MGMT 432 Staffing Final

For conviction records, the EEOC asks

For conviction records, the EEOC asks

• Employers can ask & make offers contingent.

  • But need to ask:

    • 1. Type

    • 2. When it occurred

For a position like a pilot where it is essentail that the employee be able ot perform all tasks it is best to use

Multiple Hurdles Model

• At each step, have 1 section tool/question

  • If not met, screened out

To determine if turnover is at a rate that is an issue for your organization, you should use:

• Benchmark

  • Ex. What is the current turnover rate, Job satisfaction averages, competitors/industry standards

• Calculate Turnover rate

True or False: A measure can be reliable but not valid.

• True

  • reliability is the first step / pre-requisite

  • Unreliable = too much error, cannot predict anything yet

Pros of Centralized Recruiting

• It tends to be more cost effective

• Eliminate duplication of effort

Disadvantages of Centralized Recruiting

• Difficult to tailor recruiting (Depending on geographic location, culture)

• Slower

A job analysis can be used for (4)

• Setting compensation levels

• Reviewing performance

• Designing the selection plan

• As a legal defense

According to EEOC guidelines, demographic information

• Should not be available to those asking the hiring decisions

• Can be collected but on a separate form

What does a well written KSAO have?

• 1. Verb

• 2. Object of verb

• 3. What is produced?

• 4. What are you using?

• Be specific

A Markov Analysis is

• A tool to forecast labor supply

  • Current employees’ availability

    • Then, you forecast demand / needs

Which of the following is a method determining if an assessment tool is adding value to a selection plan?

• Utility Analysis

Staffing (definition)

• Process of (3):

  • 1. Staffing

  • 2. Deploying

  • 3. Retaining

of the Workforce of sufficient quantity & quality to create positive impacts on the org’s effectiveness

What are the (5) types of staffing models?

1. Staffing Quantity

2. Staffing Quality

3. Staffing System Components

4. Staffing Organizations

5. Staffing Strategy

Staffing Quantity

• Levels → Using forecasting tools to meet company objectives

• Availabilities → At the end of x years, how many will still be in that position

• Outcomes:

  • 1. Equal → blissful, fully staffed projection

  • 2. More → excess amount of people

  • Fewer —> Understaffed

Staffing Quality

• Person-Job Match

• Match rewards w/ person’s motivation

Person-Job Match

• Consider job requirements & candidate/employee KSAOs

Person/Organization Match

• Long term, company as a whole

• Can the person fit in wide range of jobs at company

• Ability to be promoted

Staffing System Components

• Applicant has the power in job search

  • Pay attention to evaluation process

    • “easy for orgs to “drop the ball”

Staffing Organizations

• HR & staffing are tied to vision & mission of the org.

  • Org must consider:

    • Where they recruit

    • What candidates qualified

    • How to retain

Staffing Strategy

• Key Decisions about acquisition, deployment, retention of workforce

  • Decisions: focuses on staffing levels & staffing quality

3 Types of Employment Relationships:

• Employer-Employee

• Independent Contractors

• Temporary Employees

Employer-Employee

• Written/verbal contract

• Employment-at-will

Independent Contractors

• Not employees, employer pays fees to I.C.

• No tax withholdings/tax payments

• Not regulated by discrimination laws

Temporary Employees

• Should not have business cards, employer must keep line firm (between employees & temps.)

• Discrimination laws apply to temp agency & company paying for temp services

  • Temp agency “loans” people to company

    • Responsible for recruiting, paying, etc.

Disparate Impact

• Indirect, unintended discrimination towards specific group

  • ex. height requirements for all applicants

    • Impacts women unfairly

Disparate Treatment

• Direct discrimination towards a specific group

  • Ex. making X race take a test when applying

4/5ths Rule

• Ratio of any group must be at least 80% of the most populous group

  • Ex. If you hire 20 Caucasians, how many of the minority group should be hired?

