Staffing

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• Staffing

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Objectives

• To understand relationship between staffing and
  firm success
• Identify valid and reliable selection devices
• Develop effective interviews

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The Staffing Function

• Job Analysis
• Determine Job Content and Key Competencies
• RecruitmentGeneration of applicants
• Selection Hiring
  decisions for each applicant

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JOB ANALYSIS
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Recruitment the process of attracting the
best qualified individuals to apply for a given
job
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Recruitment

• Advertising Vacancy
• Preliminary contacts
• Preliminary screening
• Pool of candidates

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Recruitment

• External recruitment
• Internal recruitment
• Realistic job preview

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Selection Process of Gathering Information
About Job Applicants in Order to Determine Who
Should Be Hired for Long or Short Term Positions
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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.

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Remember...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.

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RememberPoor 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

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ConsiderationsIn Choosing Selection Method

• Validity and Reliability
• Practicality
• Cost
• Order of Administration
• Multiple Hurdles, Compensatory or combination
• Utility - amount of overall benefit

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Steps In The Selection Process

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

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Application Form

• Resumés
• Experience Education Rating
• Provide Background Prescreening Data

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Education Experience

• Low validity (r .10)
• Predictive for Entry Level Jobs
• May Result in Adverse Impact
• (e.g. Griggs versus Duke Power)

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Beware Your Reference May Not Be What You Think
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References 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

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Biographical 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?

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Tests

• Cognitive aptitude or ability
• Clerical mechanical tests
• Personality tests
• Work Sample Tests
• Assessment Centers
• Tests for drug use
• Honesty
• Graphology

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Cognitive 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.

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Cognitive 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!
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Cognitive Ability/Intelligence

• Which Is the Next Item in the Sequence?

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Cognitive Ability/Intelligence

• Which item is out of place?

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Personality 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

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Big Five Personality Measures

• Adjustment
• Stable-Unstable
• Confident - Self doubting
• Effective - Ineffective
• Sociability
• Gregarious-Shy
• Energetic -Unassertive
• Self dramatizing- withdrawn

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Big Five Personality Measures

• Conscientiousness
• Planful-Impulsive
• Neat-Careless
• Dependable -Irresponsible
• Agreeableness
• Warm-Cold
• Tactful-Rude
• Considerate -Ego smashing

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Big Five Personality Measures

• Intellectual Openness
• Imaginative-Common place
• Curious -Dull
• Original -Literal minded

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Personality 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.

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MMPI

• 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

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What Do You See?
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Projective 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

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What Do You See?
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Interest 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.

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Sample 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

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Work 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

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Assessment 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

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Physical Ability Tests
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Physical 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

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Drug And Alcohol Testing

• Urinanalysis Tests
• Blood Tests
• Hair Analysis
• Computerized Motor Skills Tests

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Drug 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

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Graphology
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Graphology

• 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

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Honesty 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?

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Job 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."

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Two 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

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Credentials

• 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?

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Knowledge

• 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?

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Situational/ 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.

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Situational 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.

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Behavioral 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.

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Behavioral 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.

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Behavioral 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?

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Steps 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

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Tips for Organizing Interview

• Organize by competency
• Place Limits on Prompting
• Ask Everyone the Same Questions
• Control the Interview
• Take Notes
• Score the Interview