human resource
answer from the chapters 8,9,10 &12 and case from your own words , i dont want any references.
Summer 2 Online 2020
HRM410: Techniques of Employee Selection & Recruitment
FINAL WEEKLY ASSESSMENT Individual
Chapters covered: Chapter 8 External Selection I
Chapter 9 – External Selection II
Chapter 10 Internal Selection
Chapter 12 Final Match
Name
University ID No.
1. Do you think employers have a right to check into applicants backgrounds when there is no suspicion of misbehavior and the job poses no security or sensitive risks? Give two examples to support your argument. (20 Points)
2. Please read the case and answer the question given underneath the case.
Google knows that to maintain its fast-growth strategy, it must keep innovating new services. To support that strategy, Google needs its employees engaged and collaborating with each other. Having employees thinking of themselves in isolated silos would inhibit the cross-pollination that Googles strategy depends on. In formulating its employee selection practices, Google therefore found a way to foster the employee engagement and collaboration its success depends on. Google uses crowdsourcing when it comes to making hiring decisions.
Heres how it works. When a prospective employee applies for a job, his or her information (such as school and previous employers) goes into Googles applicant tracking system (ATS). The ATS then matches the applicants information with that of current Google employees. When it finds a match, it asks those Google employees to comment on the applicants suitability for the position. This helps give Google recruiters a valuable insight into how the Google employees actually doing the work think the applicant will do at Google. And it supports Googles strategy, by fostering a sense of community and collaboration among Google employees, who see themselves working together to select new Googlers. Source: Based on Wright, At Google, It Takes a Village to Hire an Employee.
a) Explain advantages and disadvantages of crowdsourcing technique of Google in external selection. Is
crowdsourcing technique applicable for other companies? Discuss your answer. (15 Points)
b) Which substantive assessment methods can be used to support crowdsourcing technique in external selection? Please justify your answer. (15 Points)
3. Please read the case and answer the question given underneath the case.
Talent management Garvey Group have a segment in their balanced scorecard termed talent management, which was introduced because, in previous years of relatively full employment there had been a real difficulty in recruiting talent. For the retail sector this is a challenge because a career in the sector is not seen as offering great potential. Having found it difficult to attract supervisors and good trainee managers they made the decision to home-grow their own. The Garvey understanding of talent is people having capacity to be more than they currently are. There is also a recognition that talent in this sector is very much related to personality and whether a person can relate to the customers or has people management skills, regardless of the degree they have on paper. To grow their own, investment was made in spotting and developing talent. Managers
had, once a month, to identify someone who had
the potential to progress. Often, they were someone working
on the till for a few hours after
school or in their college breaks. Talent develo
pment consisted of an 18
–
month
trainee
manager structured fast track development. Trainee managers can also be recruited directly
to the
programme, which involves on
–
the
–
job training to learn all aspects of the job as well as
external training
to be
retail specific. During the 18 months they
would be met bi
–
monthly to agree training objectives and there were
monthly milestones.
Their line manager was accountable for making sure they progressed and were adding
value
to the store. Eac
h talent is assigned a mentor, with regular review meetings held. Mentoring,
however,
has proved something of a challenge, because in most cases the mentor has been
the trainees direct line
manager, with the result that meetings became more performance
reviews than true mentoring sessions. It has
proved difficult with the size of the company to
give people a different mentor. Mentoring has been more
successfully used with the store
managers, who each have been mentored by one of the Board members who
is
not their line
manager. Another unresolved aspect of the companys talent management is that the system
only developed towards the position of trainee manager. There was no similar system for
development
towards supervisor although until the recent
economic downturn there was a
need. With the recession, there
is now a flood of external supervisors to choose from so
growing internal talent is no longer essential.
Source: Garavan, T.N., Hogan, C. and Cahir
–
ODonnell, A. (2009) Developing
Managers and
Leaders. Dublin: Gill and Macmillan. Chapter 7, Managing talent and succession in organizations.
c)
What are some of the specific challenges for talent management in the retail sector?
