StaffingStaffing

ObjectivesObjectives• To understand relationship between

staffing and firm success

• Identify valid and reliable selection devices

• Develop effective interviews

The Staffing The Staffing FunctionFunction

Job AnalysisJob AnalysisDetermine Job Content and Key

Competencies

RecruitmentRecruitmentGeneration of applicants

Selection Selection Hiring decisions for each applicant

JOB JOB ANALYSISANALYSIS

Recruitment Recruitment

the process of the process of attracting the best attracting the best

qualified qualified individuals to apply individuals to apply

for for a given joba given job

RecruitmenRecruitmentt

•Advertising VacancyAdvertising Vacancy•Preliminary contactsPreliminary contacts•Preliminary screening Preliminary screening •Pool of candidatesPool of candidates

RecruitmenRecruitmentt

External recruitmentExternal recruitmentInternal recruitmentInternal recruitmentRealistic job previewRealistic job preview

Selection Selection Process of Gathering Information About Job Applicants in Order to

Determine Who Should Be Hired for Long or Short Term Positions

GOALS GOALS

• 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.

Remember.Remember.....EEOC EEOC

ConcernsConcerns • 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.

RememberRemember……PoorPoor Selection Is Selection Is

CostlyCostly • 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

ConsiderationsConsiderationsIn Choosing Selection In Choosing Selection MethodMethod

• Validity and Reliability

• Practicality

• Cost

• Order of Administration

• Multiple Hurdles, Compensatory or combination

• Utility - amount of overall benefit

Steps Steps In The Selection In The Selection

ProcessProcess•The application form•Preliminary Screening Interview•Any necessary tests • Indepth interview•Background investigation•Decision to hire or not

Application Application FormForm

ResumésResumésExperience & Education Experience & Education

RatingRating

Provide Background Provide Background & Prescreening Data& Prescreening Data

Education & Education & ExperienceExperience• Low validity (r =.10)

• Predictive for Entry Level Jobs

• May Result in Adverse Impact

(e.g. Griggs versus Duke Power)

Beware: Your Beware: Your Reference May Not Reference May Not Be What You ThinkBe What You Think

References References ChecksChecksRegarding 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

Biographical Biographical DataData• 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?

Tests Tests • Cognitive aptitude or abilityCognitive aptitude or ability

• Clerical & mechanical tests Clerical & mechanical tests

• Personality tests Personality tests

• Work Sample TestsWork Sample Tests

• Assessment CentersAssessment Centers

• Tests for drug use Tests for drug use

• HonestyHonesty

• GraphologyGraphology

Cognitive Ability Cognitive Ability TestsTests• 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.

Cognitive Ability Cognitive Ability TestsTests• Special Ability Tests measure specific skills

needed for jobs.

– Mechanical

– Clerical

– Perceptual Speed

– Motor dexterity

– Sensory -- vision and hearing

High Validity for Specific Jobs!

Cognitive Ability/Cognitive Ability/IntelligenceIntelligence• Which Is the Next Item in the Which Is the Next Item in the

Sequence?Sequence?

Cognitive Ability/Cognitive Ability/IntelligenceIntelligence• Which item is out of place?

Personality TestsPersonality 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

Big Five Big Five Personality Personality MeasuresMeasures• Adjustment

– Stable-Unstable

– Confident - Self doubting

– Effective - Ineffective

• Sociability

– Gregarious-Shy

– Energetic -Unassertive

– Self dramatizing- withdrawn

Big Five Big Five Personality Personality MeasuresMeasures

• Conscientiousness– Planful-Impulsive

– Neat-Careless

– Dependable -Irresponsible

• Agreeableness– Warm-Cold

– Tactful-Rude

– Considerate -Ego smashing

Big Five Big Five Personality Personality MeasuresMeasures• Intellectual Openness

– Imaginative-Common place

– Curious -Dull

– Original -Literal minded

Personality TestsPersonality 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.

MMPIMMPI

• Assesses Social Deviance Assesses Social Deviance via via 13 subscales 13 subscales (e.g., (e.g., depression, hysteria, depression, hysteria, psychopathic deviance, paranoia,psychopathic deviance, paranoia, schizophrenia, introversion/extroversion.)schizophrenia, introversion/extroversion.)

• May Not be Valid for Employee Selection (e.g. Target Security Guard Case)

– Well adjusted but mediocre in job performance

What Do You What Do You

See?See?

Projective Projective TestsTests

• Assesses Social Deviance Assesses Social Deviance via via 13 subscales 13 subscales (e.g., (e.g., depression, hysteria, depression, hysteria, psychopathic deviance, paranoia,psychopathic deviance, paranoia, schizophrenia, introversion/extroversion.)schizophrenia, introversion/extroversion.)

• May Not be Valid for Employee Selection (e.g. Target Security Guard Case)

– Well adjusted but mediocre in job performance

What Do You What Do You See?See?

Interest Interest InventoriesInventories• 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.

