Personnel Planning & Recruiting II
The ongoing process of systematically identifying, assessing, and developing organizational leadership to enhance performance.
Succession Planning
A type of validity based on showing that scores on the test (predictors) are related to job performance (criterion).
Criterion validity
These interviews tend to be more consistent, reliable, and valid.
Structured interviews
You measure this when you administer the tests to employees currently on the job and then compare their test scores with their current performance.
Concurrent (at the same time) validation
Involves determining what your recruitment options are, and then assessing which are best for the job in question.
Recruitment sourcing
It established that a test contains a fair sample of the tasks and skills actually needed for the job in question.
Content validity
An interview in which the applicant is made uncomfortable by a series of often rude questions.
Stress interview
Using dollar and cents terms, it shows the degree to which use of a selection measure improves the quality of individuals selected.
Utility analysis
The historical arithmetic relationships between recruitment leads and invitees, invitees and interviews, interviews and offers made, and offers made and offers accepted.
Recruiting yield pyramid
It demonstrates that a selection procedure measures a construct and that construct is important for successful job performance.
Construct validity
This reflects interviewers' tendency to jump to conclusions about candidates during the first few minutes of the interview.
First Impressions (Snap Judgements)
A testing method based on measuring performance on actual basic job tasks.
Work sampling technique
Involves a matrix that shows the probabilities that employees in the chain of feeder positions for a key job will move from position to position and therefore be available to fill the key position
Markov Analysis
Global Competencies Inventory (GCI)
An error of judgment on the part of the interviewer due to interviewing one or more very good or very bad candidates just before the interview in question.
Candidate-order (or contrast) error
The employer decides to whom to make an offer, using one or more approaches.
Judgmental, Statistical and Hyrbid
You should use them if:
1. Your firm doesn’t have its own human resources department and feels it can’t do a good job recruiting and screening.
2. You must fill a job quickly.
3. There is a perceived need to attract more minority or female applicants.
4. You want to reach currently employed individuals, who might feel more comfortable dealing with agencies than with competing companies.
5. You want to reduce the time you’re devoting to recruiting
Private employment agencies
To demonstrate this, you administer the test to applicants before you hire them, then hire these applicants using only existing selection techniques, not the results of the new tests. After they’ve been on the job for some time, you measure their performance and compare it to their earlier test scores. You can then determine whether you could have used their performance on the new test to predict their subsequent job performance.
Predictive Validation
The former lists the offer’s basic information (e.g., salary and benefits) and includes a strong statement specifying that the employment relationship is “at will.” The latter includes the duration of employment, nondisclosure clauses and is legally binding.
Former: Job offer letter
Latter: Employment contract
A simulation in which management candidates are asked to perform realistic tasks in hypothetical situations and are scored on their performance. It usually also involves testing and the use of management games.
Management assessment center