Answer to Question # 1
Personnel selection is a struggle for the human resource function of every company because of the fact that it is through this process that a company would be able to choose the individuals who would suitable to the company’s standards. Gilmer (1961) states that in general form, selection problems arises because from a group of job applicants, companies wish to identify a subgroup, which will be composed entirely of individuals who will be successful on a specified job. First of all, Gilmer notes that the statement implies the availability of an unambiguous measure of success. Second, she recognizes that the number of job applicants is greater than the number subgroups that the company wishes to identify and that group of job applicants must in fact contain at least the subgroup people who meet some critical level of performance, which the company thinks can help them achieve success. This is why there is such statement as “human resource function strives to add to add value to the organization through personnel selection” because basically, through personnel selection, the human resources of the company can be selected thoroughly.
One of the options that a human resource manager could consider to improve the ability of selection procedure is to acquire the system for matching the demands of supervisory jobs with the qualifications of incumbents on those jobs or candidates for those jobs (Fleishman, 1961). This is important because without a technique of this kind a psychologist must use a rather vague opinion about job requirements and then recommend, or not recommend, a person for a job based upon that concept of the job.
Another option is the application of new methods and developments in the psychometric tests. To be updated with new techniques would be a big advantage for the company because these new techniques are improved versions of the old psychometric style of testing. Murphy and De Shon (2000) states that industrial and organizational psychology has yet to catch up with several decades of progress in psychometric theory; research on the psychometric characteristics of performance ratings provides an excellent platform for starting this process. For instance, Walker (1999) states that the traditional human resource function was aligned with a hierarchical business organization, with clear differentiation of staff and line functions, while today, the new human resource function is a virtual organization. If we take a look in the 21st century, human resource functions concentrate resources and activities where they will have the desired business impact. To be left behind in changes and improvement means to be left behind in hiring the best the world can give.
Another way to improve the selection procedure is to always remember the basic rules in hiring, and one of them is to know human behavior. A human resource manager must always remember the three interrelated assumptions about human behavior: that behavior is caused, motivated, and goal oriented. These are the basic rules, but these rules are usually the rules that human resource manager forgets. The human resource manager should always remember the variation within the individuals. For instance, the youth has different need from a middle age applicant. Using the applied technique to analyze the pros and cons of applicants by basing it on their behaviors would be a big edge for the human resource manager in hiring potential successful employees for the company.
Walker (1999) states that the biggest challenge facing human resource staff is getting accustomed to working as a virtual community. Human resource professionals have been reluctant to rely on vendors or shared services. Once comfortable with resources and controls at hand, they find it difficult to rely instead on influence, collaboration, trust and shared responsibility. The more rapid pace, increased ambiguity and complexity inherent in working in this new environment are difficult to embrace. Many will not make the transition. Accepting application resumes on the Internet is one example of this. This approach will widen the reach of the company’s offer, enabling them to choose from many options on “who’s to hire” and “who’s not.” Many corporations of today are already into online application and it has proven effective as it allows them to choose and hire employees quickly. Although this approach is perhaps the best way to hire the best people, many companies still fail to upgrade their human resource department because of lack of budget.
Answer for Question # 2
It is agreeable that human resource function can significantly reduce the probability of equal employment opportunity litigation and can significantly ease the burden of the persuasion resting on it. It is also agreeable that human resource managers should be challenged to justify its selection procedure by giving up the use of traditional psychometric tests in favour of a competency based approach to personnel selection. This is so because, as mentioned earlier, it is an advantage for a company to keep up with the latest trend and development in human resource management. Moreover, The lack of standardized hiring practices creates the need to conduct interviews whenever a specific vacancy occurred. “Supervisors, without clear criteria of what they were looking for in the selection interview, subjected candidates to protracted interviews only to reject them as not acceptable. Without statewide agreement on screening criteria, the same applicants would be interviewed and without valid criteria for rejection, the register was filled with “deadwood,” candidates who had been interviewed several times and rejected” (Bernotavicz and Locke, 2000) The purpose of the competency-based approach is to prevent these hiring injustices to ever take place.
In the old hiring process, there is no pre-screening beyond rating, while in the competency-based; there is pool of pre-screened candidates. The old process is also time consuming as compared to the more efficient process of competency-based. Other disadvantages in the old hiring process are: multiple interviews of same candidates; deadwood on register; lack of valid screening criteria; no statewide standards; and lengthy time to fill vacancies. On the other hand, other advantages of competency-based hiring are: one time pre-screening by panels of individual supervisors of trained interviewers; regular cleaning out of register; valid screening criteria; standardized, state-wide process; and shorter time to fill vacancies.
