Week 6 Staffing Decisions

Performance examplecutoff 4 false negative correct

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Unformatted text preview: core Consider desired level of performance & find test score corresponding to that level Norm­referenced cut score Based on some index of test­takers’ scores rather than any notion of job performance 15 Suggestions for a Cut Score Suggestions for a Cut Score Should be based on job analysis When possible, use data on the relationship between test scores and criterion measure to inform Should be set high enough to ensure minimum standards of job performance 16 Criterion Referenced ­ Setting the Cutoff Criterion Referenced ­ Setting the Cutoff Decide minimal performance “Work backwards” through regression equation • What predictor score predicts that level of performance? Hire those who score above that predictor score 17 Setting the Cut Score Setting the Cut Score Maximize “Correct Hires” and “Correct Rejections” Minimize “False Negatives” and “False Positives” Cutoff scores should: • • • Be reasonable, achievable Be consistent with job expectations, requirements Consider willingness to accept false positives or negatives 18 Utility Utility Addresses cost/benefit ratio of one staffing strategy versus another Base rate % of current workforce performing successfully If performance is high, then new system will likely add very little to productivity 19 Utility Analysis Utility Analysis Assesses economic return on investment of HR interventions like staffing or training Calculations can be very complex 20 Feelings of unfairness lead to: Feelings of unfairness lead to: Initiation of lawsuits Filing of formal grievances with company representatives Counterproductive behavior 21 Module 3: Practical Module 3: Practical Issues in Staffing Staffing Model Comprehensiveness Enough high quality information about candidates to predict likelihood of their success Compensatory Candidates can compensate for relative weakness in one attribute through strength in another one, providing both are required by job 22 Combining Information Combining Information Clinical decision making Uses judgment to combine information & make decision about relative value of different candidates Statistical decision making Combines information according to a mathematical formula 23 Combining Information (cont'd) Combining Information (cont'd) Statistical: Multiple Hurdle system of combining scores Non­compensatory strategy: individual has no opportunity to compensate at later stage for low score in earlier stage Establishes series of cut scores Anthony Saint James/Getty Images 24 Hurdle System of Combining Hurdle System of Combining Scores Constructed from multiple hurdles so candidates who don’t exceed each of the minimum dimension scores are excluded from further consideration Often set up sequentially More expensive hurdles placed later Used to narrow a large applicant pool 25 Combining Multiple Assessments Combining Multiple Assessments Multiple Hurdle Approach • Only those who pass move on to next test Cog. Ability Personality Interview 26 Combining Information (cont'd) Combining Information (cont'd) Combination score...
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