STAFFING

Ricki Setiawan Sulistyo (041914353026)

Tri Alfian Safi’i (041914353040)
Irwan Hermantria (041914353006)
◦ Involves the process of recruiting and selecting prospective
employees.
◦ Has a significant impact on an organization’s bottom line
which requires that the staffing process to become more
strategically focused.
◦ Activities performed as part of recruiting and selecting offer
an organization numerous choices as to how to go about
finding and selecting new employees.
◦ Staffing decisions need to ensure that employees fit the
culture of the organization.
ORGANIZATIONAL CONSIDERATIONS IN STAFFING DECISIONS
Business Strategy

Start Up Stage : high growth rates, basic product lines, heavy

emphasis on product engineering, and little or no customer
loyalty

High Growth Stage : fighting for market share and building

excellence in their management teams. They focus on refining
and extending product lines, as well as building customer
loyalty.
ORGANIZATIONAL CONSIDERATIONS IN STAFFING DECISIONS
Business Strategy

Mature Stage : emphasize the maintenance of market share,

cost reductions through economies of scale, more rigid
management controls over workers’ actions, and the generation
of cash to develop new product lines
Aging Stage : struggles to hold market share in a declining
market, and it demands extreme cost control obtained through
consistency and centralized procedures. Economic survival
becomes the primary motivation.
 ORGANIZATIONAL CONSIDERATIONS IN STAFFING DECISIONS
Organizational Culture

• “Culture is defined as shared values and basic assumptions that explain

why organizations do what they do and focus on what they focus on”

• Organizational culture is embedded and transmitted through

mechanisms such as the following:
1. Formal statements of organizational philosophy and materials used for recruitment,
selection, and socialization of new employees.
2. Promotion criteria.
3. Stories, legends, and myths about key people and events.
4. What leaders pay attention to, measure, and control.
5. Implicit and possibly unconscious criteria that leaders use to determine who fits key slots in
the organization.

• Organizational culture has two implications for staffing decisions

1. cultures vary across organizations; individuals will consider this information if it is
available to them in their job-search process
2. individuals who choose jobs with organizations that are consistent with their own
values, beliefs, and attitudes are more likely to be productive, satisfied employees
 ORGANIZATIONAL CONSIDERATIONS IN STAFFING DECISIONS
The Logic of Personel Selection

• Research shows clearly that as jobs become more complex, individual

differences in output also increase.

• Selection becomes a relevant concern only when there are more

qualified candidates than there are positions to be filled: Selection
implies choice, and choice means exclusion.

• We need to focus on the fundamental technical requirements of all

such method (reability and validity)
 ORGANIZATIONAL CONSIDERATIONS IN STAFFING DECISIONS
Selection Process Issues

Reliability

• Is the consistency of the measurement being taken. Screening

criteria should elicit the same results in repeated trials across
time and across evaluators.

• Reliability is influenced by criterion deficiency and

contamination errors.

• Reliability is a prerequisite for validity.

 ORGANIZATIONAL CONSIDERATIONS IN STAFFING DECISIONS
Selection Process Issues

Validity

• Refers to the degree to which what is begin assessed is related to

actual performance on the job.
• The ability to establish job-related validity is crucial to employers in
defending themselves in discrimination allegations in the courts.
• Content validity illustrates that the measure or criterion is
representative of actual job content or knowledge that the employee
should have to perform the job successfully.
• Criterion (empirical) validity is a demonstrated relationship between
the screening criteria and job performance.
 SCREENING AND SELECTION METHODS

Employment Application Forms

A job application form is used to

gather information from job applicants
during the hiring process. This form
covers essential personal data and
information to help make a hiring
decision
 SCREENING AND SELECTION METHODS
Recommendations, References, and Background Checks

• Recommendations, along with reference and background checks, are

used by 98 percent of employers to screen outside job applicants
• They can provide four kinds of information about a job applicant:
(1) education and employment history
(2) character and interpersonal competence
(3) ability to perform the job
(4) willingness of the past or current employer to rehire the applicant
• Many organizations are not aware of how deep a check must go to
identify serious problems
• A casual check may reveal only that a candidate has wonderful
references, no criminal record, and no liens against him or her.
 SCREENING AND SELECTION METHODS
Recommendations, References, and Background Checks

• When seeking information about a candidate from references or in

a background check, or when contacting individuals identified
through professional networking sites like LinkedIn or Jobster

Figure shows some facts about reference and background checks

 ASSESSMENT METHODS IN SELECTION
Drug Screening

• Drug test technical analysis of a biological specimen, for

example urine, hair, blood, breath, sweat, and/or oral fluid/saliva : to
determine the presence or absence of specified parent drugs or
their metabolites.
 ASSESSMENT METHODS IN SELECTION
Integrity Test

