when job-related information is collected from application and offers of employement are given to those who apparently possess the necessary KSAs to do well on the job

• candidates (applicants) external to the organization
• Little job-realted information is readily available on the applicant

Internal Selection

(e.g. Promotions, transfers)

• internal candidates (current employees)
• a lot of job-related information available on the applicant

• steps in both types of selection should be the same
• external tends to be more fomalized
• both suffer from same problems- decisions tend to be based on non-job-related, inconsistent info, using intuition rather than hard data

(constraints in developing a selection system)

• economic conditions
• educational systems, skill set of the applicant pool
• federal laws (eeo) and state laws (FEPs)

(Constraints in developing a selection system)

• limited info on applicants due to cost of obtaining data on applicants
• ability to accurately quantify applicant and job characteristics
• KSAs are not the sole determinants of future perfomance- other factors: training, compensation, feedback, supervision, work schedules

Strategic Human Resource Mangement

SHRM

• activities that are used to align the right number and types of employees to meet organizational strategic goals and objectives
• requirs that the human resource systems within an organization are coordinated and interact smoothly with one another

needs good forecasts of labor supply ans labor demand in order to know how many and what kinds of employees need

Recruitment and Selection

• activities designed to attract qualified applicants and increase the probability that people will accept the position if offered
• fondation of selection effors

1. Job Analysis
2. determining job perfomance
3. indentificaion of KSAs Necessary for the Job
4.  Assessment Devices to Measure KSAs
5. Validation of Assessment Devices
1. criterion-related
2. content
6. Use of assessment Devices in the Processing of Applicants

• gathering of information about a job in an organization
• the tasks, results (product or service), equipment, material used, and environment (working conditions, hazards, work schedules) that characterize the job

Puposes of information collected in job analysis

(step 1)

• Inform applicants about the nature and demands of the job
• guide employees on what performance is expected of them
• determine needs for recruitment effors for a job
• establish compensation rates for the job
• Basis for performance appraisal for the job

 Identifying Relevant Job Performance Measures

(step 2)

• Purpose of selection system is to predict which applicants are most likely to be successful on the job
• what sonstitues success?

2.Use of job analysis data to determine what constitutes successful performance

• physical outputs-quantity/quality
• interactions with customers
• contributions to team efforts
• extra-role behavior/organization citizenship behavior

• now that we know what constitues success on the job, we need determine what KSAs an employee should posses to perform the job successfully
• Sample KSAs for the job of HR Selection analyst:
• knowledge of applied statistics
• skill in using data analysis software
• ablility to read and understand technical written material

• Organizations can either make or buy their assessments
• Most Organizations do not have the expertise in house needed to develop selction assessments
• Selection devices/test must:
• assess the most critical KSAs needed for the job
• assess KSAs that employees need on Day 1
• differentiate among applicants
• be both valid and reliable

• Documentation that devices actually help to make successful selection decisions
• Why do this?
• strategically- why use an assessment method that hasn't court
• Two common Validation approaches
• Criterion-related validation
• Content Validation

empirical examination of whether test scores correlate with future job performance

subject matter expert judgment as to whether a test adequately assesses important KSAs needed on the job

• only after the first five steps have taken place should you implement a selection devices/system
• in Practice, most organizations stop at step 4
• most organizations do not take the time validate their individual assessments
• OK to not validate a purchased (off-the-shelf) assessment if there is adequate validation evidence available from the vendor

Evidenced-Based Practice

• managing by translating principles based on research evidence into organizational practice

• most org do not practive evidenced-based human resource management
• move away from decidions based on personal preference, inertia, intuition, gut feeling
• it is hard for managers to be up on the latest research
• can use consultants, join professional societies that keep abreast and boil findings down for practitioners