(
1
5
Points)
d)
Give any three recommendations to
improve talent management practices at Garvey? Critically explain
in light of the case about benefits your recommended practices will bring to the company. (1
5
Points)
4.
If you were the HR staffing manager for an organization, what guidelines might you rec
ommend
regarding formulation of a job offer
content
for a new joiner?
Explain your answer with examples
.
(2
0
Points) Techniques of Employee Selection &
Recruitment
Chapter 8: External Selection 1
Muhammet Sait Dinc
[emailprotected]
Textbook:
Heneman, Herbert Judge, Timothy A. and Kammeyer-
Muller, John (8th Edition 2014). Staffing
Organizations, McGraw-Hill Irwin. ISBN 13: 978-007-
108647-9.
mailto:[emailprotected]
Organization Strategy HR and Staffing Strategy
Staffing Policies and Programs
Staffing System and Retention Management
Support Activities
Legal compliance
Planning
Job analysis
Core Staffing Activities
Recruitment: External, internal
Selection:
Measurement, external, internal
Employment:
Decision making, final match
Organization
Mission
Goals and Objectives
Staffing Organizations Model
8-3
Chapter Outline
Preliminary Issues
Logic of Prediction
Nature of Predictors
Development of the Selection Plan
Selection Sequence
Initial Assessment Methods
Resumes and Cover Letters
Application Blanks
Biographical Information
Initial Assessment Methods
References and Background Checks
Handwriting Analysis
Literacy Testing
Genetic Testing
Initial Interview
Choice of Methods
8-5
Learning Objectives for This Chapter
Understand how the logic of prediction guides the selection process
Review the nature of predictorshow selection measures differ
Understand the process involved in developing a selection plan, and the selection
sequence
Learn about initial assessment methods and understand how these methods are
optimally used in organizations
Evaluate the relative effectiveness of initial assessment methods to determine
which work best, and why
Review the legal issues involved in the use of initial assessment methods, and
understand how legal problems can be avoided
8-6
Preliminary Issues
Logic of prediction
Nature of predictors
Development of the
selection plan
Selection sequence
8-7
Logic of Prediction: Past Performance Predicts Future Performance
Not specific enough to make selection decisions
Job titles
Number of years of experience
What counts is the specific types of experiences required and the level of success
at each
8-8
Nature of Predictors
Content
Sign: A predisposition thought to relate to performance (e.g., personality)
Sample: Observing behavior thought to relate to performance
Criterion: Actual measure of prior performance
Form
Speed vs. power: How many versus what level
Paper / pencil vs. performance: Test in writing or in behavior
Objective vs. essay: Much like multiple-choice vs. essay course exam questions
Oral vs. written vs. computer: How data are obtained
8-9
Development of the Selection Plan:
Steps Involved
1. Develop list of KSAOs required for job
KSAOs are provided by job requirements matrix
2. For each KSAO, decide if it needs to be assessed in the selection
process
3. Determine method(s) of assessment to be used for each KSAO
Ex. 8.3 Assessment
Methods by Applicant
Flow Stage
Initial assessment
methods
Minimize the costs
associated with
substantive
assessment methods
by reducing the
number of people
assessed
8-10
8-11
Discussion questions
A selection plan describes which predictor(s) will be used to assess
the KSAOs required to perform the job. What are the three steps to
follow in establishing a selection plan?
