Human Resource Help. A+++ Paper, Original Work, No Plagiarism Please. APA Format. 4-5 Slide (BODY OF PRESENTATION), DETAILED SPEAKER NOTES, Reference Page

Predicting Performance

1

Predicting performance is one of the most important responsibilities of the human resources professional. Unfortunately, prediction is always based on probability or guesswork, either of which lack the certainty that organizations and management would prefer. Obtaining valid information, however, is associated with an increase in accurately predicting future performance. The information that a selection specialist uses can be garnered from a variety of devices including: applications, biodata, interviews, and tests.

Applications, Training, Experience and References

When candidates apply for a job, they are required to submit particular types of information so that organizational members can make informed hiring decisions. Three common types of requested information are as follows:

• Applications: These are a series of pencil and paper questions that help provide general suitability information about a candidate. The widespread use of applications and legal implications of the application form are important for understanding issues involved in the development and use of these forms.

• Training and Experience Evaluations: Determining training and experience (T&E) is important to predicting successful job performance. Although there are multiple approaches to T&E evaluations, they have a listing or description of tasks, a means for applicants to describe, indicate, or rate the extent of their training and experience, and a basis for evaluating or scoring the self-reported data.

• References: Reference checking is a common practice. The following four types of information are requested:

o Employment and educational background data o Appraisal of the applicant’s character and personality o An estimate of the applicant’s job performance abilities o The willingness of the reference to rehire an applicant

Weighted Applications & Biographical Data

Although application forms that are appropriately designed can provide useful data for performance prediction, a key issues remains. How does the human resource professional decide what application data are most beneficial in choosing successful job applicants? Standard methods for selecting significant predictor data include the following:

• Weighted applications: Weighted applications are a technique for scoring application forms. Items that are related to job success are

Predicting Performance

2

weighted to reflect the degree of importance that certain items have in differentiating good and poor performers.

• Biographical data: The use of biographical data rests on the assumption that past behavior is an accurate predictor of future behavior. Biodata content, as a result, typically includes response-type and behavior-type applicant opportunities.

Selection Interviews

The interview has long been acknowledged as the most frequently used selection device, but is it the best? The advantages of interviews include: providing an opportunity for the organization to recruit good candidates; efficiency in measuring a number of different knowledge, skill and ability (KSA) requirements of an applicant; and providing the means for an actual member of the organization to make the decision about the "fit" of the candidate to the job. Unfortunately, the interview, used in the absence of other measures, is also associated with both low reliability and validity scores.

Testing

Finally, a variety of tests have also been used for predicting performance with accuracy. The types of testing utilized by organizations include ability assessments, performance tests, personality measures, integrity instruments, drug testing, and graphology. Each type of assessment tool has advantages and disadvantages, including legal ramifications, but nearly all are associated with validity concerns. As a result, some of these tests are allowed in certain jobs but are not recommended as a standard for every candidate within an organization.

In short, future performance is a multifaceted concept that cannot be adequately judged by a single measurement. Understanding the availability of measures, their strengths and weaknesses, the types of skills necessary for the vacancy, and the measures most likely to obtain information on those skills are the key ingredients for accurately predicting performance.