    • 20 × 0.80 = 16

      • 16 of the minority group

Civil Rights Act of 1991

• Prohibits race norming → gives everyone a fair chance

• Increases plantiff’s burden of proof, plantiff must:

  • 1. Identify selection practice in question AND

  • 2. Demonstrate the adverse impact

• BUT plantiff can now sue for both compensatory & punitive damages

Age Discrimination Act 1967

• Protection for 40+

• Age can be used as BFOQ (ex. pilots can’t be older than 65, safety issues)

• Prohibits mandatory

• Retirement age

• Provides the right for trial for jury → emotional component, trigger juror

  • One of the fastest growing areas of discrimination suits

Civil Rights Act of 1964

• Created EEOC

• Claims must be made within 180 days of discrimination

  • A. Step 1: No Fault Settlement attempt

  • Step 2: Investigation - looking for prima facie (“probable cause”)

    • If agreement not reached → right to sue

    • EEOC litigates, can continue litigating & suing

  • B. “no probable cause” / not enough evidence

Americans with Disabilities (ADA) of 1990

• Employers required to make “reasonable accommodation” unless it poses “undue hardship”

  • Ex. alter work schedule, modify training, adjusting font, etc.

• Prohibits pre-employment inquiries asking about disability

  • Unless applicant brings it up

• Employers should not be asking you to fill out disability form prior to offer

  • Applicant can sue if they feel discrminated → potential class action

    • Applicant can sue if they feel discriminated → potential class action

• Pre-employment medical exams are restricted to those that are job related

  • Can only be given at offer stage

Immigrant Reform & Control Act (1986)

• Created the I-9 Form → usually 1st day of employment

• Illegal to hire/employ anyone not authorized to work in the U.S.

• Prohibits giving employment discrimination based on national org /citizenship

  • Visa/Sponsorship question should not be asked at applicant stage

Fair Credit Reporting Act of 1970

• Asked of people who handle large sums of money

• Before obtaining a credit report:

  • 1. Written notice to applicant

  • 2. Obtain written consent from applicant

• After obtaining a credit report:

  • 1. Notify applicant of action, agency used, suggest that they have right to obtain copy of free report

  • 2. NOT required to identify specific info that “turned off” employer

How do organizations defend themselves when facing a disparate treatment case (2)

• 1. Stock Statistics

  • A of minorities employees / total # employees

  • B # of minorities

• If B is significantly less than A = case for disparate treatment

• 2. Relative Labor Market (RLM)

  • Critical in discrimination cases

    • Examples:

      • Geographical Location

      • Skill level

      • General population

      • Labor Force data

      • Actual applicant flow data

What is included in the planning process?

• Projected Staffing Requirements —> Projected Staffing Availabilities

  • Compare with Environmental Scanning / External Factors

• Forecast Demand (Need) + Forecasting Availability (Supply)

External Factors

• Competitors

• Social/Economic State

• Labor Market

• Demand/Seasonality

• Employer vs. Candidate market

Labor Market Impact on Staffing

• Changes in pay/benefits

• Signing bonuses/stock options

• Use of temps

• Changes in standards (safety too)

• Overtime requirements

• Changes in business hours

Forecasting HR Requirements

• Quantitative

  • Markov Analysis + (Trend, Ratio, Regression Analyses)

• Qualitative

  • Judgmental - “gut feeling”

Succession Planning

• Helps with:

  • 1. Forecasting Demand

  • 2. Developmental (employees/culture)

• Typically only for upper positions

• Look at “lower” employees who have similar KSAOs, experience, performance reviews, etc. as past person

What does a Markov Analysis do?

• Quantitatively forecasting labor demand / need

Job Analysis

• Systematic process for collecting info on work related aspects of a job

• Builds selection process & plan

Steps of Job Analysis Method (4)

1. Collect Work Related-Info

   Tasks, duties, work behaviors, critical incidents, etc.

2. Human Attributes

   KSAOs required

3. Selection Instruments

   Tests, employment interviews, applicant questionnaires

4. Employee Performance Measures

   Performance appraisals, productivity assessments

How to prioritize positions that need a job analysis

(Management vs. Legal Perspective)

Management Perspective:

1. Is it a feeder position

2. If performance appraisal is low

3. Job has changed

Legal Perspective

1. Entry level jobs

2. Large applicant pools

Identify a “well-written” task statement / KSAO

• See air traffic signals 1 mile away in the dark

• Certified in CPR

• Lift up to 60 pounds overhead

• Ability to lift thirty pound box from ground to

  chest 10 times in 2 minutes

• Ability to supervise 5 Sunday School

  teachers’ lesson plans and daily activities

Identify how to write a “well written” task statement

• Action

• Object of verb (to whom or what)

• Result

• Materials used

1. What does worker do?

2. To whom or what does the worker do it?

3. What is produced?

4. What materials, tools, procedures or equipment are used?

How to perform strong job analysis?