8-12
Resumes and Cover Letters
Information provided is controlled by applicant
Information needs to be verified by other predictors to ensure accuracy and
completeness
Major issues
Large number received by organizations
Falsification and misrepresentation of information
Lack of research exists related to
Validity or reliability
Costs
Adverse impact
8-13
Overview of Application Blanks
Areas covered
Educational experience
Training
Job experience
Key advantage — Organization dictates information provided
Major issue — Information requested should
Be critical to job success and
Reflect KSAOs relevant to job
Sample application blank – Exh. 8.4
Sample Application for Employment
8-14
8-15
Application Blanks
Areas of special interest
Educational requirements
Level of education
GPA
Quality of school
Major field of study
Extracurricular activities
Training and experience requirements
Licensing, certification, and job knowledge
Weighted application blanks
Evaluation –> = .10 to = .20
8-16
Biographical Information / Biodata
Personal history information of
applicants background and interests
Best predictor of future behavior is
past behavior
Past behaviors may reflect ability or
motivation
Measures
Exh. 8.5: Examples of Biodata Items
Biodata compared with background
checks
Background check
examines an applicants background
conducted through records checks
and conversations with references
Biodata
used to predict future performance
information is collected by survey
8-17
Exhibit 8.5 Examples of Biodata Items
8-18
Evaluation: Biographical
Information / Biodata
Test-retest reliability can be high: .77 to .90
Predictive validity moderate: r = .32 to .37
Issues
Generalizability beyond first group?
Although predictive validity exists, it is not clear
what these inventories assess
Falsification can be a big problem
8-19
Reference Reports:
Letters of Recommendation
Problems
Inability to discern more-qualified from
less-qualified applicants
Lack of standardization
Suggestions to improve credibility
Use a structured form
Use a standardized scoring key
8-20
Reference Reports: Reference Checks
Approach involves verifying applicants background via contact with
Prior immediate supervisor(s) or
HR department of current of previous companies
Roughly 8 of 10 companies conduct reference checks
Problems
Same as problems with letters of recommendation
Reluctance of companies to provide requested information due to legal
concerns
Exh. 8.7: Sample Reference Check
8-21
Reference Reports: Background Testing
Method involves assessing reliability of applicants behavior, integrity, and
personal adjustment
Type of information requested
Criminal history
Credit information
Educational history
Employment verification
Driver license histories
Workers compensation claims
Key issues
Limited validity evidence
Legal constraints on pre-employment inquiries
8-22
Evaluation of Reference Reports
Predictive validity limited: r = .16 to .26
Validity depends on source providing information
HR department, coworker, or relative
Supervisors
What sources do you think work best?
Cost vs. benefit of approach must be considered
8-23
Genetic screening
Done to screen out people who are susceptible to certain diseases (e.g., sickle
cell anemia) due to exposure to toxic substances at work
Genetic screening is not widespread, companies such as Du Pont and Dow
Chemical experimented with it to protect their employees
Court decisions have ruled that genetic screening is prohibited under the
Americans With Disabilities Act (ADA)
genetic testing is permissible only when consent has been granted by the applicant or when
test results directly bear on an applicants ability to perform the job
8-24
Initial Interview
Characteristics
Begins process of necessary differentiation
Purpose — Screen out most obvious cases of person / job mismatches
Limitation — Most expensive method
of initial assessment
Video and computer interviews
Offers cost savings
8-25
Evaluation of Initial Interview
Minimal evidence exists regarding usefulness
Guidelines to enhance usefulness
Ask questions assessing most basic KSAOs
Stick to basic, fundamental questions suitable for making rough cuts rather
than subjective questions
Keep interviews brief
Ask same questions of all applicants
Choice of Initial Assessment Methods
8-26
Thank you Techniques of Employee Selection &
Recruitment
Chapter 9: External Selection II
Muhammet Sait Dinc
[emailprotected]
Textbook:
Heneman, Herbert Judge, Timothy A. and Kammeyer-
Muller, John (8th Edition 2014). Staffing
Organizations, McGraw-Hill Irwin. ISBN 13: 978-007-
108647-9.