• An integrity test is a specific type of personality test designed to assess

an applicant's tendency to be honest, trustworthy, and dependable.
ASSESSMENT METHODS IN SELECTION
Integrity Test
 ASSESSMENT METHODS IN SELECTION
Cognitive-Ability Tests

The major types of cognitive-ability tests used in business today

include measures of general intelligence; verbal, nonverbal, and
numerical skills; spatial relations ability (the ability to visualize the
effects of manipulating or changing the position of objects); motor
functions (speed, coordination); mechanical information, reasoning,
and comprehension; clerical aptitudes (perceptual speed tests); and
inductive reasoning (the ability to draw general conclusions on the
basis of specific facts)
 ASSESSMENT METHODS IN SELECTION
Cognitive-Ability Tests

When job analysis shows that the

abilities or aptitudes measured by such
tests are important for successful job
performance, the tests are among the
most valid predictors currently
available
 ASSESSMENT METHODS IN SELECTION
Validity Generalization

A traditional belief of testing experts is that validity is

situation specific. That is, a test with a demonstrated
validity in one setting (e.g., selecting drivers in Central
Java) might not be valid in another, similar setting (e.g.,
selecting drivers in Sulawesi), possibly as a result of
differences in specific job tasks, duties, and behaviors.
Thus, it would seem that the same test used to predict bus
driver success in St. Louis and in Atlanta would have to be
validated separately in each city.
 ASSESSMENT METHODS IN SELECTION
Personality Measures

Personality is the set of characteristics of a person that account

for the consistent way he or she responds to situations. Five
personality characteristics :
 ASSESSMENT METHODS IN SELECTION
Personality Measures

Five personality characteristics :

• Neuroticism : the degree to which an individual is insecure, anxious,
depressed, and emotional, is the opposite of emotional stability—calm, self-
confident, and cool.
• Extroversion : concerns the degree to which an individual is gregarious,
assertive, and sociable versus reserved, timid, and quiet.
• Openness to experience : concerns the degree to which an individual is
creative, curious, and cultured versus practical with narrow interests.
• Agreeableness : concerns the degree to which an individual is cooperative,
warm, and agreeable versus cold, disagreeable, and antagonistic.
• Conscientiousness concerns the degree to which an individual is hard-
working, organized, dependable, and persevering versus lazy, disorganized,
and unreliable.
 ASSESSMENT METHODS IN SELECTION
Measures of Emotional Intelligence

Emotional intelligence (EI) is the ability to perceive, appraise,

and express emotion
Emotional Competence Inventory—ECI 360 : measures
personal competence (how people manage themselves) and
social competence (how people manage relationships), and its
purpose is to measure the key competencies that contribute to
outstanding performance in the workplace
Associated competencies :
(1) self-awareness (emotional self-awareness, accurate self-assessment,
and self-confidence - i.e., personal competence),
(2) self-management (emotional self-control, transparency, adaptability,
achievement, initiative, and optimism—i.e., social competence)
(3) social awareness (empathy, organizational awareness, and service)
(4) relationship management (inspirational leadership, influence, developing
others, change catalyst, conflict management, teamwork, and
collaboration)
 ASSESSMENT METHODS IN SELECTION
Personal-History Data

Based on the assumption that one of the best predictors of what a person
will do in the future is what he or she has done in the past, biographical
information has been used widely and successfully as one basis for
staffing decisions

At executive levels, general biographical data may be replaced by critical

experiences (some pre-set list of experiences seen as necessary for
success). Many organizations are focusing on key work experiences that
have developed management talent during the previous 10 years and can
guide planning for the next 10–15 years to develop talent further for very
senior executive roles.
ASSESSMENT METHODS IN SELECTION
Employment Interviews
ASSESSMENT METHODS IN SELECTION
Employment Interviews
 ASSESSMENT METHODS IN SELECTION
Work-Sample Tests

work sample tests, or situational tests, are standardized measures of

behavior whose primary objective is to assess the ability to do rather than
the ability to know.
They may be motor-skills tests, involving physical manipulation of
things (e.g., trade tests for carpenters, plumbers, electricians), or verbal-
skills tests, involving problem situations that are primarily language or
people oriented (e.g., situational tests for supervisory jobs)
Two types of situational tests are used to evaluate and select
managers: group exercises, in which participants are placed in a
situation where the successful completion of a task requires interaction
among the participants, and individual exercises, in which participants
complete a task independently
The following sections consider three of the most popular situational
tests: the leaderless group discussion, the in-basket test, and the
situational-judgment test
 ASSESSMENT METHODS IN SELECTION
Work-Sample Tests

