Title: Staffing
1 2Objectives
- To understand relationship between staffing and
firm success - Identify valid and reliable selection devices
- Develop effective interviews
3The Staffing Function
- Job Analysis
- Determine Job Content and Key Competencies
- RecruitmentGeneration of applicants
- Selection Hiring
decisions for each applicant
4JOB ANALYSIS
5Recruitment the process of attracting the
best qualified individuals to apply for a given
job
6Recruitment
- Advertising Vacancy
- Preliminary contacts
- Preliminary screening
- Pool of candidates
7Recruitment
- External recruitment
- Internal recruitment
- Realistic job preview
8Selection Process of Gathering Information
About Job Applicants in Order to Determine Who
Should Be Hired for Long or Short Term Positions
9GOALS
- 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.
10Remember...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.
11RememberPoor 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
12ConsiderationsIn Choosing Selection Method
- Validity and Reliability
- Practicality
- Cost
- Order of Administration
- Multiple Hurdles, Compensatory or combination
- Utility - amount of overall benefit
13Steps In The Selection Process
- The application form
- Preliminary Screening Interview
- Any necessary tests
- Indepth interview
- Background investigation
- Decision to hire or not
14Application Form
- Resumés
- Experience Education Rating
- Provide Background Prescreening Data
15Education Experience
- Low validity (r .10)
- Predictive for Entry Level Jobs
- May Result in Adverse Impact
- (e.g. Griggs versus Duke Power)
16Beware Your Reference May Not Be What You Think
17References 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
18Biographical 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?
19Tests
- Cognitive aptitude or ability
- Clerical mechanical tests
- Personality tests
- Work Sample Tests
- Assessment Centers
- Tests for drug use
- Honesty
- Graphology
20Cognitive 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.
21Cognitive 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!
22Cognitive Ability/Intelligence
- Which Is the Next Item in the Sequence?
23Cognitive Ability/Intelligence
- Which item is out of place?
24Personality 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
25Big Five Personality Measures
- Adjustment
- Stable-Unstable
- Confident - Self doubting
- Effective - Ineffective
- Sociability
- Gregarious-Shy
- Energetic -Unassertive
- Self dramatizing- withdrawn
26Big Five Personality Measures
- Conscientiousness
- Planful-Impulsive
- Neat-Careless
- Dependable -Irresponsible
- Agreeableness
- Warm-Cold
- Tactful-Rude
- Considerate -Ego smashing
27Big Five Personality Measures
- Intellectual Openness
- Imaginative-Common place
- Curious -Dull
- Original -Literal minded
28Personality 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.
29MMPI
- 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
30What Do You See?
31Projective 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
32What Do You See?
33Interest 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.
34Sample Interest Inventory Items
- 1. At a party do you
- interact with many people, including strangers
- interact with a few people known to you
- 2. Are you more
- realistic than speculative
- speculative than realistic
- 3. Are you more impressed by
- principles
- emotions
-
35Work Sample Tests
- Sample the work actually performed
- Highly predictive
- Provide a realistic preview of the Job
- May be costly to conduct
- Examples
- Word Processing Test
- Take a Catalog Telephone Order
36Assessment 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
37Physical Ability Tests
38Physical Ability Tests
- Physical Ability Tests need to focus on
job-specific 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
39Drug And Alcohol Testing
- Urinanalysis Tests
- Blood Tests
- Hair Analysis
- Computerized Motor Skills Tests
40Drug 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
41Graphology
42Graphology
- 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
43Honesty 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?
44Job 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 845 am every
morning. I couldn't work under those conditions." - "The company made me a scapegoat, just like my
three previous employers."
45(No Transcript)
46Two 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
47Credentials
- 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?
48Knowledge
- 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?
49Situational/ 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.
50Situational 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.
51Behavioral 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.
52Behavioral 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.
53Behavioral 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?
54Steps 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
55Tips for Organizing Interview
- Organize by competency
- Place Limits on Prompting
- Ask Everyone the Same Questions
- Control the Interview
- Take Notes
- Score the Interview