mailto:[emailprotected]
Organization Strategy HR and Staffing Strategy
Staffing Policies and Programs
Staffing System and Retention Management
Support Activities
Legal compliance
Planning
Job analysis
Core Staffing Activities
Recruitment: External, internal
Selection:
Measurement, external, internal
Employment:
Decision making, final match
Organization
Mission
Goals and Objectives
Staffing Organizations Model
9-3
External Selection II Outline
Substantive Assessment Methods
Personality Tests
Ability Tests
Emotional Intelligence Tests
Performance Tests and Work Samples
Situational Judgment Tests
Integrity Tests
Interest, Values, and Preference
Inventories
Structured Interview
Choice of Substantive Assessment
Methods
Discretionary Assessment Methods
Contingent Assessment Methods
Drug testing
Medical exams
Ex. 8.3 Assessment
Methods by Applicant
Flow Stage
Substantive
assessment methods
Determining who
among the minimally
qualified will likely be
the best performers
on the job
9-5
9-6
Overview of Personality Tests
Current role of personality tests e.g., role of Big Five
Describe behavioral, not emotional or cognitive traits
May capture up to 75% of an individuals personality
Big Five factors (Personality Characteristics Inventory etc.)
Emotional stability-calm, optimistic, and well adjusted
Extraversion-sociable, assertive, active, upbeat, and talkative
Openness to experience-imaginative, attentive to inner feelings, have intellectual curiosity and
independence of judgment
Agreeableness-altruistic, trusting, sympathetic, and cooperative
Conscientiousness-purposeful, determined, dependable, and attentive to detail
Roughly 50% of the variance in the Big Five traits appears to be inherited
9-7
Ex. 9.1 Sample Items from the Personal Characteristics
Inventory
Conscientiousness
I can always be counted on to get the job done.
I am a very persistent worker.
I almost always plan things in advance of work.
Extraversion
Meeting new people is enjoyable to me.
I like to stir up excitement if things get boring.
I am a take-charge type of person.
9-8
Ex. 9.1 Sample Items from the Personal Characteristics
Inventory
Agreeableness
I like to help others who are down on their luck.
I usually see the good side of people.
I forgive others easily.
Emotional Stability
I can become annoyed at people quite easily (reverse-scored).
At times I dont care about much of anything (reverse-scored).
My feelings tend to be easily hurt (reverse-scored).
Openness to Experience
I like to work with difficult concepts and ideas.
I enjoy trying new and different things.
I tend to enjoy art, music, or literature.
9-9
Ex. 9.2 Implications of Big Five Personality Traits at Work
9-10
Criticisms of Personality Tests
Trivial validities
Correlations for any individual trait with job performance are typically low (around r=.23)
However, when all traits are used simultaneously, correlations are higher
Faking
Individuals answer in a dishonest way
However, tests still have some validity, and it may be that being able to act conscientiously
may be related to real job performance
Negative applicant reactions
Applicants, in general, believe personality tests are less valid predictors of job performance
9-11
Exhibit 9.3 The Core Self-Evaluations Scale
9-12
Overview of Ability Tests
Definition — Measures that assess an individuals capacity to function
in a certain way
15 to 20% of organizations use ability tests in selection
Two types
Aptitude – Assess innate capacity to function
Achievement – Assess learned capacity to function
9-13
Overview of Ability Tests
Four classes of ability tests
Cognitive: perception, memory, reasoning, verbal, math, expression
Psychomotor: thought/body movement coordination
Physical: strength, endurance, movement quality
Sensory/perceptual: detection & recognition of stimuli
9-14
Exhibit 9.4 Sample Cognitive Ability Test Items
9-15
Emotional Intelligence
The ability to monitor ones own and others feelings, to discriminate
among them, and to use this information to guide ones thinking and
action
Self-awareness: Good at recognizing and understanding ones own emotions
Other awareness: Good at recognizing and understanding others emotions
Emotion regulation: Good at making use of or managing this awareness
9-16
Performance Tests and Work Samples
Definition — Assess actual performance (e.g., fix a car, teach a class,
type a document)
Types of tests (should focus on relevant KSAOs)
Performance test vs. work sample (all or some)
Motor vs verbal work samples (action or thought)
High- vs. low-fidelity tests (level of realism)
Computer interaction performance tests vs. paper-and-pencil tests including
simulations (e.g., The Managers Workshop)
All the above can have good validity (.50+) & acceptance
9-17
Situational Judgment Tests
Place applicants in hypothetical, job-related situations.