• Should be in writing

• Should describe in detail the procedures used

• Job data should be from a variety of sources (2 or more)

• Specific tasks, duties, and activities – answer all 4 questions

• Specific KSAOs

• Most important tasks used to guide the choice of the selection device

• Specify competency levels of job performance for entry-level jobs

Centralized Recruiting

• Recruiting done in 1 place (HQ typically)

• Pros:

  • Less costly

  • Less duplication of effort

• Cons:

  • Takes longer

  • HQ may not be familiar w/ certain locations (ex. different cultures)

Decentralized Recruiting

• Recruiters in multiple locations

• Pros:

  • Culture

  • Tailor to geographic location

• Cons:

  • Duplication of effort

  • Costly

Open Messages (Recruiting)

• Ads meant to reach as many people as possible

  • Ex. fast level, retail, anything entry level

Target Messages (Recruiting)

• Identify “target market” & gear efforts for those most qualified for job

• Non-discriminatory

Admin Issues in Recruiting

• Takes time & effort for Job Requisition to be passed

• Recruitment Guide

  • Follow & Consider “Roadmap for Recruiting”

    • Budget

    • Who recruits

    • Where

    • Who signs off, who interviews, etc.

• Record keeping

• Recruiter characteristics & training

Standardized Measurement (Definition)

• Using same measurement for all group

• Administration of / Giving measure should be identical for all participants

  • Ex. Group A given measurement early, Group B at interview

    • Group A & B should do measurement the same way

Reliability

• Work sample itself

• Assessment of consistency

Validity

• Relationship between work sample & job performance

  • Work sample correlation w/ predicting job performance

Nominal

• Demographic surveys

• Mutually Exclusive options

  • (ex. age, gender, education)

Ordinal

• Putting applicants in order (best → worst)

  • Don’t know the distance between applicants

    • (Ex. strongly agree - agree - disagree - strongly disagree)

Ratio Analysis

• Ordinal + Interval

  • Rank applicants & know the distance between applicants

• Can be 0

  • Ex. WPM< pounds you can carry

Interval

• Put applicant in order or rank

  • But difference between applicants is the same

Test-Retest

• Give same group of people same test at different occassion

• Issue: Time

  • 6 weeks - 6 months is reasonable time

Parallel or Equivalent Forms

• 2 different groups given to same group

• Issue:

  • Creating similar exams with same difficulty

Internal Consistency

• Same question, worded differently

• Similarity of content & between items

Inter-rater Agreement

• % of rater agreement (between 2 or more raters)

  • If 0.75+ → reasonably on same page

Intra-rater

• One-person, correlation between scores at 2 different times

  • 0.75+ = good

* means

95% accuracy (5% chance error exists)

** means

99% accuracy (1% chance error exists)

---

*** means

99.9% accuracy 0.01% chance error exists)

Concurrent Validity

• Collect data simultaneously (at the same time)

• Make sure to have employees reflective of talent pool

Pro:

• Convenience

Predictive Validity

• Applicant pool is your sample

• Not used as much

• Pro:

  • Don’t have to worry about applicant pool

• Con:

  • Could lead to disparate impact

  • Must wait for scores

Content Validity

• Ask subject matter experts (SMEs)

• Look at work samples

Face Validity

• How the test looks to the applicant

• Should make sure the work sample relates to the job

Construct Validity

• Make sure what we’re measuring is a distinct variable

  • Ex. Job satisfaction vs. turnover

Validity (activity)

• r with _

Reliability (activity)

• % agreement (raters)

• test-retest r

What should you not ask for job applications & interviews?

• EEOC Info (as part of application, must be completely separate)

• Marital Status / Having kids

• Ethnicity

• Specific Age (only ask: Over age of 18 / 21)

• Height or Weight

• Arrest Records

• Friends / Relatives of company (Not in application process)

• “If need sponsorship to work in the U.S.”

• Organizational Memberships

Issues regarding collecting Demographic Data

• Should be completely separate from application & voluntary

• Could result in disparate treatment (by basis of sex, gender, age, citizenship, etc.)

