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HRML3 Anna Flashcards

(31 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 = assumption

Which instruments complement personnel selection to ensure optimal employee fit?
- Training
- Socialisation
- Job design

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2
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
  • susceptibility to faking
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3
Q

Define an assessment centre.

A
  • Multi-Trait, Multi-Method approach
  • Candidates observed in multiple exercises by multiple observers
  • Emphasises observable behaviour
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4
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
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5
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
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6
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)
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7
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
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8
Q

Personnel Selection as a Process

A
  1. Planning HR needs
  2. Recruiting
  3. Selecting Employees
  4. Hiring
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9
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
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10
Q

Personnel Selection as a Process (Selecting Employees)

Name six criteria for choosing a method.

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
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11
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
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12
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
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13
Q

List all 5 Selection Methods

A
  1. Biographical information
  2. Psychometric tests
  3. Work samples
  4. Assessment centers
  5. Job interviews
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14
Q

Biographical Information

(List examples)

A
  • Curriculum vitae (CV)
  • Academic transcripts of records
  • References
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15
Q

Psychometric Test

Name two tested categories and sub-categories.

A
  • Cognitive abilities, e.g.,
    Intelligence
    Numerical reasoning
    Spatial reasoning
    Verbal reasoning
  • Personality, e.g., “Big Five”
    Openness to experience
    Conscientiousness
    Extraversion
    Agreeableness
    Neuroticism
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16
Q

Psychometric Test
Should be…

Name five points.

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
17
Q

Work Sample advantage and disadvantage

What is it and what are advantages and disadvantages?

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
18
Q

Assessment Center

A
  • 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

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.

19
Q

Assessment Center – Pros and Cons

A
  • 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
20
Q

Job Interviews

What are the two types and name sub-types.

A
  • Unstructured vs. structured interviews
    – Structured interviews are a better predictor of work performance than unstructured interviews
  • Structured interviews
    – Situational Interview
    – Behavior Description Interview
21
Q

Situational Interview (Latham et al., 1980)

A
  • 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)
22
Q

Situational Interview – Pros and Cons

A
  • 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
23
Q

Behavior Description Interview (BDI)

A
  • 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
24
Q

Behavior Description Interview – Example

A
  • 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?“
25
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**
26
Behavior Description Interview – Pros and Cons
- Advantages: -- Focus on **actual behavior rather than** just on **intentions** - Disadvantages: -- Candidates **need to have relevant experience**
27
6. Validity of Selection Methods ## Footnote Explain what it is and name the five most valid 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) ## Footnote würi lösche: Assessment Centers (.29) Reference check* (.26) Conscientiousness test (.19) Unstructured interview (.19) Years of education* (.10) Years of job experience (.07) Graphology* (.02)
28
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**?
29
7. Personnel Selection and AI ## Footnote Name four examples of current use. Name three implications.
- Current use 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? -- **(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
30
Critical Incident Technique ## Footnote Whats the main idea?
- 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.
31
How are questions for a BDI developped?
- 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**