Applicants are then asked to choose a course of action from several
alternatives
Capture the validity of work samples and cognitive ability tests in a
way that is cheaper than work samples and that has less adverse
impact than cognitive ability tests
9-18
Ex. 9.7: Example of Situational Judgment Test Item
9-19
Interest, Values, and Preference Inventories
Assess activities individuals prefer to do on & off the job; do not attempt to
assess ability to do these
Not often used in selection
Can be useful for self-selection into job types
Types of tests
Strong Vocational Interest Blank (SVIB)
Myers-Briggs Type Inventory (MBTI)
Evaluation
Unlikely to predict job performance directly
May help assess person-organization fit & subsequent job satisfaction, commitment &
turnover
9-20
Discussion questions
Describe the similarities and differences between personality tests
and integrity tests. When is each warranted in the selection process?
How would you advise an organization considering adopting a
cognitive ability test for selection?
9-21
Typical Unstructured Interviews
Relatively unplanned and quick and dirty
Questions based on interviewer hunches or pet questions to
assess applicants
Casual, open-ended, or subjective questions
Often contains obtuse questions
Often contains highly speculative questions
Interviewer often unprepared
More potential for discrimination and bias
Validity typically r=.20
9-22
Structured Interviews
Questions based on job analysis
Same questions asked of each candidate
Response to each question numerically evaluated
Detailed anchored rating scales used to score each response
Detailed notes taken, focusing on interviewees behaviors
Validity may be r=.30 or better
Surprisingly uncommon in organizations
9-23
Structured Interviews (continued)
Situational – Assess
applicants ability to project
his / her behaviors to future
situations. Assumes the
persons goals/intentions
will predict future behavior
Experience-based – Assess
past behaviors that are
linked to prospective job.
Assumes past performance
will predict future
performance
Research is inconclusive regarding which type is best
Individual interviews usually more valid than panel
interviews
9-24
Constructing a Structured Interview
Consult job requirements matrix
Develop the selection plan
Exh. 9.10: Partial Selection Plan for Job of Retail Store Sales Associate
Develop structured interview plan
Exh. 9.11: Structured Interview Questions, Benchmark Responses, Rating
Scale, and Question Weights
Select and train interviewers
Evaluate effectiveness
9-25
Discussion questions
Describe the structured interview. What are the characteristics of
structured interviews that improve on the shortcomings of
unstructured interviews?
9-26
Exhibit 9.14 Evaluation of Substantive Assessment
Methods
9-27
Discretionary Assessment Methods
Used to separate people who receive job offers
from list of finalists (assumes each finalist is considered fully qualified for
position)
Often very subjective, relying heavily on intuition
of decision maker
Factors other than KSAOs are evaluated
Assess person/organization match
Assess motivation level
Assess people on relevant organizational
citizenship behaviors
Should involve organizations staffing philosophy regarding EEO/AA commitments
9-28
Contingent Assessment Methods
We offer you this job contingent upon .
Contingent methods not always used
Depends on nature of job and legal mandates
Might involve confirmation of
Drug test results
Medical exam results
Thank you Techniques of Employee Selection &
Recruitment
Chapter 10: Internal Selection
Muhammet Sait Dinc
[emailprotected]
Textbook:
Heneman, Herbert Judge, Timothy A. and Kammeyer-
Muller, John (8th Edition 2014). Staffing
Organizations, McGraw-Hill Irwin. ISBN 13: 978-007-
108647-9.
