocre in job performance
What Do You
See?
Projective
Tests
• Assesses Social Deviance
via 13 subscales
(e.g., depression, hysteria,
psychopathic deviance, paranoia,
schizophrenia, introversion/extroversion.)
• May Not be Valid for Employee Selection
(e.g. Target Security Guard Case)
– Well adjusted but mediocre in job performance
What Do You See?
Interest Inventories
• Moderately good predictors
– Occupational entry,
– Satisfaction with occupational choice.
• Useful to assess if individual matches the occupation as
well as has the ability to perform the job.
• May be biased because inventories may have scores
only for one gender
– Strong Campbell is exception.
Sample Interest
Inventory Items
1. At a party do you
A interact with many people, including strangers
B interact with a few people known to you
2. Are you more
A realistic than speculative
B speculative than realistic
3. Are you more impressed by
A principles
B emotions
Work Sample Tests
• Sample
the
performed
work
actually
– Highly predictive
– Provide a realistic preview
of the Job
– May be costly to conduct
• Examples
• Word Processing Test
• Take a Catalog Telephone Order
Assessment Center
Simulate the Job of a Manager
– Highly Content Validity
– Particularly useful for internal selection/ advancement
– Very costly to conduct
• Activities
– In basket with decisions to be made and prioritized
– Leaderless group discussion to resolve a problem
– Business games in which must make decisions or product
produced
– Role plays to assess interpersonal skill
Physical
Ability Tests
Physical Ability Tests
• Physical Ability Tests need to focus on jobspecific abilities, NOT general physical
attributes
For Example
• General height and weight
requirements may screen out
females and ethnic groups
(Chicano, Oriental)
• Ability to lift a 150 lb body
may be job related for a fireperson
Drug And
Alcohol
Testing
• Urinanalysis Tests
• Blood Tests
• Hair Analysis
• Computerized Motor Skills Tests
Drug and Alcohol
Testing
• Alcohol abuse is said to cost $65 billion
annually.
• Drugs cost industry an estimated $35 billion
annual in lost productivity, accidents and
rehabilitation.
• 3 times as many sicknesses
• 2-4 times OTJ accidents
• 4-6 times as many off-the-job accidents
Graphology
Graphology
• Graphologists believe that handwriting is a
physical manifestation of unconscious mental
functions and can reveal as much about a person
• Used extensively as a selection device in Europe
• Characteristics Examined
– Rhythm
– Slant
– Letter Style (Needle Point, Arched, Open)
– Signature
Honesty Tests
Sample Questions
• "Some of my friends are a little honest but I do not put
them down."?
• Would you return money to a store if a clerk gave you too
much change?
• Is it all right for employees to use a sick day for reasons
other than illness?
• Have you ever hurt anyone's feelings?
• Do you always finish what you start?
Job Applicant Comments?
• "I procrastinate, especially when the task is unpleasant."
• "Personal interests: donating blood. Fourteen gallons so far."
• "Instrumental in ruining entire operation for a Midwest chain
store."
• "Note: Please don't misconstrue my 14 jobs as 'job-hopping'. I
have never quit a job."
• "Reason for leaving last job: They insisted that all employees
get to work by 8:45 am every morning. I couldn't work under
those conditions."
• "The company made me a scapegoat, just like my three
previous employers."
Two Roles
Of the Interview
• Evaluative: Interviewer is assessing the
applicant.
– Credentials
– Knowledge
• Informative: Interviewer provides information
concerning the job and company.
– Realistic Preview
– Background Information
Credentials
• Length of past experience in various
areas. Educational and training
experiences, degrees and certificates.
• Examples:
• What courses have you taken
concerning mechanical engineering?
• What experience do you have in
operating forklifts?
Knowledge
• Technical knowledge
required for job
performance.
• Examples:
• What are the major steps in performing a
system checkout of a programmable logic
controller?
• What are the primary safety considerations in
operating a power sweeper?
Situational/
Behavioral
• Recent increased focus on situational and
behavioral questions.
• Situational: What would you do if...
• Behavioral: What have you done
when...
• Research supports the usefulness of both
types of questions.
Situational Example
• Example: You and another coworker are
jointly responsible for completing an
assignment. Your coworker is not doing
his or her share of the work. What would
you do?
• Applicant will most likely describe what
they think they should do.
• May or may not be descriptive of what
they would actually do.
Behavioral Example
• Example: Describe a time when you and
another coworker were jointly responsible for
completing an assignment and your coworker
did not do his or her share of the work. What
did you do?
• Applicant will have problems answering if
he/she has not been in this situation before.
Behavioral Example
• Behavioral questions often use superlative adjectives:
• Most
Last
Least
Toughest
Worst
• This Question
• Give me an example of trouble that you have had with a
supervisor.
• Versus
• Tell me about the supervisor you have gotten along with
the least and the most difficult interaction that you had
with that supervisor.
Behavioral questions are followed
by probes.
• The question:
• Sooner or later, most people have a serious argument
with a coworker. Tell me about the most serious
argument you had with a coworker.
• The probes:
– When did this happen?
– What led to the argument?
– How did you try to resolve the argument?
– How did the coworker respond to this behavior?
– What was the outcome of the argument?
Steps to Develop Situational/
Behavioral Questions
• Start with a competency area required for job performance
• Develop critical incidents in which this competency (or the lack of
it) would play a key role in performance.
– e.g., Interacting with a coworker who was angry with you.
• Formulate a question concerning past or expected behavior that
involves this situation.
“Tell me about the last time one of your coworkers was
angry with you. What was situation and how did you
resolve the problem?”
• Identify some probes.
• Identify some good and bad answers.
• Develop a Scoring Algorithm
Tips for Organizing Interview
• Organize by competency
• Place Limits on Prompting
• Ask Everyone the Same Questions
• Control the Interview
• Take Notes
• Score the Interview