Leaderless Group Discussion

• Simple and has been used for decades. A group of participants is
given a job-related topic (e.g., which budget proposal to fund or
which candidate to promote) and is asked simply to carry on a
discussion about it for a period of time.
• Assessors can see a whole range of competencies related to
communication, influence, collaboration, resolution of
disagreements, problem solving, and relationship management.
• The best leaders find common ground and ways to connect with
followers
• The LGD is an excellent tool for assessing interpersonal skills
 ASSESSMENT METHODS IN SELECTION
Work-Sample Tests
In-Basket Test
• The in-basket test is a situational test designed to simulate important
aspects of a position. The test assesses an individual’s ability to work
independently.
• The in-basket test generates documented output—for example,
written recommendations, market analysis, meeting agendas, or
reply memos.
• Assessors then score the test by describing (if the purpose is
development) or evaluating (if the purpose is selection for promotion)
what the candidate did in terms of such dimensions as self-
confidence; abilities to organize, plan, and set priorities; written
communications; and decision making, risk taking, and coordination
with key resources
• The major advantages of the in-basket test, therefore, are its
flexibility (it can be designed to fit many different types of situations)
and the fact that it permits direct observation of individual behavior
within the context of a job-relevant, standardized problem situation.
 ASSESSMENT METHODS IN SELECTION
Work-Sample Tests
Situational-judgment tests (SJTs)
• consist of a series of job-related situations presented in written,
verbal, or visual form.
• In many SJTs, job applicants are asked to choose best and worst
options among several choices available.
• Situational interviews can be considered a special case of SJTs in
which interviewers present the scenarios verbally and job applicants
respond verbally
• In each of these skill domains, video-based SJTs had stronger
relationships with job performance than paper-and-pencil SJTs.
• A major distinction in SJT response instructions is behavioral
tendency (“what would you do?”) versus knowledge (“what should
you do” or “rate the best/worst option). “What would you do” elicits
responses that more closely resemble future behavior on a job,
rather than mere knowledge of the best response to a given
scenario.
 ASSESSMENT METHODS IN SELECTION
Assessment Centers

In 1956, AT&T was the first to use this method as a basis for large-scale
studies of managerial progress and career development.

Administrative skills - performance on in-basketball tests.

Interpersonal skills - LGD, manufacturing problems.

Intellectual ability - a test of paper and pencil skills.

Performance stability - in a basket, LGD, manufacturing issues.

Work-oriented motivation - projective tests, interviews, simulations.

Career orientation - projective tests, interviews, personality inventory.

Dependence on others - projective test.

 ASSESSMENT METHODS IN SELECTION
Assessment Centers

In 1956, AT&T was the first to use this method as a basis for large-scale
studies of managerial progress and career development.

Administrative skills - performance on in-basketball tests.

Interpersonal skills - LGD, manufacturing problems.

Intellectual ability - a test of paper and pencil skills.

Performance stability - in a basket, LGD, manufacturing issues.

Work-oriented motivation - projective tests, interviews, simulations.

Career orientation - projective tests, interviews, personality inventory.

Dependence on others - projective test.

 ASSESSMENT METHODS IN SELECTION
Assessment Centers

Today, the content has shifted somewhat to assess leaders on three broad
dimensions :
(1) Ability to innovate
(2) Ability to manage change and complexity
(3) Ability to demonstrate global competency
The assessment-center method is a process that evaluates a candidate’s
potential for management based on three sources:
(1) multiple assessment techniques, such as situational tests, tests of
cognitive abilities, and interest inventories
(2) standardized methods of making inferences from such techniques
because assessors are trained to distinguish between effective and
ineffective behaviors by the candidates
(3) pooled judgments from multiple assessors to rate each candidate’s
behavior.
 ASSESSMENT METHODS IN SELECTION
Assessment Centers

Today, the content has shifted somewhat to assess leaders on three broad
dimensions :
(1) Ability to innovate
(2) Ability to manage change and complexity
(3) Ability to demonstrate global competency
The assessment-center method is a process that evaluates a candidate’s
potential for management based on three sources:
(1) multiple assessment techniques, such as situational tests, tests of
cognitive abilities, and interest inventories
(2) standardized methods of making inferences from such techniques
because assessors are trained to distinguish between effective and
ineffective behaviors by the candidates
(3) pooled judgments from multiple assessors to rate each candidate’s
behavior.
 CHOOSING THE RIGHT PREDICTOR

1. The nature of the job.

2. An estimate of the validity of the predictor in terms of the size of the

correlation coefficient that summarizes the strength of the relationship
between applicants’ scores on the predictor and their corresponding
scores on some measure of performance.

3. The selection ratio, or percentage of applicants selected.

4. The cost of the predictor.