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~ Key Purpose of Personnel Selection ~

~ Key Purpose of Personnel Selection ~. Fit/Match. Job. Organization. Knowledge, Skills, Abilities (KSAs) Interests Values Personality. Tasks (duties) Work Environment (e.g., stress, heat/cold, work schedules) Organizational culture,

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~ Key Purpose of Personnel Selection ~

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  1. ~ Key Purpose of Personnel Selection ~ Fit/Match Job Organization • Knowledge, Skills, • Abilities (KSAs) • Interests • Values • Personality • Tasks (duties) • Work Environment • (e.g., stress, heat/cold, • work schedules) • Organizational culture, • values, reward systems Tests Job Analysis

  2. JOB ANALYSIS IDENTIFY AND RATE JOB TASKS & KSAs CONNECT TASKS TO KSAs JOB DESCRIPTIONS RECRUITMENT DEVELOP SELECTION DEVICE (S) APPLICATION BLANKS PERFORMANCE TEST (HANDS-ON) PAPER & PENCIL TESTS SIMULATION TESTS SITUATIONAL INTERVIEW DEVELOP TRAINING ASSESSMENTS IDENTIFY TRAINING NEEDS & TECHNIQUES CAREER DEVELOPMENT FEEDBACK AND GOAL SETTING DEVELOP PERFORMANCE EVALUATIONS

  3. Job Analysis Background Research • Organizational charts (e.g., how the job is connected to other positions and where it is located in the overall company) • Communication with other job analysts. • Existing job descriptions • Training manuals • Procedure and policy manuals • Selection devices (e.g., interview questions) • O*NET,Occupational Outlook Handbook

  4. JOB Task 1 Task 4 Task 3 Task 2 KSAs KSAs KSAs KSAs Job Analysis Example: Key Issues Regarding Conducting a Job Analysis: • Emphasize the benefits of performing a job analysis • Describe the process to be used (and time commitment) O*NET Occupational Outlook Handbook

  5. Selection of Subject Matter (Job) Experts • SMEs should: • Have sufficient job experience (at least 6 months) • • Represent the demographic characteristics of the position (e.g., gender, race) and be a large enough sample • • Be above average employees • • Be notified well in advance of the job analysis sessions • • Have incentives (motivation) to participate and support (and encouragement) of top management

  6. ~ Basic Methods to Collect Job Analysis Information ~ Interviews (individual or group) with employees and/or supervisors • Make purpose of the job analysis clear • Interviewers need to be trained • Use a structured format Note: Employees may distort the responsibilities of their job. Supervisor may lack detailed information as to how the job is actually done.

  7. On-Site Observation • • Best used for structured jobs • • Need to get a representative sample • • Need to be unobtrusive • Note: Many suggest that it’s best to observe before conducting interviews. In some cases, observations may not be possible (e.g., safety concerns, union objections).

  8. Questionnaires • (e.g., Position Analysis Questionnaire; PAQ • 300 total questions) • Basic Job Dimensions Measured: • 1) Information input (what type of data does the employee receive, where and/or how does one get the info.) • 2) Cognitive processes involved (e.g., decision making, problem solving) • 3) Work outputs (what employees do, tools/equipment used) • 4) Interpersonal skills needed (e.g., communications, personal contact with others) • 5) Job context (physical work conditions, psychological aspects) • 6) Miscellaneous (e.g., work schedule, irregular hours) • PAQ questions arranged on six different 5-point scales • Does not apply • 1 = Very infrequent; Very minor; Very limited .. • 5 = Very substantial; Extreme; High

  9. PAQ (cont.) • Pros: • PAQ can allow comparisons and generalizations across jobs • Use in forming job clusters/categories • Decent internal consistency reliability (.80) • Cons: • Best to use specially trained job analysts to code answers to questions • High reading level and requires abstract judgments • Item content (does not apply option) • Cannot clarify questions or follow up on respondents' answers (often administered anonymously)

  10. “Typical” Job Analysis Process Develop Task Statements Develop KSA Statements Rate Task & KSA Statements Connect Tasks & KSAs

  11. Basic Task Statement Components 1) What is the action being performed? (using an action verb 2) To whom/what is the action directed? (the object, or receiver, of the action verb) 3) How is the action performed? (e.g., use of certain procedures, equipment, tools). 4) Why is the action being performed? (the purpose of the action).

