ch 10 application forms, training and experience evaluation

7/28/2019 Ch 10 Application Forms, Training and Experience Evaluation

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Human Resource SelectionIV Predictors of Job

Performance

Chapter 10: Application Forms, Training

and Experience, and Reference Checks


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Nature and Role of Application

Forms/Blanks

An application form typically consists of a series of

questions designed to provide information on the

general suitability of applicants for jobs to which

they are applying.

Such as:

1. Education background

2. Previous job experiences

3. Other areas which helps to judge candidates ability

to perform a job


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Principal purpose is

1. Pre-employment screening

2. If the applicants meet minimum qualification

3. Assess relative strengths and weaknesses

of the applicants


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Application Forms

Nature and Role of Application Forms

A preemployment screen in the form of a series

of questions designed to provide information on

the general suitability of applicants for jobs towhich they are applying

Purposes of Forms

To decide if applicants meet the minimum

requirements of a position

To assess and compare the relative strengths

and weaknesses of individuals making

application94


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Composition of Application Forms

Instruction for the applicants:

1. How to complete the forms

2. Legal protection

Questions for applicants:

1. Request for information


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Selection Application Form Content

1. Name

2. Marital status, children

3. Ethnicity

4. Gender

5. Work availability on holidays/weekends

6. Height and weight


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Selection Application Form Content

1. Relations working with employers

2. Arrest/conviction records

3. Physical and mental health

4. Off-the-job conduct5. Organization memberships

For acceptable questions see Table 10.2 p416


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Developing and Revising Application

Forms

1. More than one Form may be needed

2. Information requested should help determiningselections devices

3. Information asked should be free from legal

complications4. Avoid in-depth questions for simple jobs

5. Validate application forms to ensure thatappropriate measures are used to predict jobsuccess

6. Should be attractive, fair and easy to use by theapplicant


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Developing and Revising

Application Forms

Because jobs are different, more than one application

form will probably be needed

Job analysis data should serve as one basis for

choosing employment application questions

Every item proposed for inclusion should be reviewed

using the item rating criteria listed in Table 9.1

Some jobs or classes of jobs may not require an in-

depth applicant assessment by means of the

application form.

The physical layout and format of the form should be

thoroughly considered.

99


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Accuracy of Application Form Data

Falsification of application data can range

from:

1. Education degrees earned

2. Inflation of college grades3. Types of jobs held

4. Past salaries

5. Companies worked for6. Attempt to conceal gap in employment


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Enhancing Application Form Accuracy

1. Applicants be told verbally and in writing that the

information given will affect their employability.

2. Applicants should be informed that the data

provided will be thoroughly checked

3. Applicants to sign, to certify that information given is

accurate

4. Employment-at-will doctrine be protected


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Applications and Resumes

Carefully consider the following as indicators ofpossible distortions in resumes:

1. Inflated educational credentials (grades achieved,degrees attained)

2. Omitted, inconsistent periods of employment orstretched employment dates

3. Gaps in time periods listed (where was theapplicant? Prison?)

4. Exaggerated claims of expertise and experience

5. Claimed self-employment


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Applications and Resumes

1. Claimed work for firms that are now out of business

2. Claimed work as consultant

3. Evidence of a regressive work history (moving down)

4. Use of qualifiers, such as had exposure, assisted

with

5. Use of vague answers such broad address of last

employer

Inferences out of data in resume see Table 10.3 p 427


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Using Application Forms in Selection

Weighted Application Blanks

Numerical scores are obtained for eachapplicant by summing the appropriate weights.Employer use the resulting score in makinghiring decisions.

Application Form Checklist

Application form checklist are available inmany verities, most of these emphasizeassessing applicants training and experience.


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Training and Experience (T&E)

Evaluations

T&E evaluations area way to assess:

1. Previous experience,

2. Trainings, and

3. education

Scores from evaluations can be used:

1. If candidate is suitable or not,

2. A means to rank-ordering individuals,

3. A basis for prescreening individuals,4. In combination with other predictors make

employment decisions


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Training and Experience (T&E)

Evaluations

Examples of T&E evaluations:

1. When only brief check is needed i.e. job of a

Clerk/Stenographer. See Figure 10.1 p. 429.

2. When detailed check is needed i.e. job of aPersonnel Research Analysis. See Figure

10.2 p. 430.

3. Assumptions of T&E evaluations.


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Methods of Collecting T&E

Evaluation Information

Common characteristics of methods:

1. Description of tasks or other job-relevant

content areas.

2. Extent of individuals training or experiencewith these job-content areas.

3. Basis for scoring of Training, Experience and

Education self-reported by the candidates.

See figure 10.3 p.433


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Methods of Collecting T&E

Evaluation Information

Characteristics of T&E Evaluations

A listing or description of tasks, KSAs, or other

job-relevant content areas

A means by which applicants can describe,indicate, or rate the extent of their training or

experience with these job content areas

A basis for evaluating or scoring applicants self-

reported training, experience, or education

918


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Some of T&E Evaluations Information

Methods

1. Holistic Judgment

It is an informal, unstructured approach. A brief

description wherein an individual makes cursory

review of the information and arrives at a broad,

general judgment of the applicants suitability.

