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UARK MGMT 49403
screening
first stage
evaluative
people who pass the first initial stage (also known as screening)
contingent
sometimes but not always this is given with an offer
what are the goals of an assessment
fit
accurate measurement prediction
others
what does ‘fit’ mean when it comes to assessment
do the applicants fit and align with the company
what are the types of fit
person to industry
person organization
person team
person job
complementary
supplementary
person-industry fit
aka person vocation; does this person want to work in this industry
broad
person-organization fit
does this person fit with the company culture and goals
person-team fit
does this person work type fit with the team’s workstyle
person-job fit
does this person have the skills to do the tasks at hand
complementary fit
bringing KSAO’s not currently available on the team
supplementary fit
bring more of already present KSAO’s
accuracy
= validity
selection errors
they are always possible, but companies need to try to minimize them
if someone is a good performer, should hiring them be a positive or a false positive
positive
if someone is a bad performer but is hired, is it a positive or a false positive
false positive
if someone is a bad performer and is not hired, is it a negative or a false negative
negative
if someone is a good performer but is hired, is it a negative or a false negative
false negative
what are some ways to minimize bias
educate on protected classes
train o requirements such as the hiring process and rating process
what are some other goals when it comes to assessment
stakeholders’ reaction
supporting talent philosophy and HR strategy
maximize ROI
legal compliance
what is the first stage of the evaluation selection assessment when screening
resume
cover letter
phone scren
ask about interest clarifying information on resume or application
what is something that is usually asked on a phone screen
are you still interested
we wanted to make sure you were aware of the hours for this position
biodata
questions about life experiences
what are different screening methods
biodata
phone screen
resume/cover letter
what are some evaluative tests
cognitive ability
work sample/simulation
job knowledge
physical ability
personality tests
integrity
situational judgement
cognitive ability (general mental ability)
common sense, problem solving, solving math, verbal ability, memory, perception reasoning
usually, multiple choice and has correct answers
validity is high with R= 0.50
adverse impact is high within race and ethnicity
pros: cheap, available off the shelf standardized, easy to administer to large groups, easy to score
cons: low face validity
work/sample simulation
have applicants perform a job or tasks
adverse impact is lower than cognitive ability
pros: face validity creates a positive candidate reaction
con: usually administered to small groups
job knowledge
multiple choice tests that have correct answers
face validity is high
adverse impact is high due to race and ethnicity
pros: face validity creates positive candidate reactions, easy to score, easy to administer to large groups
cons: time consuming, expensive, must be general job knowledge
physical ability
physical tests that is not a medical test (blood pressure)
pass or fail
face validity is high
adverse impact is high based on gender (women)
pros: high face validity, may be the only way to test for these things
cons": high degree of lability, expensive
personality tests
tests for the big 5
test traits, behaviors, workstyles
survey questions
no right or wrong answers
validity is low/medium
adverse impact is low
pros: easy to administer off the shelf, easy to administer to large groups
cons: ensure the measure/test is valid to hiring (legal), could feel invasive, answer could be faked
what is the big 5 in the personality test
conscientiousness
extroversion
neuroticism
agreeableness
openness to explore
integrity
tests for honesty and ethical behavior
predict counterproductive behavior (stealing)
survey questions
no right or wrong answers
2 types: overt & veiled
validity depends
adverse impact is low
pros: easy to administer off the shelf and to large groups
cons: ensure the measure/test is valid to hiring (legal), could feel invasive, answer could be faked
overt
obvious; asks upfront
veiled
hidden
situational judgement
gives scenarios and multiple choice options for response
validity is medium
adverse impact is low
pros: easy to administer to large groups, easy to score
cons: limited to response options, no follow ups
slants
how they describe you based on your handwriting
the more sideways it gets the less control of your emotions you have
used in the 1990’s
no validity
polygraphs
lie detector tests
graphology
handwriting analysis
no validity
no longer used in the U.S
emerging methods
slants
polygraphs
graphology
contingent method
post offer
medical tests
blood pressure, heart rate, drug tests
true or false: medical tests are done before an offer is made
false
what are ways to choose a final candidate
rank order
banding
cut scoreran
rank order
best score gets the first offer, then the next in line, etc.
cut score
minimum score to be hired or to move on to the next stage
some justification is needed
banding
creating groups based on assessment performance
choose from within the certain range based on other factors (seniority, new skills, experience)
Fair Labor Standards Act
establishes minimum wage, overtime pay, recordkeeping, and youth employment standards affecting employees in the private sector and in Federal, State, and local governments
Family Medical Leave Act
certain size to provide employees with unpaid time off for serious family health issues or situations up to 12 weeks unpaid leave
onboarding
orientation; paperwork, practical details (very early)
specialization
getting to know the organizational culture; norms, history, how things get done
socialization outcomes
faster time to peak performance
increased job satisfaction
decreased turnover
retention
finding out why people are leaving or thinking about leaving your organization
what are some methods to better your retention
employee surveys
exit interviews
stay interviews
general factors impacting retention/turnover
pay
bad manager or boss
working environment
life circumstances
lack of growth/ advancement in current opportunities
lack of meaningful work
dysfunctional turnover
bad for company
functional turnover
good for company
voluntary turnover
employee ends the employment
involuntary turnover
employer ends the employmentwhat
what are two reasons for involuntary turnover
downsizing
termination
why would a company want to downsize (wanted outcomes)
save money
efficient
improve shareholder wealth
new strategy
new technology
what are some unintended outcomes of downsizing
hurt reputation
difficulties recruiting
increased voluntary turnover
increased costs
survivors guilt of other employees
stress
job satisfaction
what are some other alternatives to downsizing
retraining
early retirement bonus
hiring freeze
careful planning and forecasting
sharing information with employees
not doing waves of downsizing
providing assistance to downsized employees
what are some reasons individual termination
safety
performance
policy violation
misconduct
what are some things employers can do when doing individual termination
private location
share details (last paycheck, etc.)
manage your own emotions
what are some things employers don’t need to do when doing individual termination
publicly
apologize
give positive reference for poor performers
compensatory
unit, rational, statistical weights
high scores on one assessment can make up for lower scores on another
multiple hurdle
must pass a stage before moving on to the next assessment, if there is a critical skill. for practial reasons
unit weighting
all equal; create standard scores and add for overall score
rational weighting
subject matter experts determine weights on their knowledge of the job
statistical weights
based on data, use a regression line to calculate a predicted performance score (y); need large data sets (n=100s), performance data
what are some ways to combine assessment scores (compensatory)
unit weighting
rational weighting
statistical weights
