Evaluate and Select Predictors

Evaluate and Select Predictors

Tatyana has interested internal applicants for a position she needs to fill. The company policy is to hire internally first, then consider external applicants. Which do you recommend as a selection predictor and why: performance review scores, assessment center, or job knowledge tests?

Hiring internally requires analyzing the knowledge and capabilities of the existing workforce to determine if they are fit for the vacant position. Organizations use predictive hiring in internal recruitment to improve recruitment outcomes by leveraging statistical algorithms, historical data, and machine learning strategies. A predictive hiring process includes the aspects most predictive of the outcomes in a specific job position. The main selection predictors include performance review scores, job knowledge tests, and assessment centers. I recommend using job knowledge tests to hire internal employees and consider assessment centers for external hiring. Do you need urgent assignment help ? Get in touch with us at eminencepapers.com. We offer assignment help with high professionalism.

Assessment centers are defined as a variety of testing approaches designed to allow candidates to showcase under standardized conditions the abilities and skills that are most essential for success in a specific job (III & Rupp, 2006). The assessment process generally includes performance-related exercises similar to actual work activities and situations a candidate should respond to. Assessment centers are a practical selection predictor for external employees because the employer can predict how the employee will react to the work environment because the problem scenarios and activities in the test mimic real work situations. The main activities in assessment centers are oral and in-basket exercises. In in-basket exercises, the job applicants are given time to review the material in the assessment and write the actions they believe are the most appropriate about every in-basket item. The in-basket materials are then collected for review by an assessor. Candidates are then interviewed to ensure the assessors understand the candidate’s actions and rationale.

Job knowledge tests, mastery or achievement tests, include questions structured to assess the professional or technical expertise in specific knowledge areas. They evaluate what an individual knows about a job when the test is administered (Phillips & Gully, 2014). Employers often use job knowledge tests to determine whether applicants have enough knowledge and capabilities to handle the tasks in a specific job. They are used when the job requires technical or specialized knowledge that can only be acquired over a long time. Job tests are a practical selection predictor because they can be constructed based on an analysis of a task in the vacant job. The preciseness of job knowledge tests and the closeness of the link between the job in question and the test make an essential difference in these relationships. One advantage of job knowledge tests is that they give effective results. They are similar for everyone and enable the employer to be specific about the reasons for rejecting a candidate instead of relying only on intuition.

Tatyana has administered the selection test and structured interview and has the scores. Which approach to combining scores should you recommend? Why?

The main approaches used to combine scores are the multiple hurdles and the compensatory approach. The multiple hurdles approach includes establishing a chain of hurdles the candidate should overcome to move on to the next step in the selection process. Every hurdle includes a cut-off score. However, the candidate is required first to complete a cognitive ability test. Organizations prefer including the cognitive ability test to minimize the number of candidates being assessed. The approach is appropriate when there are many applicants for limited job openings because it reduces the cost of hiring. One of the advantages of the approach is that it enables employers to focus only on qualified candidates and reduces the time taken to complete the selection process (Ock & Oswald, 2018). The compensatory approach is more complex because it includes an in-depth examination of every job applicant. It is based on the assumption that a job applicant’s strengths may compensate for their weaknesses.

I would recommend using the compensatory approach to combine the scores from the job knowledge tests. The approach includes administering all assessments to a job applicant. The scores of the assessments are then combined to create an overall score, thus allowing some of the applicant’s strengths to compensate for their shortcomings. The approach enables organizations to set minimum standards to increase the chances of getting the most appropriate individual to fill a vacant position. The approach also enables organizations to assess every dimension by assigning a specific weight during selection. The weights portray the extent to which every dimension is relevant to the job performance. High scores attained on job dimensions with heavy weight can help compensate for the lower scores of the job dimensions with less weight. Although Tatyana may use any selection processes and structures during the selection process, organizations ought to ensure they determine the deficiencies in any dimension of the job performance. Tatyana also needs to consider whether or not they are willing to offer on-the-job training to help employees strengthen their skills and eliminate their weaknesses. The approach will also enable Tatyana to determine the most effective approaches to manage the job candidates to improve their performance based on their strengths and weaknesses. For instance, if one of the candidate’s weaknesses is being unable to work under pressure, Tatyana may opt to adjust the work environment to encourage employee autonomy.

References

III, G. C., & Rupp, D. E. (2006). Assessment centers in human resource management: Prediction, diagnosis, and development strategies. Psychology Press.

Ock, J., & Oswald, F. L. (2018). The utility of personnel selection decisions. Journal of Personnel Psychology, 17(4), 172-182. https://doi.org/10.1027/1866-5888/a000205

Phillips, J. M., & Gully, S. M. (2014). Strategic staffing. Prentice Hall.

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Evaluate and Select Predictors

Unit Learning Outcomes
Evaluate & Select Internal Predictors. (5,6,& 7)
Evaluate the utility of performance reviews. (1,8)
Assess job knowledge test utility. (1,8)
Assess the practical significance of assessment centers. (7)
Understand and implement method(s) for scoring selection predictors. (8)
Create a strategy for combining selection predictor scores. (8)
Directions
Answer BOTH discussion questions and respond to at least two peers. Include at least two outside sources in your postings for full credit.

Discussion Questions
Tatyana has interested internal applicants for a position she needs to fill. The company policy is to hire internally first, then consider external applicants. Which do you recommend as a selection predictor and why: performance review scores, assessment center, or job knowledge tests?

Tatyana has administered the selection test and structured interview and has the scores. Which approach to combining scores should you recommend? Why?

ISBN: 978-1-948426-86-2