2. Point Methods

It is a reestablished rating system for crediting

applicants prior training, education and experience

considered relevant to the job.The point method is the most prevalent formal T&E evaluation technique. It

consists of a mechanical formula in which applicants receive a prescribed number

of points for each month or year of relevant training, education, and experience.

In some cases, the number of points assigned varies by the type and duration of

experience. Applicants are either rank ordered or are grouped based on specificeducation and experience requirements for the target job


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Holistic judgment

Holistic judgment is the most common method used to

evaluate applicant training and work experience. This

particular method is not a formally scored T&E evaluation

method but rather provides a general evaluation of an

applicants credentials. An example of the use of thismethod begins when a hiring authority receives a set of

rsums from applicants for a particular position. The

hiring authority assesses each application as a whole and

makes a subjective decision about how to distinguish

between qualified and unqualified applicants according tothe hiring authoritys individual standards.

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S f T&E E l i I f i


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Methods

1. Grouping Methods High Group

Middle Group

Low Group

Unqualified GroupSee figure 10.5 p.437

2. Behavioral Consistency Methods Behaviors that show differences between superior and minimum

acceptable workers

These behavior identified by SMEs Applicants past accomplishments to these behaviors and

predictive of future success Based on the principle that past behavior is the best predictor of future

behavior. In practice, the method involves describing previousaccomplishments gained through work, training, or other experience

(e.g., school, community service, hobbies) and matching thoseaccomplishments to the competencies required by the job.


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Methods of T&E Evaluations (contd)

Behavioral Consistency MethodApplicant descriptions of achievements related

to key job requirements or competencies are

formally scored using scales derived from

subject matter experts Principles of the Method

Behaviors evaluated have been identified by

SMEs as showing differences between superior

and minimally acceptable workers.

Applicants past accomplishments can be reliably

rated by SMEs.

Past accomplishments are considered predictive


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Methods

1. Task-Based Methods

The critical job tasks are identified.

Applicant has or has not performed

See figure 10.7 p.440

2. KSA-Based Methods

KSAs such as specific computer

programming skills or knowledge ofinterpretation of specific technique.


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Reference Checks Information collected is used for following

purposes:1. To verify information given by candidates: The

purpose of reference checks and background checks is to verify facts stated

by a candidate during the interview, to clarify any concerns you have about a

candidates background or qualifications and to validate your assessment.

Negative selectiondetection of the unqualifiedrather thanidentification of the qualified

2. To serve as basis for predicting job success

of applicants

3. To uncover background information likecriminal records etc

The purpose of checking references is to verify the individual's

work and performance history

The purpose of reference checks is two fold: 1) to verify work

history provided by the candidate and 2) to gain additional job-related information.


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Types of Reference Data Collected

1. Employment and education background

data

2. Appraisal of applicants character and

personality3. Estimates of an applicants job performance

ability

4. Willingness of the reference to rehire anapplicant


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Methods of Collecting Reference Data

1. In-person checks

Specially where potential security or financial risk is

involved

2. Mail checks

A systematic, efficient means through written

questionnaire. Fig 10.8 p.448

3. Letters of reference

Restricted to high-skill or professional jobs

Greater depth of information is needed


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Disadvantages of Letter of References

1. Writers have the difficult task of organizing the letter

2. Depend on efforts expended and writers ability toexpress their thoughts

3. Same information will not be obtained for each

applicant4. Areas important to organization may be omitted

5. Scoring of the letter is subjective on readersinterpretation


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Letters of Recommendation

Disadvantages of Reference-FurnishedInformation

Job-relevance of the information will vary across reference

letter writers

Letter quality depends on the effort expended by the writers andtheir ability to express their thoughts.

Writers are overly positive in their evaluations and often lack

specificity and accuracy in letter writing

The same job-relevant information will not be obtained on each

applicant

Information relevant to areas or issues important to the hiring

organization may be omitted in the letter

Scoring of the letter is subjective and based on the readers

interpretation 931


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Methods of Collecting Reference

Data

1. Telephone checks; most popular

1. Ambiguous comments can be clarified

2. More information available orally

3. Reference check process is speeded up4. Easier to ensure right person is giving

information rather than clerk/secretary

5. Voice inflections, pauses helpful

6. A better return rateFigure 10.6 p. 451


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Sources of Reference Data

1. Former employers

2. Personal references

3. Investigative agencies

4. Public records

1. Criminal records

2. Court records

3. Education records


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Sources of Reference Data

Former Employers Personal References

Investigative Agencies

Consumer reports

Business necessity,

disclosure, and written

consent requirements of

the Fair Credit ReportingAct

Investigative consumer

reports

Public Records Criminal records

Motor vehicle

records Workers

compensation

records

Federal court

records

Educational records935


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Usefulness of Reference Data

Reference giver1. Have worked together

2. Competent

3. Frank and honest assessment4. Able to express effectively

Reliability and validity of reference check1. Immediate superior

2. Adequate time spent together

3. Same gender, ethnicity and nationality4. The old and the new job are similar in content


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ch 10 application forms, training and experience evaluation

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