human resource
Techniques of Employee Selection & Recruitment
Chapter 10: Internal Selection
Muhammet Sait Dinc Muhammet.Dinc@aum.edu.kw
Textbook:
Heneman, Herbert Judge, Timothy A. and Kammeyer- Muller, John (8th Edition – 2014). Staffing
Organizations, McGraw-Hill Irwin. ISBN 13: 978-007- 108647-9.
Organization Strategy HR and Staffing Strategy
Staffing Policies and Programs
Staffing System and Retention Management
Support Activities
Legal compliance
Planning
Job analysis
Core Staffing Activities
Recruitment: External, internal
Selection: Measurement, external, internal
Employment: Decision making, final match
Organization
Mission
Goals and Objectives
Staffing Organizations Model
10-3
Chapter Outline
• Preliminary Issues • Logic of Prediction • Types of Predictors • Selection Plan
• Initial Assessment Methods • Skills Inventory • Peer Assessments • Self-Assessments • Managerial Sponsorship • Informal Discussions and
Recommendations • Choice of Methods
• Substantive Assessment Methods • Seniority and Experience • Job Knowledge Tests • Performance Appraisal • Promotability Ratings • Assessment Centers • Interview Simulations • Promotion Panels and Review Boards • Choice of Methods
• Discretionary Assessment Methods
• Legal Issues
10-5
Learning Objectives for This Chapter
• 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
10-6
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
10-7
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
10-8
Discussion Questions
• Explain how internal selection decisions differ from external selection decisions.
10-9
Initial Assessment Methods
• Skills inventory
• Peer assessments
• Self-assessments
• Managerial sponsorship
• Informal discussions and recommendations
10-10
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
10-11
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
10-12
Ex. 10.1: Peer Assessment Methods
10-13
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
10-14
Exhibit 10.4 Choice of Initial Assessment Methods
10-15
Discussion Questions
• What are the differences among peer ratings, peer nominations, and peer rankings?
10-16
Substantive Assessment Methods
• Seniority and experience
• Job knowledge tests
• Performance appraisal
• Promotability ratings
• Assessment centers
• Interview simulations
• Promotion panels and review boards
10-17
Overview of Seniority and Experience
• Definitions • 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
10-18
Evaluation of Seniority and 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
10-19
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
10-20
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”
10-21
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?
10-22
Promotability Ratings
• Assessing promotability involves determining an applicant’s 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
10-23
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 individual’s behavior and
effectiveness in critical roles, usually managerial
• Incorporates multiple methods of assessing multiple KSAOs using multiple assessors
10-24
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
10-25
Characteristics of Assessment Centers
• Participants are usually managers being assessed for higher-level managerial jobs
• Participants are evaluated by assessors at conclusion of program
10-26
Evaluation of Assessment Centers
• Validity • Average validity → ŕ = .37 • Validity is higher when
• Multiple predictors are used • Assessors are psychologists rather than managers • Peer evaluations are used
• Possess incremental validity in predicting performance and promotability beyond personality traits and cognitive ability tests
• Research results • “Crown prince/princess” syndrome • Participant reactions
10-27
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
10-28
Exhibit 10.8 Choice of Substantive Assessment Methods
10-29
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.
10-30
Discretionary Assessment Methods
• Narrows list of finalists to those who will receive job offers
• Decisions often made on basis of • Organizational citizenship behavior and
• Staffing philosophy regarding EE0 / AA
• Differences from external selection • Previous finalists not receiving job offers do not simply disappear
• Multiple assessors generally used
10-31
Discussion Questions
• What steps should be taken by an organization that is committed to shattering the glass ceiling?
Thank you