Lecturer: Moez Allidina
PART 4
STAFFING ACTIVITIES:
SELECTION
Chapter 10:
Internal Selection
Copyright 2015 by The McGraw-Hill Companies, Inc. All rights reserved.
STAFFING ORGANIZATIONS MODEL
Organization
Mission
Goals and Objectives
Organization Strategy
HR and Staffing Strategy
Staffing Policies and Programs
Support Activities
Core Staffing Activities
Legal Compliance
Planning
Recruitment:
Selection:
External, Internal
Measurement, External, Internal
Job Analysis
Employment:
Decision-making, Final Match
Staffing System and Retention Management
10-2
CHAPTER 10: LEARNING OBJECTIVES
Compare how the logic of prediction applies to internal vs.
external selection decisions
Evaluate the relative advantages and disadvantages of
the five initial assessment methods used in internal selection
Consider the merits and pitfalls of using seniority and
experience for internal selection decisions
Describe the main features of assessment centers
Understand the advantages and disadvantages of using
assessment centers for internal selection decisions
Evaluate the relative advantages and disadvantages of
the seven substantive assessment methods used in internal
selection
10-3
PRELIMINARY ISSUES
Logic of Prediction
indicators of internal applicants degree of success in past
situations should be predictive of their likely success in new
situations.
Types of Predictors
there is usually greater depth and relevance to the data
available on internal candidates relative to external
selection.
Selection Plan
important for internal selection to avoid the problems of
favoritism and gut instinct that can be especially prevalent
in internal selection.
10-4
LOGIC OF PREDICTION: PAST PERFORMANCE
PREDICTS FUTURE PERFORMANCE
Advantages of Internal over External Selection:
Greater depth and relevance of data available on
internal candidates.
Greater emphasis can be placed on samples and criteria
rather than signs.
10-5
DISCUSSION QUESTIONS
Explain how internal selection decisions differ
from external selection decisions.
10-6
INITIAL ASSESSMENT METHODS
Skills Inventory
Peer Assessments
Self-Assessments
Managerial Sponsorship
Informal Discussions and Recommendations
10-7
SKILLS INVENTORY
Traditional
List of KSAOs held by each employee
Records a small number of skills listed in generic
categories, such as education, experience, and supervisory
training received
Customized
Specific skill sets are recorded for specific jobs
SMEs identify skills critical to job success
*
CSA Customized Skills Assessment
10-8
PEER ASSESSMENTS
Methods include Peer Ratings, Peer Nominations,
Peer Rankings
Strengths:
Rely on raters who presumably are knowledgeable of
applicants KSAOs
Peers more likely to view decisions as fair due to their input
Weaknesses:
May encourage friendship bias
Criteria involved in assessments are not always clear
10-9
EX. 10.1 PEER ASSESSMENT METHODS
10-10
INITIAL ASSESSMENT METHODS
Self-Assessments
Job incumbents asked to evaluate own skills to determine
promotability
Exh. 10.2 : Self-Assessment Form
Managerial Sponsorship
Higher-ups given considerable influence in promotion
decisions
Exh. 10.3 : Employee Advocates
Informal Discussions and Recommendations
May be suspect in terms of relevance to actual job
performance
10-11
EXH. 10.4
CHOICE OF INITIAL ASSESSMENT METHODS
10-12
DISCUSSION QUESTIONS
What are the differences among Peer Ratings,
Peer Nominations, and Peer Rankings?
10-13
SUBSTANTIVE ASSESSMENT METHODS
Seniority and Experience
Job Knowledge Tests
Performance Appraisal
Promotability Ratings
Assessment Centers
Interview Simulations
Promotion Panels and Review Boards
10-14
OVERVIEW OF SENIORITY & EXPERIENCE
Seniority
Length of service with organization, department, or job
Experience
Not only length of service but also kinds of activities an employee has
undertaken
Why so widely used?