Letters of Recommendation

• Can have “canned” (templated) documents, resulting in inconsistency/ reliability

Refrences

• Contacting past employer to employees’ past behavior/performance

How to perform reference check / gather reference info?

• 1. Prepare specific questions

• 2. Include a signed release from the applicant

• 3. Call HR & follow up

  • Ask how to make request in accordance to company policies

• 4. If Denied, inform their HR & applicant that:

  • “Due to organization’s failure to provide reference, the application will be incomplete”

Biographical Data

• “Best predictor of future performance is past”

• Usually gathered in survey

  • Focus on achievements & experiences

Background Checks

• Indicator of behavioral reliability

• Useful for positions where integrity and emotional adjustment required

• Should only be used when job related

  • Ex. Criminal record, credit history, driving violations

• Challenge - info contained in various databases

When is it appropriate to use personality tests as a substantive assessment?

• Weak situations - personality strongly impacts on-the-job behavior

  • Ex. recruiters

    • Recruiter decides when, where, how, what to say, etc.

Self-report Questionnaires

• Easiest

  • Ex. Myers Briggs, Big 5

• Challenge: people can “lie” on surveys & people may be unfairly screened out (due to honesty)

  • Can be overcome through “Projective Techniques”

Projective Techniques

• Inkblots, sentence completion 

  • Candidate may not know what the interviewer is looking for

Behavioral Assessment

• Role play 

  • Ex. Customer Service

    • Role-play: how you would handle an angry customer 

    • Con: may take longer to make question, but more benefiical, puts them on the spot 

      • Becomes more difficult for applicant to lie way through 

      • Can even show candidates/applicants that the organization/person fit may not be good, based off interviewer reaction

Cognitive Ability Tests

• High validity for complex jobs

  • Ex. SAT, ACT - reading comprehension, quantitative skills

• Used by NFL - “Wonderlic tests” → understand & memorize complex plays

• Use when: don’t know if you can assess KSAO with just interview

  • Ex. typing test, teaching a class for interviewers, etc.

Challenge:

• Can be subject to adverse impact

Integrity Tests

• Use in positions where someone has access to large amount of money, sensitive info concerning customers, expensive items 

  • Ex. Data entry - card info

• Research shows no adverse impact on women or minorities

• Challenge: types of questions 

  • Person with high level of integrity - will often answer honestly & accidentally hurt their chances of employment

  • Faking response is larger issue  

• Reference checks may help

Contingent Assessment Methods

• Extend the offer, then offer is contingent on passing….

  • Ex.

    • Drug Tests

    • Medical Exams

Discretionary Assessment Methods

• Use when narrowing down applicant pool

• Focus on fit with: organization, culture, ability to be a “team player”

• Demographics can play a role

Issues with Drug Testing

• Cost benefit analysis

• Must find reputable lab

  • High false positive - turning people away bc results falsely positive

  • High false negative - hiring people who failed drug test

• Need signed consent form from applicant

• Validate those who test positive (test-retest)

• Rejected applicants need a means to appeal

• Protecting candidates’ right to privacy

  • Don’t put in personnel file

  • Only 1 - 2 people should have access

Medical Exam

• Ex. Walmart wanted to hire less people who were obese

  • Realized healthcare costs were high

  • Negatively affected Walmart

• Only use when job-related

• Is a personality test considered a medical exam?

• Stick with traits that are job related

• CONFIDENTIALITY

Utility Analysis (Definition)

• Discerning if specific test (ex. personality test) is “worth it”

• Limitations:

Selection Ratio

• For each selection cycle, what % was hired

  • Lower % = better, shows selection tool is helping team

Base Rate

• # successful employees / total employees

• Higher % = continue to use

Economic Gain

• Additional Revenue - Additional Cost

• Additional Revenue:

  • Increased sales

  • Tenure

  • Correlation of predictor & job performance

  • Standard deviation of job performance

  • Average score on predictor

• CALCULATE Additional Costs

  • # APPLICANTS * PER TEST

Compensatory Model

• Allows applicant to use more of strengths

  • Quantifies process to give less weight to shortcomings

Clinical Prediction

• 1 person looks at selection plan & selects weights

Unit Weighting

• Everything in selection process is weighted equally

Rational Weighting

• Minimizes bias by having team

Multiple Regresison

• Quantitative

• Someone helps with data analysis