mailto:[emailprotected]
Organization Strategy HR and Staffing Strategy
Staffing Policies and Programs
Staffing System and Retention Management
Support Activities
Legal compliance
Planning
Job analysis
Core Staffing Activities
Recruitment: External, internal
Selection:
Measurement, external, internal
Employment:
Decision making, final match
Organization
Mission
Goals and Objectives
Staffing Organizations Model
10-3
Chapter Outline
Preliminary Issues
Logic of Prediction
Types of Predictors
Selection Plan
Initial Assessment Methods
Skills Inventory
Peer Assessments
Self-Assessments
Managerial Sponsorship
Informal Discussions and
Recommendations
Choice of Methods
Substantive Assessment Methods
Seniority and Experience
Job Knowledge Tests
Performance Appraisal
Promotability Ratings
Assessment Centers
Interview Simulations
Promotion Panels and Review Boards
Choice of Methods
Discretionary Assessment Methods
Legal Issues
10-5
Learning Objectives for This Chapter
Compare how the logic of prediction applies to internal vs. external
selection decisions
Evaluate the relative advantages and disadvantages of the five initial
assessment methods used in internal selection
Consider the merits and pitfalls of using seniority and experience for
internal selection decisions
Describe the main features of assessment centers
Understand the advantages and disadvantages of using assessment
centers for internal selection decisions
Evaluate the relative advantages and disadvantages of the seven
substantive assessment methods used in internal selection
10-6
Preliminary Issues
Logic of prediction
indicators of internal applicants degree of success in past situations should
be predictive of their likely success in new situations
Types of predictors
there is usually greater depth and relevance to the data available on internal
candidates relative to external selection
Selection plan
important for internal selection to avoid the problems of favoritism and gut
instinct that can be especially prevalent in internal selection
10-7
Logic of Prediction: Past Performance Predicts Future Performance
Advantages of internal over external selection
Greater depth and relevance of data available on internal candidates
Greater emphasis can be placed on samples and criteria rather than
signs
10-8
Discussion Questions
Explain how internal selection decisions differ from external selection
decisions.
10-9
Initial Assessment Methods
Skills inventory
Peer assessments
Self-assessments
Managerial sponsorship
Informal discussions and
recommendations
10-10
Skills Inventory
Traditional
List of KSAOs held by each employee
Records a small number of skills listed in generic categories, such as
education, experience, and supervisory training received
Customized
Specific skill sets are recorded for specific jobs
SMEs identify skills critical to job success
10-11
Peer Assessments
Methods include peer ratings, peer nominations, peer rankings
Strengths
Rely on raters who presumably are knowledgeable of applicants KSAOs
Peers more likely to view decisions as fair due to their input
Weaknesses
May encourage friendship bias
Criteria involved in assessments are not always clear
10-12
Ex. 10.1: Peer Assessment Methods
10-13
Initial Assessment Methods
Self-assessments
Job incumbents asked to evaluate own skills to determine promotability
Exh. 10.2: Self-Assessment Form
Managerial sponsorship
Higher-ups given considerable influence in promotion decisions
Exh. 10.3: Employee Advocates
Informal discussions and recommendations
May be suspect in terms of relevance to actual job performance
10-14
Exhibit 10.4 Choice of Initial Assessment Methods
10-15
Discussion Questions
What are the differences among peer ratings, peer nominations, and
peer rankings?
10-16
Substantive Assessment Methods
Seniority and experience
Job knowledge tests
Performance appraisal
Promotability ratings
Assessment centers
Interview simulations
Promotion panels and review boards
10-17
Overview of Seniority and Experience
Definitions
Seniority
Length of service with organization, department, or job
Experience
Not only length of service but also kinds of activities an employee has undertaken
Why so widely used?
