Recruitment and selection activity

Recruitment and Selection ActivityFor this assignment, you are to conduct a recruitment and selection analysis for the position you
chose on BlackBoard. For context, this position is located within the Mission Hospital System as
described in the first activity.
This deliverable is primarily divided into two parts: the recruitment sources and the selection
system (I know this is incredibly surprising given the title of this activity). They are described
below:
1. Recruitment Sources
a. Identify at least four recruiting sources that make the most sense for your chosen
position. Your choices for this portion of the assignment will primarily be graded
on your justifications for your decisions. Items that should be discussed in your
justification include (but are not necessarily limited to):
i. Strategic Value of this Position
ii. Quality of Applicant
iii. Quantity of Applicant
iv. Cost
v. Speed
vi. Probability of Diverse Applicants
2. Selection System
a. You will build a comprehensive selection system for this position. This does NOT
involve creation of actual selection tools (e.g. you won’t be making tests,
simulations, etc.). Rather you will be making choices regarding the selection
system and justifying your choices. Choices and deliverables (along with
important topics for discussion in your justification) are included below.
i. A concise summary of the selection system
1. See Slide 34 of the Recruiting and Selection PowerPoint for an
example.
ii. Multiple Hurdles vs. Compensatory Model
1. Which one (or both) is most appropriate for this situation?
2. Be sure to consider the realism of this position and its strategic
value (e.g. is your system too complex for the position)
iii. Choice of Selection Tools – your justification should include discussion
the following (at a minimum):
1. Relative cost of the selection tool
2. General content of the measure (e.g. if you are using a job
knowledge test, which knowledge items do we need to measure?)
3. Administration concerns (e.g. is there special training needed to
administer the assessment?)
4. Diversity-related concerns (if any)
Recruiting and Selection
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Key Issues in Recruiting
1. NOW is the time to think about
diversity
2. There is no one best recruiting
source for all situations. We must
find a balance
3. Analyzing your recruiting methods
for effectiveness is worth your time
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Important Considerations
Speed
Cost
Applicant Quality
Applicant Quantity
Employee Retention
Diverse Applicant Quality and Quantity
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Employee Quality
Active Job Seekers
Semi-Passive Job Seekers
Passive Job Seekers
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Recruiting Source
Effectiveness Analysis
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Which hiring process was more
effective?
Person A
Person B
Time to fill
3 months
5 months
Cost to recruit
$6,500
$12,600
Annual salary
$97,000
$103,000
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How about now?
Cost vs. Investment
Time to fill
Cost to recruit
Annual salary
1st Year Revenue
2nd Year Revenue
Turnover
High Potential
Person A
3 months
$6,500
$97,000
$330,000
$352,000
26 months
No
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Person B
6 months
$12,600
$103,000
$442,000
$632,000
None
Yes
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Spillover Effects
Definition: indirect or unintended consequences of an
action
Most job candidates do not get the job or promotion
– so what happens next?
Potential Sources of Spillover
▪ They were forced to wait extended periods for prescheduled interviews
▪ Met unprepared and distracted interviewers
▪ Found the selection process unfair
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Signaling
▪Applicants rely on the recruiter’s traits and behaviors
as signals of aspects of both the company and the job
opportunity.
▪ A CEO involved in recruiting may signal a job’s importance
Different types of recruiting materials are used to
attract the attention of potential applicants and
induce them to apply
◦ Merrill Lynch – 1997
◦ Merrill Lynch – 2003
◦ Merrill Lynch – 2008
◦ Merrill Lynch – Today
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Realistic Job Previews
▪Definition: provide both positive and potentially negative
information to job candidates.
▪Rather than trying to sell the job and company by
presenting the job opportunity in the most positive light,
realistic job previews strive to present an honest and
accurate picture.
WHY???
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Types of Structured Interviews
▪Behavioral interviews: using information about
what the applicant has done in the past to predict
future behaviors
▪Situational interviews: asking people how they
might react to hypothetical situations
▪Case interviews: give the candidate a situation,
problem, or challenge and ask him or her to
address and resolve it.
All three outperform unstructured interviews and
result in scores that can be used to compare
candidates
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Behavioral Interview Question
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Situational Interview Question
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Legally Defensible Notes
1. Provide a comprehensive summary
of the response
2. Omit any potentially discriminatory
information provided by the
candidate
3. Are free of bias and opinions. Any
interviewer input should be based
on educated observations.
