APRIL 3-6, 2013, LONG BEACH, CARecruitment and Selection: Efficient & Creative

Solutions to Maximize Return on Investment

APRIL 3-6, 2013, LONG BEACH, CA

These materials have been prepared by the CASBO Human Resources Professional Council (or CASBO Associate Member). They have not been reviewed by State CASBO for approval, so therefore are not an official statement of CASBO.

What are the main complaints you get regarding recruitment and selection?

Pretend you are a part of each of these stakeholder groups:

Complaints from managers?Complaints from applicants?Complaints from current employees?Complaints from the union/s?

Recruitment & Selection Problems??

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• The process takes too long• You post for too long• There are too many applicants• Why are you forcing me to hire someone I do not

want?!• Why doesn’t the test reflect the position • If I’m hiring the position I want to be part of the

process• I do not trust the hiring manager

Summary of (some) the Issues

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Developing Solutions

• Step One: Needs Analysis & Goal Alignment

– Figuring out what everyone wants

– What are some strategies to do this??

Needs Analysis– Surprisingly good questions to ask are:

• What is your goal here?• What ideas to you have for testing?• What is your ideal candidate?

– Now: you have all this great information: • What to with all your information: Data synthesis

– Outcome: development of potential

recommendations and solutions

Researching the law

• Step Two: know your legal authority!

• Common trap: doing something that has always been done…why do we do this??– We think it is the correct answer because it has

been used in the past• Where do you find the relevant law?

– Ed Code, Agency Rules & Policy, Contract, PERB rulings, case law, EEOC Uniform Guidelines

Solution and Law Synthesis

• Step three: determining if your solutions to your stakeholder problems can fit within legal requirements

• Is this hard to do: YES

• Can you do this: YES

Developing Creative Solutions

Practicing some creative solutions:

Scenario One:– Needs Analysis: “I need to hire someone in 15 working days or less.”– Law says: “Must post for a position for a minimum of 15 working days

AND any selection process must have test parts.”– Creative solutions?

Scenario Two:– Applicant protests a test but wants a representative to review the test

because the applicant feels the test was unfair and wants a third party to look at it?

– Law says: Exam records are only available to people directly connected with the examinations

– Creative solutions?

Recruitment Guidelines

• What is recruitment really?– Define recruitment

• How long is the recruitment process?

– Why do you need to know the answer to these questions?

Recruitment Is…

• …the process where you

– advertise yourself to your…WHY?

– targeted community in a…WHY?

– positive and realistic manner…WHY?

– with the aim of attracting interested applicants that are highly qualified for the position…WHY?

– for the entire election process…WHY?

Important Recruitment Concepts• Realistic job previews:

– portray the job and the organization in a positive AND realistic manner: concept of BRANDING, (actual strategies)

• Candidate self selection: – the process by which candidates leave the application process based

on the recruitment and selection process: want to keep highly qualified people and weed out unqualified disinterested individuals.

• HOW can we accomplish this? (ex: walk through a plant)

• Procedural and distributive justice: – the degree to which candidates perceive the recruitment process and

end result as fair (good candidates are not going to stay if they feel the process was unprofessional)

– Face validity: in viewing the recruitment process at face value, does the process appear to relate to the job?

Selection Guidelines

Selection Procedure• EEOC Uniform Guidelines Definition:

– Any measure, combination of measures, or procedure used as a basis for any employment decision.

– Selection procedures include the full range of assessment techniques from traditional paper and pencil tests, performance tests, training programs, or probationary periods and physical, educational, and work experience requirements through informal or casual interviews and unscored application forms.

Important Selection Concepts

• Valid Testing

– The first goal of testing, which is:

– The extent which a test will accurately predict those who will

• be successful on the job• not be successful on the job

• Why do you want to accomplish this?• How do you accomplish this?

Selection Concepts

• Reliable Testing

– The second goal of testing, which is:

– The extent to which a test will consistently yield the same results

• Why do you want to accomplish this?• How do you accomplish this?

Selection Concepts

• How do you test reliably?

• By using: standard test materials– Same materials for all the candidates– Rating guidelines, training, and forms– Use of the same materials through multiple

test administrations• Tested on the same material• Rated in the same manner

Selection Concepts

• Why do you test reliably and validly?

– Reduced Turnover & Absenteeism• You are testing people FOR the job they will be

performing

– Less litigation • Takes discrimination out of the equation

– Both lead to = High ROI

Type of test• Performance Test• Structured interview• Job knowledge tests• Job experience (years)• Training and experience

ratings

Relative Validity

.54

.51

.48

.18

.11

Different Types of Tests(1) What does this information tell you?(2) How can testing be designed for high ROI?

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Multiple Choice Testing

• The best designed test questions (stems) should have the following characteristics:

– Only one question should be asked per question that has a specific answer

• WHY?

– Items should focus on the significant and important job knowledge, not minor details

• WHY?

– Use NEGATIVES sparingly and emphasize these when used, such as NOT

• WHY?

Multiple Choice Testing• The test questions (stems) should have the

following characteristics:

– The distracters (wrong answers) should be plausible• WHY?

– All response options should be similar in sentence content, length, and complexity.

• WHY?

– Response options should be brief, not long.• WHY?

– 3-5 response options should be used.• WHY?

Test Wiseness

• Test-wise: – ability to figure out the correct answer

based on item writing mistakes rather than knowing the content domain being tested

• This just shows an ability to take a test well: NOT showing understanding of the material

• Test time!

TestBased on your knowledge of testing – your test-wiseness

-- determine the answers to the following questions: 1. When do sharks feed?

a) Sharks feed at dusk.b) They eat in the morning.c) Whenever they’re hungry.

2. When one surfer steals another surfer’s turn that is called?a) Charging.b) Knifing.c) Snaking a wave.

3. Surfers refer to a great surfing as being ana) Epic day.b) Turtle rolling dayc) Maxing out day

Interviewing

• Providing test questions prior to the interview– Why or why not? Positives/negatives?

• Rater neutrality– Why or why not? Positives/negatives?

• Asking these questions:

– “Is there anything else that you would like to add?”• Why or why not? Positives/negatives?

– “Do you have any questions for us?”• Why or why not? Positives/negatives?

Downside of testing

Selection processes will tell how well the person is capable of performing on the job

– NOT tell how well the person will actually perform– Ability and actual performance are not the same– May develop a great test and the employee still

may not be great

– BUT the multiple hurdles in the selection process AND the different types of selection help address this

Putting Everything Together:Solution Development:

The process for developing solutions:

– Combining: • (1) Stakeholder Needs, • (2) the law, and • (3) recruitment and selection concepts

– To:• develop legally sound recruitment and selection

strategies that meet stakeholder need for recommendation and the implementation

Putting it all together: Activity

• Solve these scenarios– Only rule: be as creative as possible while

• Working within the scope of the law, which we discussed today

• Thinking about stakeholder expectations: put yourself in their place: what would they want, what would be their concerns, complaints?

Scenarios

1. For a large school district, with a high applicant load, design a recruitment and selection strategy for: an entry level custodial position.

2. Design a recruitment and selection strategy for the Chief Business Official.

3. Design a recruitment and selection strategy for the Playground Supervisor, which is a classified position in your district.

4. The Superintendent asks you to create a high level clerical position in his office. What would you do?

Summary of Some Strategies

• Online interview rating…problems?• Online testing…what problems do you see?

– Practice testing

• Module/competency testing rather than classification oriented testing

• Test for the highest position in a series and then place on lower eligibility lists

• Single rater situational judgment tests• Other ideas?