HRM_L3 Flashcards
(38 cards)
1
Q
What is the primary goal of personnel selection?
A
- Achieve a high person–job fit
- Recognise measurable differences that predict future job performance
2
Q
Which instruments complement personnel selection to ensure optimal employee fit?
A
- Training
- Socialisation
- Job design
3
Q
How does recruiting affect candidate fit?
A
- Accurate job descriptions attract suitable applicants
- Employer branding enhances organisational attractiveness
4
Q
What are key criteria when choosing a selection method?
A
- Predictive validity (accuracy for future performance)
- Incremental validity (additional predictive value)
- Cost–benefit ratio
- Fairness and legal aspects
- Applicants’ reactions
5
Q
What is a work sample in personnel selection?
A
- Applicants perform job-related tasks under standardised conditions
- High predictability of future performance
- Offers insight into actual job demands
6
Q
Define an assessment centre.
A
- Multi-Trait, Multi-Method approach
- Candidates observed in multiple exercises by multiple observers
- Emphasises observable behaviour
7
Q
What is a situational interview?
A
- Based on Critical Incident Technique
- Focus on stated intentions (what you would do…)
- Questions derived from critical incidents relevant to the role
8
Q
What is a behaviour description interview (BDI)?
A
- Focus on past behaviour
- Premise: past performance predicts future performance
- Uses detailed examples from previous experience
9
Q
How do structured interviews differ from unstructured interviews?
A
- Structured interviews follow specific questions and rating scales
- Higher predictive validity vs. unstructured interviews
- Minimises interviewer bias
10
Q
What is predictive validity in selection methods?
A
- Extent to which selection scores correlate with future job performance
- Measured by correlation coefficient (r from 0 to 1)
- Higher r indicates stronger predictive power
11
Q
Which selection methods typically show higher predictive validity?
A
- Structured interviews (r ≈ 0.42)
- Job knowledge tests (r ≈ 0.40)
- Work samples (r ≈ 0.33)
12
Q
How is artificial intelligence changing personnel selection?
A
- Screening (analysing CVs) and assessment (video interviews)
- Raises questions about objectivity, efficiency, and applicants’ reactions
- Ongoing research and legislative developments
13
Q
Behavior Description Interview (BDI)
A
14
Q
Personnel Selection as a Process
A
- Planning HR needs
- Recruiting
- Selecting Employees
- Hiring
15
Q
Planning HR Needs
A
- Both an organization’s need for people and the supply of possible people to hire need to be considered (Spector, 2012)
- The need for people is determined by fluctuation (e.g., a cohort of retiring employees) and strategic developments of a company (e.g., a new branch of
a company in India) - Organizations can take a selection approach (external recruiting) or a training approach (internal) to deal with changing HR needs
16
Q
Recruiting
A
- Different recruitment channels:
– classic newspaper job offer
– social media
– job fairs
– employment agencies, … - Employer branding aims to improve company attractiveness for candidates
- The better the job description, the higher the probability of attracting candidates who fit
17
Q
Personnel Selection as a Process 1 (Selecting Employees)
A
■ There are many different methods to select employees
■ Criteria for choosing a method:
- Predictive validity ➔ Does the method help to predict future job performance?
- Incremental validity ➔ Does adding another method add predictive value?
- Ratio of costs and benefits
- Susceptibility to faking
- Legal aspects/fairness
- Applicants’ reactions
18
Q
Personnel Selection as a Process 2 (Hiring)
A
- Employers and candidates must agree on a contract
- Realistic job previews are related to more favorable decisions and performance
- It is favorable for the company if the candidates who are not hired…
– do not spread negative information about the organization
– continue to recommend the company
– continue to buy their products
➔ Highlights the importance of a fair and sound personnel selection procedure
19
Q
Which Personnel Selection Methods are common in Switzerland? in%
A
- Analysis of application documents 99.6
- Interviews 99.4
- Reference checks 89.1
- Personality test 32.0
- Assessment centers (AC) 26.3
- Work sample tests 23.5
- Records of criminal history 23.1
- Ability tests 18.6
- Graphology 15.8
- Biographical questionnaires 12.7
20
Q
Examples of Selection Methods
A
- Biographical information
- Psychometric tests
- Work samples
- Assessment centers
- Job interviews
21
Q
- Biographical Information
(List examples)
A
- Curriculum vitae (CV)
- Academic transcripts of records
- References
22
Q
- Psychometric Test
A
- Cognitive abilities, e.g.,
– Intelligence
– Numerical reasoning
– Spatial reasoning
– Verbal reasoning - Personality, e.g., “Big Five”
– Openness to experience
– Conscientiousness
– Extraversion
– Agreeableness
– Neuroticism
23
Q
- A Psychometric Test
Should be…
A
- Standardized: administered under controlled conditions
- Reliable: minimize and quantify any intrinsic errors
- Objective: not affected by examiners’ beliefs or values
- Non-Discriminatory against any group based on gender, culture, ethnicity, etc.