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Let’s Look at Some Notes…
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Chern Interviews
(Sharon)
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Possible Assessment Outcomes
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Recruiting and Selection
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Some External Assessment Methods
Screening Methods
▪ Resumes and cover letters
▪ Job applications and weighted application blanks
▪ Biographical information
▪ Telephone screens
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Some External Assessment Methods
Evaluative Methods
▪ Cognitive and noncognitive ability tests
▪ Values assessments
▪ Personality assessments
▪ Integrity tests
▪ Polygraph tests
▪ Job knowledge tests
▪ Behavioral, situational, and case interviews
▪ Situational judgment tests
▪ Graphology
▪ Job simulations
▪ Work samples
▪ Reference checks
Contingent Methods
▪ Medical and drug tests, and background checks
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Evaluating an Assessment
Method’s Effectiveness
3 Key Factors
Selection ratio
◦ We only hire a few applicants with a low selection ratio
◦ Low selection ratios allow us to clearly identify top performers
Usability
◦ It doesn’t really matter how valid the assessment is if the person
administering it makes an error
Adverse impact
◦ Assessments are most effective when they are valid without
discriminating
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Measurement & Combining
Scores
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Standard Scores
Standard scores: Converted raw scores that
indicate where a person’s score lies in comparison
to a larger group.
▪ Z-score – distance from the mean in standard deviations
▪
zscore = (Raw Score – Group Mean) / Group Standard Deviation)
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Correlation Coefficient
Correlation coefficient, (r) is a single number that ranges
from -1 to +1 that reflects the direction (positive or
negative) and magnitude (strength) of the relationship
between two variables.
▪ r = 0 indicates no relationship between variables
▪ r = 1 indicates a perfectly linear, positive relationship
between the two measures
▪ +1 SD in one variable = +1 SD in the other
▪ r = -1 indicates a perfectly negative or inverse relationship
between the two measures
▪ -1 SD in one variable = -1 SD in the other
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Scatter Plot of r = -.43
Would this test be useful in making hiring decisions?
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Comparison of Commonly
Used Assessment Methods
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Combining Assessment Scores
▪Two Approaches:
Multiple Hurdles
Compensatory Approach
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Compensatory Approaches
Compensatory approach: high scores on
some assessments can compensate for low
scores on other assessments.
This approach is less useful for jobs in which
specific talents must exist at a minimum
level.
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Executing the
Compensatory Approach
▪Unit weighting: all assessments get equal weight
▪Rational weighting: experts assign subjective
weights to each assessment
▪Statistical weighting: using a statistical technique,
such as multiple regression, to assign weights
▪ Multiple regression: the most scientific approach to determining how
to weight each assessment in computing a candidate’s overall score
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Unit-Weighted Approach
Notice that we are not
using any weighting. They
are simply added
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Statistical Weighting Approach
The output of a multiple regression includes a formula like:
◦ Overall score = c + (b1 * a1) + (b2 * a2) + (b3 * a3)…
BLAH BLAH BLAH
BLAH BLAH BLAH
In this formula, c is a constant, the b’s are the statistical weights
applied to each assessment method to maximize the validity of
the group of assessment methods, and the a’s are a candidate’s
scores on each of the assessment methods. Any number of
assessment methods can be used.
For example, if the regression equation looked like this:
▪ Overall score = (.20 * Cognitive Ability) + (.25 * Interview) + (.15
* Personality)
And the candidate’s cognitive ability score was 70, interview
score was 75, and personality score was 50, then the candidate’s
overall score would be 40.25:
▪ 40.25 = (.2*70) + (.25*75) + (.15*50)
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Rational Weighting Approach
Rational weighting looks exactly the same. The only difference is
that you provide the numbers rather than the computer.
For example, if the regression equation looked like this:
▪ Overall score = (.5 * Cognitive Ability) + (.25 * Interview) + (.25 *
Personality)
And the candidate’s cognitive ability score was 70, interview
score was 75, and personality score was 50, then the candidate’s
overall score would be 64.25:
▪ 66.25 = (.5*70) + (.25*75) + (.25*50)
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Combining Multiple Hurdles and
Compensatory Approaches
Some things may be a requirement while other things
can be compensatory.
Example:
Administrative Assistant
Typing Speed (Min 40 WPM) – Hurdle
Conscientiousness – Compensatory
Time Management – Compensatory
Agreeableness – Compensatory
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Final Choice
Cut score: must meet a minimum score to move on.
Rank ordering: ranking candidates from highest to lowest scoring.
Banding: Everyone who scores within a certain range of scores is
assigned the same grade.
▪ Allows for other factors to be considered (e.g. an internal
candidate vs. external candidate)
▪ Band widths are generally calculated on the basis of the
standard error of measurement.
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1. Which job analysis technique(s) is best suited for this position? Why is the technique (or
techniques) you chose superior to the other options?
a. This response should be roughly 2 paragraphs in length.
