Description
This is a presentation describes on the objective of the selection process, Compare different types of employment tests, Different approaches of conducting employment interview, Explain what is meant by reliability and validity.
?
?
?
?
To be able to explain the objective of the selection process Compare different types of employment tests Different approaches of conducting employment interview Explain what is meant by reliability and validity
? ?
?
?
Improves organizational performance Separates applicants who are more likely to perform successfully from those who are less likely to perform successfully Identifies people who have the skills and abilities to perform up to expectations and improves “fit” between personal KSAs and job requirements Helps to ensure equal opportunity for employment decision making
Steps in the Development of a Selection Program
Job Analysis Identification of Relevant Job Performance Dimensions Identification of Knowledge, Skills and Abilities (KSAs) Necessary for Job Development of Assessment Devices to Measure KSAs Validation of Assessment Devices
1. Content 2. Construct 3. Criterion
Use of Assessment Devices in the Processing of Applications
? ?
Multiple methods typically applied
One model for the selection process:
? Applicant submits resume and/or completes application blank in Human Resources ? HR representatives screen application/resume for disqualifying factors (minimum qualifications) ? Applicant is administered one or more tests ? Applicant is interviewed by hiring manager or supervisor of the vacant job ? Applicants are ranked based on results of testing and/or interviews ? Final selection is made by hiring manager/supervisor in conjunction with HR
?
?
? ? ? ?
Application Blanks Paper and pencil tests Work samples Assessment centers Reference checks Interviews
?
Cognitive ability tests ? General intelligence (IQ) ? Specific capacities (verbal, mathematical) Personality tests ? Traits identified as job-related ? E.g., Conscientiousness Integrity / Honesty tests ? Aim to avoid hiring dishonest or disruptive employees ? Related to reduce theft, aggression, absenteeism, etc.
?
?
?
?
?
Physical Ability tests ? Strength, speed, agility, endurance, etc. ? Potential for adverse impact Work samples ? Involve applicants performing actual job tasks ? E.g., typing, preparing and delivering oral presentation, athletic tryouts Assessment Centre ? Procedure involving multiple assessment techniques to assess reactions to “real” job-related tasks ? Often to assess managerial potential
?
Decisions Regarding Use of Assessment Instruments
? ? ? ? Combining different measurements Establishing cut scores/passing standards Sequencing of assessments in decision making Administration issues
?
Most widely used selection technique
?
2 main types
? Unstructured ? Structured
?
Unstructured interviews
? Open-ended questions, various topics ? Interviewers may ask different questions of different candidates ? Interviewer makes decision based on “gut feeling” ? No clear guidelines for evaluating interviewees
?
Problems with unstructured interviews
? Poor reliability and validity
?
Can lead to biases
? “similar-to-me” effect ? Primacy or recency effect ? Halo effect
? ?
Structured interviews 3 distinguishing features:
1.Job-related questions 2.Predetermined scoring system / rating scale 3.Standardized - same approach for all applicants
?
2 types: situational and behavioural
? ?
?
?
?
Based on job analysis Presents candidate with a dilemma – “What would you do…? ? Candidate must answer by saying how s/he would respond to the dilemma Rationale for situational interview ? “intention predicts future behaviour” Explicit scoring system ? 1 = least effective; 5 = most effective Good reliability and validity
? ?
Based on job analysis Candidate is asked to describe a specific situation s/he has been involved in that relates to a specific skill or competency
?
Rationale for behavioural interview Good reliability and validity
? “Tell me about a time when you had to work on a team with someone you didn’t get along with.” ? May involve more than 1 interviewer (e.g., panel) ? “past behaviour is the best predictor of future behaviour”
?
? ? ? ? ?
It is reliable. It is valid. Its benefits outweigh its costs. Applicants respond favorably to it. It does not screen out a disproportionate number of legally protected group members.
?
Refers to the consistency of scores produced by a selection technique 2 important types of reliability Stability - Test-retest reliability
? 1.
? Repeated administrations of the same measure yield consistent results ? Particularly important for tests
2.
Equivalence - Inter-rater reliability
? Agreement between 2 or more raters of same behaviour ? Particularly important for interviews
?
Appropriateness of the inferences made based on scores of selection techniques
? E.g., if we predict an individual will perform well based on interview results, validity is concerned with the evidence that supports this prediction
?
3 types of validity – 1st 2 are particularly important for selection
1. Content validity 2. Criterion-related validity 3. Construct validity
?
Does the system adequately represent the KSAs required by the position?