- Predictive: produce accurate predictions of performance
24
Q
- Work Sample
A
= Applicants are asked to perform observable, job-related task under standardized conditions
Advantages:
■ High predictability of future job performance
■ Good insight into future job for candidates
Disadvantages:
■ Can be costly to administer
■ Not able to measure every task (time restrictions)
■ Challenging to apply when applicants are not experienced
25
4. Assessment Center
■ Multi-Trait, Multi-Method:
Multiple candidates run through …
… multiple exercises, while being observed by
… multiple observers on
… multiple competencies
■ Focus on observable behavior
■ Goal: objectivity, validity
■ Feedback and recommendation for each candidate
■ Final decision usually taken by management
e.g. group discussion, oral presentation, simulation, in-basket/in-tray
## Footnote
In an assessment center, an In-basket (or In-tray) exercise is a simulation where you’re given a stack of tasks — like emails, memos, reports, meeting requests — that you might find in a real “inbox” at work.
26
4. Assessment Center – Pros and Cons
- Advantages:
-- Assessment of **actual behavior** (verbal and non-verbal)
-- **Less** prone to **self-report bias** by applicants (i.e., selective revealing or suppression of information)
- Disadvantages:
-- Selective **perception**, **observation** **errors**
-- **Time**-consuming and **expensive**
27
5. Job Interviews
Unstructured vs. structured interviews
■ Structured interviews are a better predictor of work performance than unstructured
interviews
Structured interviews
■ Situational Interview
■ Behavior Description Interview
28
5.1 Situational Interview (Latham et al., 1980)
- Questions **based on job analysis** (Critical Incident Technique)
- Interview questions **based on identified critical incidents**
- Focus is on **stated intentions**
- Assessment of **how candidates would behave** (if...then)
29
5.1 Situational Interview – Example
„A journalist calls and tells you that he has heard stories of money laundering
which your company is supposedly involved in. He asks you for more
information. What would you do?“
Some options:
„I tell him that I am glad because these things have finally become public.“
„I tell him to leave me alone. I do not comment on rumors.“
„I thank him for calling but tell him that I am not the right person to talk to. I refer to the media
officer and, in addition, I inform my bosses about the incident.”
30
5.1 Situational Interview – Pros and Cons
- Advantages:
-- Candidates **do not need** any **experience**
-- Incidents can be **tailored to** specific **job needs**
- Disadvantages:
-- Candidates with good **verbal reasoning skills** perform better
-- Applicants can **identify appropriate answers**, and use them **even if** they **don’t align** with their true **intentions**
31
5.2 Behavior Description Interview (BDI)
- Focus on **actual behavior** (past accomplishments or failures)
- „The best **predictor for** the **future is** the **past**.“
- Collection of detailed behavior descriptions of actual **events from candidates’ job experience**
Development of questions for a BDI:
- Based on **Critical Incident Technique**
- **Incidents** are grouped into **5 to 10 dimensions** (e.g., leadership, conflict management, time management)
- **Questions** developed **for each dimension**
32
5.2 Behavior Description Interview – Example
- Guiding question/request:
-- „Please tell us about one of your projects that you did not accomplish in time.“
- Follow-up questions:
-- „What difficulties did you face during the project?“
-- „How did you cope with these difficulties?“
-- „What did you do to prevent such difficulties
in the future?“
33
5.2 Behavior Description Interview – Evaluation
■ Notes taken during interview are used to assess each dimension
■ It is important to separate observations from evaluations
■ Each dimension is evaluated separately after the interview
■ And can be weighted according to relevance
34
5.2 Behavior Description Interview – Pros and Cons
Advantages:
■ Focus on actual behavior rather than just on intentions
Disadvantages:
■ Candidates need to have relevant experience
35
6. Validity of Selection Methods
■ Which of the many selection methods is best to use?
■ Predictive validity = extent to which methods predict future job performance
■ Comparison of predictor score (score in selection method) and job performance
score (e.g., 12 months later)
Correlation coefficient (r) between prediction score and job performance score
■ Range of r: -1.0 to 1.0 (perfect prediction)
■ Predictive validity in reality mostly between 0 and 0.5
Structured interview (.42)
Job knowledge test (.40)
Empirically keyed biodata (.38)
Work sample (.33)
General mental ability test (.31)
---------------
Assessment Centers (.29)
Reference check* (.26)
Conscientiousness test (.19)
Unstructured interview (.19)
Years of education* (.10)
Years of job experience (.07)
Graphology* (.02)
36
7. Personnel Selection in Remote Settings
- Globalization allowed in the past years to bring
personnel selection to an **international talent pool**
- Transition to **working from home** requires virtual setting
- **Adaptation** in personnel selection
- **Remote** …
-- … job **interviews**?
-- … **assessment centers**?
-- … **work samples** or **tests**?
37
7. Personnel Selection and AI
Current use
(see Hunkenschroer & Luetge, 2022)
Throughout whole process, examples:
* Outreach: Writing job ads
* Screening: Analyzing resumes,
letters of motivation (beyond
keywords)
* Assessment: Analyzing video
interviews (voice, facial
expressions)
* Facilitation: Communicating with
applicants, providing information
Implications?
(e.g., Black & van Esch, 2020; Ore & Sposato, 2022)
* (Lack of) Objectivity: Less or more
biased?
* Applicants’ & human recruiters’
reactions: Good or bad?
* (In)Efficiency: Reductions in time-
to-hire or additional effort?
➔ Ongoing debates and
developments in research, legislation
& practice
38
Critical Incident Technique
Here’s the idea in simple terms:
* Instead of asking people general questions (“Are you a good leader?”),
* You ask them to describe specific incidents where they or others did something very effective — or very ineffective — related to the job.