Direct experience in a job content area reflects an accumulated
stock of KSAOs necessary to perform job
Information is easily and cheaply obtained
Protects employee from capricious treatment and favoritism
Promoting senior or experienced employees is socially acceptable
viewed as rewarding loyalty
10-15
EVALUATION OF SENIORITY & EXPERIENCE
Employees typically expect promotions will go to most
senior or experienced employee
Relationship to Job Performance
Seniority is unrelated to job performance
Experience is moderately related to job performance, especially in
the short run
Experience is superior because it is:
a more valid method than seniority
more likely to be content valid when past or present jobs are similar
to the future job
Experience is unlikely to remedy initial performance difficulties
of low-ability employees
is better suited to predict short-term rather than long-term potential
10-16
JOB KNOWLEDGE TESTS
Job knowledge includes elements of both ability and
seniority
Measured by a paper-and-pencil test or a computer
Holds great promise as a predictor of job performance
Reflects an assessment of what was learned with experience
Also captures cognitive ability
10-17
PERFORMANCE APPRAISAL
A possible predictor of future job performance is
past job performance collected by a performance
appraisal process
Advantages:
Readily available
Probably capture both ability and motivation
Weaknesses:
Potential lack of a direct correspondence between
requirements of current job and requirements of position
applied for
Peter Principle
10-18
PERFORMANCE APPRAISAL
Ex. 10.5 Questions to Ask in Using Performance
Appraisal as a Method of Internal Staffing Decisions
Is the performance appraisal process reliable and unbiased?
Is present job content representative of future job content?
Have the KSAOs required for performance in the future job(s) been
acquired and demonstrated in the previous job(s)?
Is the organizational or job environment stable such that what led to
past job success will lead to future job success?
10-19
PROMOTABILITY RATINGS
Assessing promotability involves determining an
applicants potential for higher-level jobs
Promotability ratings often conducted along with performance
appraisals
Useful for both selection and recruitment
Caveat
When receiving separate evaluations for purposes of
appraisal, promotability, and pay, an employee may receive
mixed messages
10-20
OVERVIEW OF ASSESSMENT CENTERS
Elaborate method of employee selection
Involves using a collection of predictors to forecast
success, primarily in higher-level jobs
Objective
Predict an individuals behavior and effectiveness in critical
roles, usually managerial
Incorporates multiple methods of assessing multiple
KSAOs using multiple assessors
10-21
EX. 10.7
ASSESSMENT CENTER RATING FORM
Participants take part in
several exercises over
multiple days
In-Basket Exercise
Leaderless Group
Discussion
Case Analysis
Trained assessors evaluate
participants performance
10-22
CHARACTERISTICS OF ASSESSMENT CENTERS
Participants are usually managers being assessed for higherlevel managerial jobs
Participants are evaluated by assessors at conclusion of
program
10-23
OTHER SUBSTANTIVE ASSESSMENT METHODS
Interview Simulations
Role-play: candidate must play work related role with
interviewer
Fact Finding: candidate needs to solicit information to
evaluate an incomplete case
Oral Presentations: candidate must prepare and make an oral
presentation on assigned topic
Promotion Panels and Review Boards: use multiple
raters, which can improve reliability and can
broaden commitment to decisions reached
10-24
DISCUSSION QUESTIONS
Explain the theory behind assessment centers.
Describe the three different types of interview simulations.
Evaluate the effectiveness of seniority, assessment centers,
and job knowledge as substantive internal selection
procedures.
10-25
DISCRETIONARY ASSESSMENT METHODS
Narrows list of finalists to those who will receive job offers
Decisions often made on basis of:
Organizational Citizenship Behavior (OCB)
Differences from external selection
Previous finalists not receiving job offers do not simply
disappear
Multiple assessors generally used
10-26
DISCUSSION QUESTIONS
What steps should be taken by an organization
that is committed to shattering the glass ceiling?
10-27