? No content validity if it’s not an essential job requirement
? E.g., having applicants for position of secretary lift a 50 kg box
? E.g., having applicants for position of secretary take typing test to assess typing speed
? If certain typing speed is required, then it is content valid
?
Does one’s standing on a selection technique(s) relate to the outcome (criterion) of interest – i.e., job performance?
How is C-R validity established?
?
?
Predictive validation
? Extent to which test scores predict subsequent job performance ? Collect test scores; correlate scores with subsequent job performance ratings of those who are hired
?
Concurrent validation
? Degree to which a test score obtained now predicts current performance ? Administer employment test to current job incumbents ? Collect current (recent) job performance ratings of incumbents ? Look at correlation between test scores and performance ratings
?
Screen on “hard” criteria, select on “soft” criteria Screen out those who do not possess essential “hard” job specifications
? E.g., specific degree, license, etc. that is critical
?
?
Select those who possess essential “soft” skills/characteristics
? Using structured behavioural interview
?
Focus on factors that are not readily trained
? Often, specific job content skills can be trained
? Less tangible skills/characteristics are not as readily trained
?
? Fit with organization culture ? Initiative, conflict resolution, adaptability, stress management, etc. Consider “multiple hurdle” approach
?
How can HR selection affect an organization’s ability to formulate & implement a successful business strategy? Should an organization “make” or “buy” its needed human resources?
?
? ? ?
Make
? Hire trainable employees.
Buy
? Hire fully trained employees.
Make & buy
? Buy fully trained employees for critical jobs. ? Hire trainable employees for all other jobs.
?
?
?
Traditional Staffing as strategy implementation Staffing as strategy formation
?
?
?
Strategy is a contextual feature Hire for person-job fit Select best person for a specific job
?
?
?
Human resources support strategy Hire for person-strategy fit Select best person with needed capabilities
?
? ?
Human resources can influence strategy formation Hire for person-organization fit Hire people with unique or complementary KSAOs
?
Selection system signals how organizations value the people they hire
? A good selection system may be costly and timeconsuming (and demanding for candidates) ? But it has many benefits:
? High quality hires ? Legal defensibility
? Fosters commitment and motivation of new hires
?
?
Selection is an important issue both for organizations and for workers, i.e., the general population. With careful design and appropriate use, selection systems can increase productivity and help ensure that selected applicants will be likely to be successful on the job.
doc_542295266.pptx
This is a presentation describes on the objective of the selection process, Compare different types of employment tests, Different approaches of conducting employment interview, Explain what is meant by reliability and validity.
?
?
?
?
To be able to explain the objective of the selection process Compare different types of employment tests Different approaches of conducting employment interview Explain what is meant by reliability and validity
? ?
?
?
Improves organizational performance Separates applicants who are more likely to perform successfully from those who are less likely to perform successfully Identifies people who have the skills and abilities to perform up to expectations and improves “fit” between personal KSAs and job requirements Helps to ensure equal opportunity for employment decision making
Steps in the Development of a Selection Program
Job Analysis Identification of Relevant Job Performance Dimensions Identification of Knowledge, Skills and Abilities (KSAs) Necessary for Job Development of Assessment Devices to Measure KSAs Validation of Assessment Devices
1. Content 2. Construct 3. Criterion
Use of Assessment Devices in the Processing of Applications
? ?
Multiple methods typically applied
One model for the selection process:
? Applicant submits resume and/or completes application blank in Human Resources ? HR representatives screen application/resume for disqualifying factors (minimum qualifications) ? Applicant is administered one or more tests ? Applicant is interviewed by hiring manager or supervisor of the vacant job ? Applicants are ranked based on results of testing and/or interviews ? Final selection is made by hiring manager/supervisor in conjunction with HR
?
?
? ? ? ?
Application Blanks Paper and pencil tests Work samples Assessment centers Reference checks Interviews
?
Cognitive ability tests ? General intelligence (IQ) ? Specific capacities (verbal, mathematical) Personality tests ? Traits identified as job-related ? E.g., Conscientiousness Integrity / Honesty tests ? Aim to avoid hiring dishonest or disruptive employees ? Related to reduce theft, aggression, absenteeism, etc.
?
?
?
?
?
Physical Ability tests ? Strength, speed, agility, endurance, etc. ? Potential for adverse impact Work samples ? Involve applicants performing actual job tasks ? E.g., typing, preparing and delivering oral presentation, athletic tryouts Assessment Centre ? Procedure involving multiple assessment techniques to assess reactions to “real” job-related tasks ? Often to assess managerial potential
?
Decisions Regarding Use of Assessment Instruments
? ? ? ? Combining different measurements Establishing cut scores/passing standards Sequencing of assessments in decision making Administration issues
?
