Selection

To understand

Validity and Reliability How to systematically select job applicants

via spreadsheets Supervisory and HR roles

Validity and reliability

Exercise. Whom pick assistant loan officer retail management trainee--unit supervisor

validity

Do the criterion used predict effectiveness?

Logically and empirically assessed.

Reliability

Is there consistency in the measurement. Does the applicant respond consistently to

the same question (hard to assess except on tests) (test retest).

Do evaluators evaluate responses similarly (inter-rater).

Does the applicant respond similar to similar types of questions (Lie detection or internal consistency)

Example of problems with each.

Validity

Accurately measures what is proported to be measured

Examples to measure willingness to relocate.

How could you assess?

Types

Content--is what is being measured relevant to the job. That is does what is being measured appear on the job specification?

Should you be evaluating team skills if not on job specification?

Criterion

Relationship of selection tool, test or item to work outcome. Could be retention, job performance, peer assessments, team performance, etc.

Often supervisor assessment on PA (do you see problems with this????

Ethics?

EEO

IF Disparate Impact must demonstrate BFOQ or business necessity. If can prove that reliable and valid, one has evidence of a BFOQ.

Plaintiff must show other methods are better.

Good Management!

Selection needs to impact the bottom line.

Examples

Handwriting analysis Structured interviews Numeric responses Group vs individual assessments Tom Landry and Dallas Cowboys GPA?

Summary

Importance of validity and reliability Next time apply these terms to selection.

Strategic Selection issues

Most important The relative importance of different types

of fit. Once that is done, then tailor selection

accordingly. Valid and reliable assessment methods.

Take a look at the book.

Use the proper tools! Biodata (resume or job application). Tests Interviews References

Simply look at job requirements.

How are you going to assess those job requirements

Spread sheet. Hand out job description. What tools are you going to use to assess these.

How? What types of interview questions are you going

to use?

Dayton Hudsons

Look at types of fit. Which is most important?

What attributes PJ What attributes PO How do they determine.

Spreadsheets (see p. 313)

Position requirements based on types of fit with tool to collect information.

Position requirements by rating scheme for each applicant.

Tools need to valid.

Tools need to reliable--applicant responds in a consistent manner.

Assume

Position for computer support sales. Diagnose software needs of a client. Pre-sales work. Entails working closely with a client’s hardware and software systems. Understanding existing software and clients needs.

applicantOral Sales Math heart totComm values

a 10 10 5 8 33b 8 8 7 8 31c 8 9 6 6 29d 7 5 10 9 31

Whom would you pick and why?

Does this need a policy? What happens if applicant D is a minority.

Designing a system

Pick any job. What are applicant attributes needed for

PO and PJ fit? Trainable--if so where? Those not trainable indicate how you

would specifically assess. Types of questions used.

Why is this not done more often? As supervisor’s would you do this

voluntarily? Is either spreadsheet done at your

company. Are points on any dimension determined

at your company.

How would EEOC respond to bias claims if this is done?

Role of HR Department

Develop Job analysis and organizational analysis.

Minimal qualifications Often initial screening especially if formal

search and collecting applications

HR Cont

Testing EEO analysis Sometimes select semi-finalists Should insist on structured processes for

validity and reliability Interviewer training

Supervisor

Whatever HR does not do. Usually, interviews Decides finalist Should plan selection process in detail

Legal issues

Demonstrated reliability Demonstrated validity Consistent application of tools and

processes for all positions across all supervisors (challenging).

Centralized vs decentralized hiring

Summary on Selection

Questions Selection commonly poorly planned. Selection may be most critical decision

supervisor makes. Important valid and and reliable processes

and minimize intuition.

New manager stumbles Case

Why did Goldstone stumble? Which types of fit were most relevant? How could an orientation have been

developed to minimize this? Be creative and think out of the typical orientation.

Orientation

Option consider they types of fit and building organization competencies.

Consider Miller Consider Quantum. Hard to consider Bulwark. Spit into Supervisor and HR. What should each do for

Miller and quantum. HR is formal classroom training. Supervisor is informal—on the job and coaching.

Summary

Selection and Orientation part of the selection process. Getting someone to start quickly on the job.

Valid and reliable are so important.

Next week

86 your appraisal process. In writing do you agree or disagree. Why? ½ page is plenty. Who is up next for benchmarking?