Attraction Selection Attrition model
- Applicants prefer Organizations similar to them and vice versa (Misfits will also lead employees to leave)
o Organizations become homogenous over time (which benefits culture but might cover a need for change)
The two general Principles of employee selection
- Past behavior predicts future Behavior (people generally show consistent behavior)
- Show me what you can (observable skills instead of just talking about them)
Phases of Selection process
- Preparation Phase
o Work analysis -> relevant knowledge,skills and other factors (KSAO)
§ O*net -> lists KSAOS for a lot of jobs
o Critical incident technique -> ask ppl what is needed7 makes good employees
- Recruitment phase
o Search internal or External (internal tends to stay longer
o How to advertise?
- The selection phase
Screening Applications
o (Different Data Sources but declining usr of these early forms and papers)
§ Clean Online Presence
§ Professional email-adress
§ Application letter
· -> is not a repetition of CV
· -> highlights strengths that fit postiton
· -> why work there
· -> just one page long
§ Written Materials
· contain biodata(biographical information gathered from CV)
· contain work experience (both quantity and qualtity) which can be trickier to evaluate
§ References/letters of recommendation
Later hurdles
§ Cognitive ability tests (most consistent at predicting job performance)
§ Mechanical/motor/sensory ability tests
§ Job Specific skills and knowledge tests
· Situational Judgement Tests (SJTs) (rate/judge plausible work situations)
o Kinda like a written interview ?
§ Personality tests
· Honesty/integrity predict counterproductive behavior rather than productivity
§ Test batteries (Multiple/Combination of standardized tests)
· Used by Assessment centers (Acs) -> most common in high level managing
o Typical components: Group discussions, situational exercises, Interviews
o Typical measured competencies
§ Communication
§ Teamwork
§ Leadership
§ Problemsolvin
§ Achieving results
§ Customer focus
Final hurdle
o : hiring Interview (at least one in most jobs)
§ Is also a measurement tool that focuses on information that cannot be obtained other ways
· But low reliability and validity
§ Should present applicant with job preview
§ Star Method (Method to respond to interview questions)
· Situation, Task, Action Taken, Results of my Action
§ Biases in hiring interviews
· Low reliability and snap judgements
· Unstructured interviews
· Contrast effects
Faking and lying (checkster study and robustnes of tests to faking)
o Checkster survey study found out: 78% of applicants lie and 66% of managers don’t care
§ 60% claim mastery over bare skills
§ 50% change time they worked at one company to shove time at other company under the rug
§ 49% heighten GPA by more than half a point
§ 41% claim doctor title when actually just manager
o Faking (beating employment test)
§ Many tests are robust to faking and have subscales to determine social desirability
Signaling Theory
§ Due to partially divergent interests (wantig the job vs wanting best employee) employers can not expect honest signals
§ Only honest signals
· Hard to fake (beyond conscious conrol eg. Work sample)
· Costly to produce ( eg. Educational achievement, letter of recommendation)
§ Dynamic adaption processes: Applicants adapt their behavior -> organizations try to hide criterions
§ ATIC (Ability to identify criteria -> find out what employer wants to hear) is positively related to job performance
o Model of faking likelihood (Levashina)
§ Predictors.
· Capacity to fake (mental and social skills)
· Willingness to fake (Personality, integrity, self monitoring)
· Opportunity to fake (structured vs unstructured interview)
o Process model of self-presentation (Marcus)
§ Process view
· Initial motivation to apply
· Analysis stage (ATIC expectancy of organization)
· Reappraisal of situation -> increase/decrease of motivation
· Behavioral skill
Criteria for good personnel screening methods
- Reliability
o Test-retest
o Parallel forms
o Internal consistency
- Validity (content, construct and criterion)
o Types of criterion validity: predictive (prediction data first then later criterion data) concurrent (prediction data is gathered from already employed “job incumbents” in retrospect at the same time as criterion data)
How to read/and not read Meta analysis
- Big variability (specificity hypothesis or just small samples?)
- Artefact corrected correlations = rho
- Do not:
o Expect high correlations
o Ignore the large intervals (interpret cautiously)
o Compare correlation coefficients of different Meta analyses
§ -> primary sources vary in methods
§ -> method of meta analysis vary
Criterion Validity of screening methods
o First hurdle
- Grades/marks rho = .32
- Social media: linked In = Yay , facebook =nay
- Reference/Letter of recommendation:
o Ignore pre hire work experience and handwriting
o Consider academic degrees adittionally (even thoug they correlate)
- Biodata predicts academic performance
o Second hurdle
- GMAS roh = .65-.22 -> highest correlation to job performance
- Job knowledge tests rho= .45
- Situational judgement tests rho=.26
- Personality tests (just conscientiousness relevant rho =.26)
- Integrity tests predict CWB with rho = -.17
- Assessment Centers rho =.40
o Last hurdle and integration+applicant reaction
- Intetrviews: structured rho=.44 vs unstructured rho =.33 Multimodal is also great
- Realistic job preview has small effect on duration in company
- Work sample tests rho =.33
o Better when integrating multiple sources with mechanical approach (predetermined formula) than holistically (on individual judgement
o Applicant reaction(perceived fairness) has no influence on the predictive validity
Problems in research on Personnel selection
- - Lack of construct validity
- Subgroup differences
- Overreliance on samples from enty level jobs
- Scientist- practitioner gap
Outlook on personnel selection
- Improvement of personality assessments
- Implementation of comuter based selection (machine learning algorithms handle lage amounts of data also behavioral)
- More power on applicants side dur to aging society
- Court decisions on personnel selection
AI in Employee selection
- LLMs(Language models to asses info) and Social signal processing (behavior)
- But still inadvertent biases (Algorithms are based on existing data)
o European AI Act
§ social scoring AI (Classifiying on behavior or personal characteristics)= unacceptable risk and prohibited it
§ Ai systems used in Education, Employment and worker management = High risk and strongly regulated
Importance of diversity in personell selection
- Diverse workforce might serve a more diverse customer base
- Personnel selection sould be fair in a diverse applicant pool
Last changed2 months ago