Bernotavicz and Locke (2000) states that competency-based recruiting systems stress the need to identify competencies that are most likely to predict long-term success on the job and that are difficult to develop through either training or experience. In addition, Berman and Motowidlo (1992) further argue that selection criteria should embrace a domain of organizational behavior broader than just task activities. The selection criteria should also include contextual activities such as prosocial organizational behavior as putting in extra effort on the job, persistence, cooperating with others, following organizational rules, and procedures and supporting organizational objectives. The competency-based approach includes multiple job related assessments where the validity of the interview is improved by adding structure. The validity of the screening process is increased when a range of job-related assessments are included. Furthermore, Different types of questions are used in screening interviews: situational (“what would you do if”); behavioral (“what did you do when”); background (“what experience have you had similar to this job”); opinions (including self-perceptions of strengths, weaknesses); and job knowledge. Bernotavicz and Locke (2000) conclude that situational and past behavior questions are equally valid. While questioning the vagueness of opinion questions, they recommend that a range of questions be used in a structured interview format. In addition, the implementation of standardization is also the main advantage of competency-based approach in hiring. Standardization includes the following components: asking the same questions in the same order of all candidates; using the same interviewers; providing the same opportunities to each candidate (including controlling the length of the interview); and limiting prompting, follow-up questions and elaboration on answers.
With these procedures, there is a huge chance to avoid complaints about fair hiring. Because there is a possibility that some applicants know the “ins and outs” of application process, using the old traditional unfair procedure would open up unwanted complaints. The best solution would be to adopt the competency-based approach because it does not only provide fair hiring, but it also helps the company save some valuable time. The company must always remember that being noticed to have unfair hiring procedures would build a bad reputation for the company, and bad reputations spread like a wild fire. If this would happen, the company would be forced to spend some expenses that outside the company’s budget. These expenses could be needed in litigation costs and image building of the company as a response to the bad reputation that unfair old traditional way of hiring left with the company.
Answer for Question # 3
Adverse impact can definitely be avoided through the correct judicious choice of assessment or selection instruments. The reason for this is the fact that not all unsuccessful applicants would just accept the fate given to them. Having an unfair and biased procedure would just give the grounds for that applicant to get even with the company that discarded him or her.
Mclean (1984) states that once an individual files a complaint, an investigator will normally interview the parties concerned to try to determine whether there are “reasonable grounds” for believing that discrimination did, in fact, take place. These investigators have the right to enter the company’s place of business (other than the suspects’ home) without a warrant, question any person, examine your files and copy anything they find in those files. If they believe the suspect’s home should be included in the search, they may apply for a warrant to do just that. Mclean (1984) continues that “assuming the investigator reaches the conclusion that discrimination may have entered into a hiring decision, the commission will probably appoint a conciliator to see if an agreement can be reached that will satisfy everyone concerned. Failing that, a tribunal will be appointed. Should the tribunal decide that the employer was guilty of discrimination, it may award damages.” This will be a lot of trouble for the company. A fair hiring system would lessen this possibility.
Bias in criterion can definitely results in an unfair adverse impact. Gilmer (1961) states that a criterion is a standard and a program of personnel selection can be no better than the criteria, which define it. To conduct a biased criterion would also result as a biased process in personnel selection. This process would be unfair in a sense that only limited applicant candidates would be given a chance. Besides, a criterion is not always a reliable basis hire the best men. Some achievements that can be possibly included in a biased criterion can be forged and the company would end up choosing the wrong man.
It is a fact that selection fairness can be attained through the correct/judicious choice of selection instruments. The answer is in the statement itself. There is no way that selection fairness can be achieved without selecting the correct judicious selection instrument. The old traditional instrument has been proven biased and has been replaced by the competency-based approach. As stated, the competency-based approach is obviously more advantageous than the old traditional practice. How can a company practice fair selection by using old traditional techniques like the old traditional psychometric test? It is worth repeating that in the old hiring process, there is no pre-screening beyond rating, while in the competency-based; there is pool of pre-screened candidates. The old process is also time consuming as compared to the more efficient process of competency-based. Other disadvantages in the old hiring process are: multiple interviews of same candidates; deadwood on register; lack of valid screening criteria; no statewide standards; and lengthy time to fill vacancies. On the other hand, other advantages of competency-based hiring are: one time pre-screening by panels of individual supervisors of trained interviewers; regular cleaning out of register; valid screening criteria; standardized, state-wide process; and shorter time to fill vacancies.
A specific adverse impact may not necessarily mean unfair indirect discrimination. Sometimes, hiring staffs allow their beliefs to reign over the hiring requirements of the Human Resource Department. The instance that they feel they don’t like an applicant perhaps because of the applicant’s color or looks, some can directly discriminate without making it obvious. This is a possibility that can be stated without reference because it is a general fact that men are more of an emotional animal than an intellectual animal. Discrimination can be direct and mean depending on the situation and how the investigators see it.
Measurement bias can be avoided through the judicious choice of selection instruments. As stated, “supervisors, without clear criteria of what they were looking for in the selection interview, subjected candidates to protracted interviews only to reject them as not acceptable. Without statewide agreement on screening criteria, the same applicants would be interviewed and without valid criteria for rejection, the register was filled with “deadwood,” candidates who had been interviewed several times and rejected” (Bernotavicz and Locke, 2000). Through judicious processes like the competency-based approach, one time pre-screening by panels of individual supervisors of trained interviewers and regular cleaning out of register can be observed, as well as valid screening criteria, standardized, state-wide process, and shorter time to fill vacancies. These procedures prevent measurement biases.
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