  12. Sample Task Statement

  13. Sample Task Statements 1) Performs mathematical, algebraic, and geometric computations, such as fractions to decimals, metric units to English, computing ratios and percentages, and calculation of area and volume by using rules, charts, formulas, calculators, and tables in order to maintain a variety of mechanical equipment. 2) Performs a variety of measurements such as motion, forces, temperature, and fluid properties using temperature thermostats, barometers, motion detectors, and pressure gauges in order to obtain a reading. 3) Lifts materials of varying weights and sizes such as pumps, blowers, piping, valves, and rotating and reciprocating equipment by the proper and safe use of hoists, pulleys and rigging accessories in order to set and maintain equipment and avoid personal injury and property damage.

  14. Sample KSA Statements A) Ability to perform mathematical operations, using a calculator, to compute conversions, ratios, and percentages. B) Ability to select and use a variety of precision and non- precision measuring instruments. C) Ability to troubleshoot equipment by using an analytical, step-by-step process, standard procedures, and troubleshooting guides. D) Knowledge of mechanical principles, terminology, and equipment E) Ability to read, comprehend, and follow complex written instructions and procedures. F) Ability to transport equipment and supplies weighing up to 100 pounds either manually or with the use of equipment (e.g., hoists, hand trucks) for a distance of 30 feet.

  15. Task Rating Form A BC D E Frequency of use 5 = almost all of the time 4 = frequently 3 = occasionally 2 = seldom 1 = not performed at all Importance of performing successfully 5 = extremely important 4 = very important 3 = moderately important 2 = slightly important 1 = of no importance Importance for new hire 5 = extremely important 4 = very important 3 = moderately important 2 = slightly important 1 = of no importance Distinguishes between superior & ad performance 5 = a great deal 4 = considerably 3 = moderately 2 = slightly 1 = not at all Damage if error occurs 5 = extreme damage 4 = considerable damage 3 = moderate damage 2 = very little damage 1 = virtually no damage 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15

  16. Importance for acceptable job performance 5 = extremely important 4 = very important 3 = moderately important 2 = slightly important 1 = of no importance Importance for new hire 5 = extremely important 4 = very important 3 = moderately important 2 = slightly important 1 = of no importance Distinguishes between superior & adequate performance 5 = a great deal 4 = considerably 3 = moderately 2 = slightly 1 = not at all A B C D E F G H I J K L M N O P Q R KSA Rating Form

  17. KSA A B C D E F G H I J K L M N O P Q R TASK -- KSA MATRIX To what extent is each KSA needed when performing each job task? 5 = Extremely necessary, the job task cannot be performed without the KSA 4 = Very necessary, the KSA is very helpful when performing the job task 3 = Moderately necessary, the KSA is moderately helpful when performing the job task 2 = Slightly necessary, the KSA is slightly helpful when performing the job task 1 = Not necessary, the KSA is not used when performing the job task Job Tasks 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15

  18. A Legally Defensibly Job Analysis 1) A job analysis must be performed on the exact job which the selection or promotion device is to be used 2) The analysis must be reduced to a written form (e.g., a job description) 3) The job analyst must be able to describe the procedures used to collect information 4) Data must be collected from several up-to-date sources 5) Data must be collected by a qualified job analyst 6) Data must be collected from a large enough sample of individual for the job in question 7) Tasks, duties, and activities must be identified and the relative degree of competency required must be specified 8) KSAs are mentioned most frequently as the type of information to be identified through a job analysis 9) Task specification is seen as a prerequisite to an acceptable job analysis

  19. Kirkland v. Department of Correctional Services (1974) "Without such an analysis (job analysis) to single out the critical knowledge, skills and abilities required by the job, their importance relative importance to each other, and the level of proficiency demanded as to each attribute, a test constructor is aiming in the dark and can only hope to achieve job relatedness by blind luck” • The KSAs tested for must be critical to successful job performance • Portions of the exam should be accurately weighted to reflect the relative importance to the job of the attributes for which they test • c) The level of difficulty of the exam material should match the level of difficulty of the job