Most widely used selection technique
?
2 main types
? Unstructured ? Structured
?
Unstructured interviews
? Open-ended questions, various topics ? Interviewers may ask different questions of different candidates ? Interviewer makes decision based on “gut feeling” ? No clear guidelines for evaluating interviewees
?
Problems with unstructured interviews
? Poor reliability and validity
?
Can lead to biases
? “similar-to-me” effect ? Primacy or recency effect ? Halo effect
? ?
Structured interviews 3 distinguishing features:
1.Job-related questions 2.Predetermined scoring system / rating scale 3.Standardized - same approach for all applicants
?
2 types: situational and behavioural
? ?
?
?
?
Based on job analysis Presents candidate with a dilemma – “What would you do…? ? Candidate must answer by saying how s/he would respond to the dilemma Rationale for situational interview ? “intention predicts future behaviour” Explicit scoring system ? 1 = least effective; 5 = most effective Good reliability and validity
? ?
Based on job analysis Candidate is asked to describe a specific situation s/he has been involved in that relates to a specific skill or competency
?
Rationale for behavioural interview Good reliability and validity
? “Tell me about a time when you had to work on a team with someone you didn’t get along with.” ? May involve more than 1 interviewer (e.g., panel) ? “past behaviour is the best predictor of future behaviour”
?
? ? ? ? ?
It is reliable. It is valid. Its benefits outweigh its costs. Applicants respond favorably to it. It does not screen out a disproportionate number of legally protected group members.
?
Refers to the consistency of scores produced by a selection technique 2 important types of reliability Stability - Test-retest reliability
? 1.
? Repeated administrations of the same measure yield consistent results ? Particularly important for tests
2.
Equivalence - Inter-rater reliability
? Agreement between 2 or more raters of same behaviour ? Particularly important for interviews
?
Appropriateness of the inferences made based on scores of selection techniques
? E.g., if we predict an individual will perform well based on interview results, validity is concerned with the evidence that supports this prediction
?
3 types of validity – 1st 2 are particularly important for selection
1. Content validity 2. Criterion-related validity 3. Construct validity
?
Does the system adequately represent the KSAs required by the position?
? No content validity if it’s not an essential job requirement
? E.g., having applicants for position of secretary lift a 50 kg box
? E.g., having applicants for position of secretary take typing test to assess typing speed
? If certain typing speed is required, then it is content valid
?
Does one’s standing on a selection technique(s) relate to the outcome (criterion) of interest – i.e., job performance?
How is C-R validity established?
?
?
Predictive validation
? Extent to which test scores predict subsequent job performance ? Collect test scores; correlate scores with subsequent job performance ratings of those who are hired
?
Concurrent validation
? Degree to which a test score obtained now predicts current performance ? Administer employment test to current job incumbents ? Collect current (recent) job performance ratings of incumbents ? Look at correlation between test scores and performance ratings
?
Screen on “hard” criteria, select on “soft” criteria Screen out those who do not possess essential “hard” job specifications
? E.g., specific degree, license, etc. that is critical
?
?
Select those who possess essential “soft” skills/characteristics
? Using structured behavioural interview
?
Focus on factors that are not readily trained
? Often, specific job content skills can be trained
? Less tangible skills/characteristics are not as readily trained
?
? Fit with organization culture ? Initiative, conflict resolution, adaptability, stress management, etc. Consider “multiple hurdle” approach
?
How can HR selection affect an organization’s ability to formulate & implement a successful business strategy? Should an organization “make” or “buy” its needed human resources?
?
? ? ?
Make
? Hire trainable employees.
Buy
? Hire fully trained employees.
Make & buy
? Buy fully trained employees for critical jobs. ? Hire trainable employees for all other jobs.
?
?
?
Traditional Staffing as strategy implementation Staffing as strategy formation
?
?
?
Strategy is a contextual feature Hire for person-job fit Select best person for a specific job
?
?
?
Human resources support strategy Hire for person-strategy fit Select best person with needed capabilities
?
? ?
Human resources can influence strategy formation Hire for person-organization fit Hire people with unique or complementary KSAOs
?
Selection system signals how organizations value the people they hire
? A good selection system may be costly and timeconsuming (and demanding for candidates) ? But it has many benefits:
? High quality hires ? Legal defensibility
? Fosters commitment and motivation of new hires
?
?
Selection is an important issue both for organizations and for workers, i.e., the general population. With careful design and appropriate use, selection systems can increase productivity and help ensure that selected applicants will be likely to be successful on the job.
doc_542295266.pptx