Direct experience in a job content area reflects an accumulated stock of KSAOs necessary to
perform job
Information is easily and cheaply obtained
Protects employee from capricious treatment and favoritism
Promoting senior or experienced employees is socially acceptable — viewed as rewarding
loyalty
10-18
Evaluation of Seniority and Experience
Employees typically expect promotions will go to most senior or experienced
employee
Relationship to job performance
Seniority is unrelated to job performance
Experience is moderately related to job performance, especially in the short run
Experience is superior because it is:
a more valid method than seniority
more likely to be content valid when past or present jobs are similar to the future job
Experience is unlikely to remedy initial performance difficulties of low-ability
employees
is better suited to predict short-term rather than long-term potential
10-19
Job Knowledge Tests
Job knowledge includes elements of both ability and seniority
Measured by a paper-and-pencil test or a computer
Holds great promise as a predictor of job performance
Reflects an assessment of what was learned with experience
Also captures cognitive ability
10-20
Performance Appraisal
A possible predictor of future job performance is past job
performance collected by a performance appraisal process
Advantages
Readily available
Probably capture both ability and motivation
Weaknesses
Potential lack of a direct correspondence between requirements of current
job and requirements of position applied for
Peter Principle
10-21
Performance Appraisal
Ex. 10.5: Questions to Ask in Using Performance Appraisal as a
Method of Internal Staffing Decisions
Is the performance appraisal process reliable and unbiased?
Is present job content representative of future job content?
Have the KSAOs required for performance in the future job(s) been acquired
and demonstrated in the previous job(s)?
Is the organizational or job environment stable such that what led to past job
success will lead to future job success?
10-22
Promotability Ratings
Assessing promotability involves determining an applicants potential
for higher-level jobs
Promotability ratings often conducted along with performance appraisals
Useful for both selection and recruitment
Caveat
When receiving separate evaluations for purposes of appraisal, promotability,
and pay, an employee may receive mixed messages
10-23
Overview of Assessment Centers
Elaborate method of employee selection
Involves using a collection of predictors to forecast success, primarily
in higher-level jobs
Objective
Predict an individuals behavior and
effectiveness in critical roles, usually managerial
Incorporates multiple methods of assessing multiple KSAOs using
multiple assessors
10-24
Ex. 10.7 Assessment Center Rating Form
Participants take part in several
exercises over multiple days
In-basket exercise
Leaderless group discussion
Case analysis
Trained assessors evaluate
participants performance
10-25
Characteristics of Assessment Centers
Participants are usually managers being assessed for higher-level
managerial jobs
Participants are evaluated by assessors at conclusion of program
10-26
Evaluation of Assessment Centers
Validity
Average validity = .37
Validity is higher when
Multiple predictors are used
Assessors are psychologists rather than managers
Peer evaluations are used
Possess incremental validity in predicting performance and promotability
beyond personality traits and cognitive ability tests
Research results
Crown prince/princess syndrome
Participant reactions
10-27
Other Substantive Assessment Methods
Interview simulations
Role-play: candidate must play work related role with interviewer
Fact finding: candidate needs to solicit information to evaluate an incomplete
case
Oral presentations: candidate must prepare and make an oral presentation
on assigned topic
Promotion panels and review boards: use multiple raters, which can
improve reliability and can broaden commitment to decisions
reached
10-28
Exhibit 10.8 Choice of Substantive Assessment
Methods
10-29
Discussion Questions
Explain the theory behind assessment centers.
Describe the three different types of interview simulations.
Evaluate the effectiveness of seniority, assessment centers, and job
knowledge as substantive internal selection procedures.
10-30
Discretionary Assessment Methods
Narrows list of finalists to those who will receive job offers
Decisions often made on basis of
Organizational citizenship behavior and
Staffing philosophy regarding EE0 / AA
Differences from external selection
Previous finalists not receiving job offers do not simply disappear
Multiple assessors generally used
10-31
Discussion Questions
What steps should be taken by an organization that is committed to
shattering the glass ceiling?
Thank you Techniques of Employee Selection &
Recruitment
Chapter 12: Final Match
Muhammet Sait Dinc
[emailprote