For the position of Quality Control Analysts, the task inventory approach would be the
most suitable job analysis technique. This technique involves identifying and listing the tasks,
duties, and responsibilities associated with the job. Quality Control Analysts are responsible for
ensuring the quality and safety of products or services, which involves tasks such as conducting
inspections, analyzing data, identifying trends or issues, and implementing quality improvement
measures. The task inventory approach allows for a systematic examination of these specific job
tasks, providing a comprehensive understanding of the knowledge, skills, and abilities required
for the role.
The task inventory approach is superior to the other options for several reasons. First, it
provides a detailed and exhaustive list of job tasks, ensuring that no critical aspects of the role
are overlooked. This allows employers to accurately assess the competencies needed for success
in the position. Second, the task inventory approach is relatively straightforward and easy to
implement compared to other techniques such as critical incidents line of questioning or
structured interviews, which may require more time and resources. Finally, by focusing on
specific job tasks, the task inventory approach enables employers to develop targeted
recruitment, selection, training, and performance evaluation processes tailored to the unique
requirements of the Quality Control Analyst role. Overall, the task inventory approach provides a
practical and effective means of conducting job analysis for this position, leading to better
alignment between job requirements and organizational objectives.
2. Job Description
a. The job description should include (at a minimum):
i. 4 job duties
ii. 12 task statements
iii. Relative importance and time spent as discussed in the Panopto video
Duty 1: Analyze Data:
Importance: 40% Time Spent: 40%
-Review data from contract laboratories to ensure accuracy and regulatory
compliance.
-Interpret test results, compare them to established specifications and
control limits, and make recommendations on appropriateness of data for release.
-Complete documentation needed to support testing procedures, including
data capture forms, equipment logbooks, or inventory forms.
-Write technical reports or documentation, such as deviation reports,
testing protocols, and trend analyses.
KSAO’s
-Technology Skills
-Analyzation Skills
Duty 2: Identify Results: Importance: 40% Time Spent: 30%
-Develop and qualify new testing methods.
-Investigate or report questionable test results.
-Interpret test results, compare them to established specifications and
control limits, and make recommendations on appropriateness of data for release.
KSAO’s
-Detail-Oriented
-Attention to Detail
-Time Management Skills
Duty 3: Create Growth: Importance: 10% Time Spent: 10%
-Evaluate new technologies and methods to make recommendations
regarding their use.
-Identify quality problems and recommend solutions.
-Participate in out-of-specification and failure investigations and
recommend corrective actions.
-Train other analysts to perform laboratory procedures and assays.
-Develop and qualify new testing methods.
KSAOs
-Prospect Outreach
-Creativity
Duty 4: Equipment Care: Importance: 10% Time Spent: 20%
-Calibrate, validate, or maintain laboratory equipment.
-Monitor testing procedures to ensure that all tests are performed
according to established item specifications, standard test methods, or protocols.
-Identify and troubleshoot equipment problems.
KSAO’s
-Consistency
3. Person Specification
a. The person specification should include (at a minimum):
i. 7 competencies or KSAOs
ii. Demarcation of essential and desirable criteria
4. Discussion of Job Description and Person Specification Decisions
a. Why did you make the decisions you made?
b. What data did you consider when making these decisions?
c. What outside sources did you consult and why?
The decisions to allocate the importance to time spent ratio for each duty were made to
accurately reflect the significance of each task relative to the time invested in performing it. For
example, Duty 1: Analyze Data was assigned a higher importance (40%) because it involves
critical tasks such as reviewing data for accuracy and regulatory compliance, interpreting test
results, and completing documentation. This duty also requires a significant amount of time
(40% time spent) due to the detailed nature of data analysis and documentation. Conversely,
Duty 3: Create Growth was assigned a lower importance (10%) and time spent (10%) ratio
because it involves tasks such as evaluating new technologies and methods, which may be less
frequent or time-consuming compared to other duties.
The data considered when making these decisions included the specific tasks outlined for
each duty, along with their respective importance and time spent. This data provided insight into
the critical aspects of each duty and allowed for a balanced allocation of importance to time
spent ratio. Additionally, the overall objectives of the Quality Control Analyst role and the
organizational priorities were considered to ensure that the duties were appropriately weighted
based on their contribution to achieving those objectives.
In consulting outside sources, industry standards, best practices, and expert
recommendations were considered to validate the importance to time spent ratio assigned to each
duty. To tag along to this I also spoke to my mom who is a manager at a Regional Spine Center.
This helped me gain more insight on certain jobs and what is important. These outside sources
provided valuable insights into the typical distribution of responsibilities within quality control
roles in similar industries or settings. Additionally, input from senior professionals in quality
management or laboratory operations may have been sought to ensure that the assigned ratios
accurately reflected the demands and expectations of the role. Consulting external sources helped
to ensure that the decisions made were informed, objective, and aligned with industry norms and
standards.