  20. Checklist Used to Match Selectors with Job Requirements Selection Method H.R. Employment Interview Work Samples Test Medical Exam & Drug Test Technical Interview Application Form Paper and Pencil Test Reference Checks Job Requirements 1. Ability to perform calculations and understand Charts, formulas and tables. 2. Ability to read prints and drawings 3. Ability to troubleshoot mechanical equipment. 4. Knowledge and use of safe practices when handling Materials and tools. 5. Ability to use & care for hand and power tools to maintain mechanical Equipment. 6. Knowledge of basic principles of hydraulic, pneumatic, and compressed air systems. Previous work experience in hazardous work environments Relevant experience and training in mechanical maintenance.               Prerequisites      

  21. Why do organizations pay some employees a higher salary than others?

  22. Sample Job Evaluation Process Selection of Job Tasks/Duties (Criteria) often via a job analysis Selection of Compensable Factors (e.g., Effort, Skill, Responsibility, Work Conditions) Ratings of Job Criteria on Compensable Factors Job Score (e.g., points) Compensation

  23. Job Evaluation Example Job Tasks Compensable Factors Ratings (e.g., 1-5 scale) Total Score Ranking $ Task 1 Task 2 Task 3 Task 4 Task 5 110 100 98 88 76 75 67 65 56 43 1 2 3 4 5 6 7 8 9 10 Effort Skill Responsibility Work Conditions

  24. Criterion (Job Performance) Domain Objective data Productivity measures, absenteeism, tardiness, turnover, absenteeism Subjective data Performance ratings (e.g., supervisor, co-workers, self, subordinates, clients Contextual data Assisting others, loyalty, extra work/effort, emotional labor, volunteering, counterproductive behaviors

  25. Objective Data Production data --- Key importance to an organization • Individual control and variability • Seasonality • Usefulness for managerial positions Sales --- • Comparability (e.g., sales region) • Type of goods being sold; value/worth of goods Turnover (job tenure) --- • Issue of “voluntariness” (e.g., why the person left) • Fired • Better job offer • Quit due to dissatisfaction • Issue of “functionality” (e.g., how well the employee who left was performing. • Evidence that poor employees may voluntarily quit more often than good ones!!!

  26. Objective Data (cont.) • Absenteeism --- • • Excused versus unexcused; extent of absenteeism (e.g., within allowable limits) • • Factors impacting absenteeism rates e.g., (telecommuting) • Accidents --- • • Cause of accidents • • Definition of accidents • • Incentives for safe behaviors (e.g., $$$) • Near misses • Theft --- • Annual loss to the banking industry from employee embezzlement is estimated to be greater than $1 billion annually • Approximately 2% of revenues each year are lost to employee theft. Employees are responsible for twice as many losses to business as shoplifters • Neil Snyder of the University of Virginia --- About 1/3 of all small business failures can be attributed to employee theft • Issue: Small percent caught stealing

  27. Dynamic Job Performance Criteria Performance varies as a function of time; importance of when performance is assessed • Workers may change how they perform thier jobs across time • KSAs needed may change due to: • Impact of technology • Organizational training programs Like hitting a moving target --- Job performance 1st year IQ Specific work methods, interests, personality, interpersonal relationships Job performance after 5 years

  28. Dynamic Perforamce Criteria (cont.) Individual --- Employees excel at different aspects of job performance Role prescriptions, organizational impact Production Client support & satisfaction Employee # 1 Employee # 2

  29. Subjective Performance Criteria (most common type of criteria used) Supervisor judgment regarding employee job performance • Employee ratings using scales (1-5; 1-7 point scales) • Rankings

  30. To Combine or Not Combine Criteria? Global criteria Separate, multiple criteria Employee 1 Employee 2 A A C C B B B B 3.0 GPA Is there a single, underlying dimension that “allows” combining separate criteria? Purposes of the data (e.g., a) for personnel decisions or b) feedback, understanding psychological and behavioral processes

  31. Overlap Between Objective & Subjective Criteria (Data) Objective data Subjective data

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