A major influence in the use of multistage selection systems seems to be the selection ratios put in place for each stage of the selection system. Finch et al. suggest using larger selection ratios in the first stage of selection, and more restrictive ratios in later stages. How do organizations set these selection ratios? What factors, other than the validity of predictors, might influence the selection ratios an organization might use within each stage?
Along with validity of the selection procedures, are predictors/measures of the "critical tasks" for the position given more weight? It would make sense for supervisors and HR make the distinctions based on these two factors. I recall Dr. T saying in class though that weighting statistically does not really make much of a difference. It is just a preference and makes sense. Would this be the case in selection too?
This study mentions the 4/5ths rule. At what level of the organization should this be examined? For a company like walmart should we look at the 4/5ths rule in single stores or for the entire organization?
I like the idea of a multistage selection strategy. I also think I would feel better about it as a job applicant. But, logistically, it seems as though it could be challenging especially with a large number of applicants. Do you have them come in for assessment on multiple days? In practice, how is this generally done?
Katie, I am not sure, but I think Dr. T mentioned that assigning weights to the predictors will not influence the degree to which they are correlated with the criterion. Not sure though.
That is an interesting question, Amy. It seems that if it were applied to the entire organization, a store in a part of the country with a large minority population might be able to hire enough minorities to balance out areas of the country where there are fewer minorities within the applicant pool. But what about multinational companies? I wonder how the 4/5 Rule applies to them too?
I'm intrigued about the importance of the company/organizational goals set in relationship to selection strategy: i.e. "maximum performance and minimum adverse impact." In practice, who sets these goals? Does management? What is the role of the I/O psychologist in consulting those who make the hiring decisions? Were you convinced that if an adequate sample is obtained -- that integrity, biodata, and structured interview might be the best combination to reach the goal of max productivity and min AI and not use cognitive ability testing at all?
@Shay and Amy. Another interesting thought....what happens when the majority of the company is virtual? If you have 200 employees all over the country working from their home computers or home phones, how do you apply the 4/5ths rule?
Another question on the recruitment end of this issue. Recruitment can cost lots of money for an organization. Having a regular posting on can cost $1500+ per year. Are companies expected to spend extra money in recruitment of to satisfy the 4/5th rule, if the current recruitment procedures are not targeting the right population?
What are the implications of job analysis in the use of multistage selection methods? It seems like its lack of practicality [the multistage method] far outweighs its advantages of decreasing AI when developing a selection system that fits the unique needs of an organization.
A major influence in the use of multistage selection systems seems to be the selection ratios put in place for each stage of the selection system. Finch et al. suggest using larger selection ratios in the first stage of selection, and more restrictive ratios in later stages. How do organizations set these selection ratios? What factors, other than the validity of predictors, might influence the selection ratios an organization might use within each stage?
ReplyDeleteAlong with validity of the selection procedures, are predictors/measures of the "critical tasks" for the position given more weight? It would make sense for supervisors and HR make the distinctions based on these two factors. I recall Dr. T saying in class though that weighting statistically does not really make much of a difference. It is just a preference and makes sense. Would this be the case in selection too?
ReplyDeleteThis study mentions the 4/5ths rule. At what level of the organization should this be examined? For a company like walmart should we look at the 4/5ths rule in single stores or for the entire organization?
ReplyDeleteI like the idea of a multistage selection strategy. I also think I would feel better about it as a job applicant. But, logistically, it seems as though it could be challenging especially with a large number of applicants. Do you have them come in for assessment on multiple days? In practice, how is this generally done?
ReplyDeleteKatie, I am not sure, but I think Dr. T mentioned that assigning weights to the predictors will not influence the degree to which they are correlated with the criterion. Not sure though.
ReplyDeleteThat is an interesting question, Amy. It seems that if it were applied to the entire organization, a store in a part of the country with a large minority population might be able to hire enough minorities to balance out areas of the country where there are fewer minorities within the applicant pool. But what about multinational companies? I wonder how the 4/5 Rule applies to them too?
ReplyDeleteI'm intrigued about the importance of the company/organizational goals set in relationship to selection strategy: i.e. "maximum performance and minimum adverse impact." In practice, who sets these goals? Does management? What is the role of the I/O psychologist in consulting those who make the hiring decisions? Were you convinced that if an adequate sample is obtained -- that integrity, biodata, and structured interview might be the best combination to reach the goal of max productivity and min AI and not use cognitive ability testing at all?
ReplyDelete@Shay and Amy. Another interesting thought....what happens when the majority of the company is virtual? If you have 200 employees all over the country working from their home computers or home phones, how do you apply the 4/5ths rule?
ReplyDeleteAnother question on the recruitment end of this issue. Recruitment can cost lots of money for an organization. Having a regular posting on can cost $1500+ per year. Are companies expected to spend extra money in recruitment of to satisfy the 4/5th rule, if the current recruitment procedures are not targeting the right population?
What are the implications of job analysis in the use of multistage selection methods? It seems like its lack of practicality [the multistage method] far outweighs its advantages of decreasing AI when developing a selection system that fits the unique needs of an organization.
ReplyDelete