Sample Interest Sample Interest Inventory ItemsInventory Items

1. At a party do you 1. At a party do you

A interact with many people, including strangersinteract with many people, including strangers

B interact with a few people known to you interact with a few people known to you

2. Are you more2. Are you more

A realistic than speculativerealistic than speculative

B speculative than realistic speculative than realistic

3. Are you more impressed by3. Are you more impressed by

A principlesprinciples

B emotionsemotions

Work Sample Work Sample TestsTests• 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

Assessment Assessment CenterCenterSimulate 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

Physical Physical Ability Ability TestsTests

Physical Ability Physical Ability TestsTests

• 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

Drug And Drug And Alcohol Alcohol TestingTesting• Urinanalysis TestsUrinanalysis Tests

• Blood TestsBlood Tests

• Hair AnalysisHair Analysis

• Computerized Motor Skills TestsComputerized Motor Skills Tests

Drug and AlcoholDrug and Alcohol TestingTesting• 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

GraphologyGraphology

GraphologyGraphology• 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

Honesty Honesty TestsTests

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?

Job Applicant Job Applicant Comments?Comments?• "I procrastinate, especially when the task is unpleasant.""I procrastinate, especially when the task is unpleasant."

• "Personal interests: donating blood. Fourteen gallons so far.""Personal interests: donating blood. Fourteen gallons so far."

• "Instrumental in ruining entire operation for a Midwest chain store.""Instrumental in ruining entire operation for a Midwest chain store."

• "Note: Please don't misconstrue my 14 jobs as 'job-hopping'. I have never "Note: Please don't misconstrue my 14 jobs as 'job-hopping'. I have never quit a job."quit a job."

• "Reason for leaving last job: They insisted that all employees get to work "Reason for leaving last job: They insisted that all employees get to work by 8:45 am every morning. I couldn't work under those conditions."by 8:45 am every morning. I couldn't work under those conditions."

• "The company made me a scapegoat, just like my three previous "The company made me a scapegoat, just like my three previous employers."employers."

Two Roles Two Roles Of the InterviewOf the Interview• Evaluative: Interviewer is assessing the applicant.

– Credentials

– Knowledge

• Informative: Interviewer provides information concerning the job and company.

– Realistic Preview

– Background Information

CredentialsCredentials• Length of past experience in various areas. Length of past experience in various areas.

Educational and training experiences, Educational and training experiences, degrees and certificates.degrees and certificates.

• Examples:Examples:

• What courses have you taken concerning What courses have you taken concerning mechanical engineering? mechanical engineering?

• What experience do you have in operating What experience do you have in operating forklifts? forklifts?

KnowledgeKnowledge• Technical knowledge Technical knowledge required required

for job for job performance.performance.

• Examples:Examples:

• What are the major steps in performing a What are the major steps in performing a system checkout of a programmable logic system checkout of a programmable logic controller? controller?

• What are the primary safety considerations in What are the primary safety considerations in operating a power sweeper?operating a power sweeper?

Situational/ Situational/ BehavioralBehavioral

• Recent increased focus on situational Recent increased focus on situational and behavioral questions. and behavioral questions.

• Situational:Situational: What would you do if... What would you do if...

• Behavioral:Behavioral: What have you done What have you done when... when...

• Research supports the usefulness of Research supports the usefulness of both types of questions.both types of questions.

Situational Situational ExampleExample

• Example: You and another coworker are Example: You and another coworker are jointly responsible for completing an jointly responsible for completing an assignment. Your coworker is not doing his or assignment. Your coworker is not doing his or her share of the work. What would you do?her share of the work. What would you do?

• Applicant will most likely describe what they Applicant will most likely describe what they think they should do.think they should do.

• May or may not be descriptive of what they May or may not be descriptive of what they would actually do.would actually do.

Behavioral Behavioral ExampleExample

• Example: Describe a time when you and Example: Describe a time when you and another coworker were jointly responsible another coworker were jointly responsible for completing an assignment and your for completing an assignment and your coworker did not do his or her share of coworker did not do his or her share of the work. What did you do?the work. What did you do?

• Applicant will have problems answering if Applicant will have problems answering if he/she has not been in this situation he/she has not been in this situation before.before.

Behavioral Behavioral ExampleExample• Behavioral questions often use superlative adjectives:Behavioral questions often use superlative adjectives:

• Most Last Least Toughest WorstMost Last Least Toughest Worst

• This QuestionThis Question

• Give me an example of trouble that you have had with a Give me an example of trouble that you have had with a supervisor. supervisor.

• Versus Versus

• Tell me about the supervisor you have gotten along with the least Tell me about the supervisor you have gotten along with the least and the most difficult interaction that you had with that supervisor. and the most difficult interaction that you had with that supervisor.

Behavioral questions are Behavioral questions are followed by probes.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: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?

Steps to Develop Steps to Develop Situational/ Behavioral Situational/ Behavioral QuestionsQuestions• Start with a competency area required for job performanceStart with a competency area required for job performance

• Develop critical incidents in which this competency (or the lack of it) would play a key Develop critical incidents in which this competency (or the lack of it) would play a key role in performance.role in performance.

– e.g., Interacting with a coworker who was angry with you.e.g., Interacting with a coworker who was angry with you.

• Formulate a question concerning past or expected behavior that involves this situation.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 “Tell me about the last time one of your coworkers was angry with you. What was situation and how did you resolve the problem?”was situation and how did you resolve the problem?”

• Identify some probes.Identify some probes.

• Identify some good and bad answers.Identify some good and bad answers.

• Develop a Scoring AlgorithmDevelop a Scoring Algorithm

Tips for Organizing Tips for Organizing InterviewInterview• Organize by competency

• Place Limits on Prompting

• Ask Everyone the Same Questions

• Control the Interview

• Take Notes

• Score the Interview