Chapter 6 - Selection PDF

Selection Chapter 6 Overview Process of selection Selection tests Ensuring reliable and valid tests Ensuring useful tests Conducting interviews Ensuring legal measures Making the hiring decision Steps in the Selection Process Selection Testing Identify potential techniques...

Selection Chapter 6 Overview Process of selection Selection tests Ensuring reliable and valid tests Ensuring useful tests Conducting interviews Ensuring legal measures Making the hiring decision Steps in the Selection Process Selection Testing Identify potential techniques What is the quality of the test? Is each method reliable & valid? Does each test add value? Incremental validity Utility analysis Selection tests Integrity testing Cognitive ability: IQ & (honesty) EQ Graphology Motor & physical Physical exams ability Personality inventories Substance abuse tests Job Knowledge tests Work samples Assessment centres Quality of selection test Reliability Validity Consistency of measure Accuracy of measure Scale of 0.0 – 1.0 Scale of 0.0 – 1.0 Test-retest, internal, inter- Criterion-related, content, rater construct Is the test reliable? 3 tests of reliability Test-retest Stability over time Internal-Consistency Degree test measures single construct Split half Cronbach’s alpha Inter-Rater Correspondence between multiple raters Is the test valid? Rational approaches Empirical approach Content Criterion-related Face validity Predictive Construct Concurrent Convergent Divergent Rational approaches to validity Content validity Extent predictor assesses job-relevant behaviours or knowledge Evaluated by SMEs Face validity Do applicants see the link between the test/device and job content / requirements? Assessed by job applicants Construct validity Convergent and divergent validity evidence is collected Evaluated by experts  Empirical approach: Criterion- Related Validity Determines a relationship between selection test scores and job performance. Predictive Concurrent Measure Measure Test Test performance their applicants existing of those hired performance employees TIME TIME Validity Testing validity r = coefficien t.. Minimum Level.... PERFORMANCE REJECT ACCEPT TEST SCORE Valid Predictor r =.80 Accepted Applicant s Performance Rejected Applican ts Reject Accept Predictor Scores Invalid predictor r = 0.0 Rejected Accepted Performance Applican Applicant ts s Reject Accept Predictor Scores  Selection: Minimizing errors Performance A Minimum C Level D B Reject Accept Predictor Cutoff Predictor Scores Interpreting validity coefficients Validity coefficient: the correlation (r) between a predictor (e.g., intelligence test) and a criterion (e.g., performance) r .5, great prediction r between.3 and.5, good prediction r .3, not great prediction r2 indicates variance accounted for by test  Let’s Play Survey Says: Predictive Validity of Commonly Used Selection Measures General Mental Ability Tests Work Sample Tests Integrity Tests Conscientiousness Tests Job Knowledge Tests Reference Checks Job Experience Assessment Centers Unstructured Employment Interviews Structured Employment Interviews Does the test add value? Incremental validity Degree to which validity of total selection method increases with each new test Increases r2 over and above another test Using multiple predictors Independent predictors of performance (criterion) Predictor Predictor 1 2 Criterio n Using multiple predictors Correlated predictors of criterion (performance) Predictor Predictor 2 1 Criterio n Does the test add value? Utility Degree to which information from selection method enhances bottom line effectiveness. Does the test increase the accuracy of the selection process? Interviews Unstructured vs. structured Situational & Behavioural Interviews  Structured: Standardized questions, probes, conditions & response codes  Unstructured/Nondirective: Unstandardized open-ended questions, no planned response codes Structure Semi- Unstructur d structured ed Situational Interviews Hypothetical problems posed during interview Key assumption: intentions predict actual behaviour Key to successful interview: questions should be in the form of dilemmas Behavioural interviews Questions ask about applicant’s experience Key assumption: best predictor of future behaviour is past behaviour Key to successful interview: do no accept general answers that describe typical behaviour. Online Interviews What are the keys to online interviewing? https://www.youtube.com/watch?v=6YQY5P3JvXU https://online.jwu.edu/blog/15-tips-acing-online-job- interview/ https://hbr.org/2021/03/4-tips-to-nail-a-virtual-job- interview What are keys to conducting online interviews? https://www.linkedin.com/business/talent/blog/talent- acquisition/tips-for-conducting-seamless-virtual-job- interview Evaluation: Is the selection method legal? Hiring based on up-to-date job analysis Selecting using valid predictors of performance Recruiting for qualified and diverse candidates Applying Human Rights and Equity Legislation Making the hiring decision Clinical strategy: Subjective evaluation of all information and making an overall judgment Statistical strategy: Use a formula which includes all valid predictors and hiring candidates with the highest score. Making the hiring decision Multiple hurdle approach Multiple predictors are used and candidates only move onto next phase if pass previous one, hire those candidates with highest score on last hurdle Banding Multiple predictors are used, but applicants who fall within a range of scores are considered equal