{"id":64,"date":"2017-04-12T21:16:29","date_gmt":"2017-04-13T01:16:29","guid":{"rendered":"https:\/\/pressbooks.bccampus.ca\/hrm1stcanadianedition\/?post_type=chapter&p=64"},"modified":"2017-05-05T16:44:38","modified_gmt":"2017-05-05T20:44:38","slug":"6-2-criteria-development-and-resume-review","status":"publish","type":"chapter","link":"https:\/\/pressbooks.bccampus.ca\/hrm1stcanadianedition\/chapter\/6-2-criteria-development-and-resume-review\/","title":{"raw":"6.2\u00a0Criteria Development and R\u00e9sum\u00e9 Review","rendered":"6.2\u00a0Criteria Development and R\u00e9sum\u00e9 Review"},"content":{"raw":"
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Learning Objectives<\/h3>\r\nBy the end of this section, you will be able to:\r\n
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  1. Be able to explain why criteria development is an important part of the selection process.<\/li>\r\n \t
  2. Give examples of types of criteria that can be developed.<\/li>\r\n \t
  3. Describe the advantages and disadvantages of internal and external candidates.<\/li>\r\n<\/ol>\r\n<\/div>\r\nBefore we begin to review r\u00e9sum\u00e9s and applications, we must have a clear idea of the person we want to hire for the position. Obviously, the job specifications will help us know the minimum qualifications, such as education level and years of experience. However, additional criteria might include the attitude of the potential hire, the ability to take initiative, and other important personal characteristics and professional abilities that may not always be demonstrated in an application or r\u00e9sum\u00e9. A specific score on a personality test, quality of work samples, and other tools to determine qualifications should be included as part of the criteria. In other words, knowing exactly what you want before you even begin the process of looking through r\u00e9sum\u00e9s will make this process much easier. In human resources, this is called\u00a0KSAOs, or knowledge, skills, abilities, and other personal characteristics that make a person successful on the job. Some organizations, such as the United States Department of Veterans Affairs, require applicants to address each one of the KSAOs listed in the job position within their cover letter. [1]\r\n\r\n<\/div>\r\n

    Criteria Development Considerations<\/h2>\r\nMany HR professionals and managers develop the criteria for hiring, as well as the interview questions, before reviewing any r\u00e9sum\u00e9s. This allows for a streamlined process with specific guidelines already set before reviewing a r\u00e9sum\u00e9. For example, criteria for a project management job might include the following:\r\n
      \r\n \t
    1. Two years of experience managing a $2 million or more project budget<\/li>\r\n \t
    2. A bachelor\u2019s degree in business or closely related field<\/li>\r\n \t
    3. Ability to work on multiple projects at once<\/li>\r\n \t
    4. Problem-solving ability<\/li>\r\n \t
    5. Conflict-management ability<\/li>\r\n \t
    6. Ability to manage a team of five to six diverse workers<\/li>\r\n \t
    7. Score of at least a 70 on cognitive ability test<\/li>\r\n \t
    8. Score of excellent from most recent employer<\/li>\r\n<\/ol>\r\nBy setting criteria ahead of time, the hiring team has a clear picture of exactly what qualifications they are looking for. As a result, it is easier to determine who should move forward in the selection process. For example, if someone does not have a bachelor\u2019s degree, given this is a criterion, their application materials can be filed away, perhaps for another job opening. Likewise, the HR manager can include those r\u00e9sum\u00e9s with two or more years of experience and bachelor\u2019s degree in the interview pile and then develop interview questions that show the candidates\u2019 problem-solving, multitasking, and conflict-management abilities.\r\n\r\nR\u00e9sum\u00e9 parsing or r\u00e9sum\u00e9 scanning software is readily available and can make the initial screening easier. For example, software allows the HR manager to include keywords such as\u00a0bachelor\u2019s degree\u00a0or\u00a0management. This software scans all received r\u00e9sum\u00e9s and selects the ones that have the keywords. While it still may be necessary to review r\u00e9sum\u00e9s, this type of software can save time having to look through r\u00e9sum\u00e9s that obviously do not meet the minimum qualifications.\r\n

      Validity and Reliability<\/h2>\r\nValidity\u00a0refers to how well a tool measures a person\u2019s attributes for a specific job opening, i.e. are you measuring what you think you are measuring. Your criteria should be a valid indicator of future performance. For example, if you decide that a fitness test should be required for a job that requires physical strength, but the test emphasizes cardiovascular endurance, it may not be a valid predictor of whether a candidate could actually do the job.\r\n
      Validity<\/strong> refers to how well a tool measures a person\u2019s attributes for a specific job opening<\/div>\r\nA tool may include any and all of the following:\r\n
        \r\n \t
      1. R\u00e9sum\u00e9-scanning software<\/li>\r\n \t
      2. Reference checks<\/li>\r\n \t
      3. Cognitive ability tests<\/li>\r\n \t
      4. Work samples<\/li>\r\n \t
      5. Credit reports<\/li>\r\n \t
      6. Biographical information blanks<\/li>\r\n \t
      7. Weighted application forms<\/li>\r\n \t
      8. Personality tests<\/li>\r\n \t
      9. Interview questions<\/li>\r\n<\/ol>\r\nFor example, if you ask the same interview question of every applicant for the project management position, and the \u201cright\u201d answer always yields similar, positive results, such as the hiring of a successful employee every time, the question would be considered valid. Biographical\u00a0information\u00a0blanks\u00a0(BIBs) are a useful part of the application process. A BIB is a series of questions about a person\u2019s history that may have shaped his or her behavior. The BIB can be scored in the same way as an interview or a r\u00e9sum\u00e9, assuming the organization knows which types of answers are predictable for success in a given job. Similarly, a weighted\u00a0application\u00a0form involves selecting an employee characteristic to be measured and then identifying which questions on the application predict the desired behavior. Then scores are assigned to each predictor. Of course, the development of the scoring should be determined before any r\u00e9sum\u00e9s and application forms have been reviewed. In other words, any tool you use to determine someone\u2019s qualifications for a job should have validity to determine they are the right fit for the job. To determine the validity of your selection tools, you would need to gather information over time, to demonstrate that the tool is an accurate predictor of success in the job.\r\n
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        Case: Validity & the Meiorin Decision<\/h3>\r\nIn British Columbia (Public Service Employee Relations Comm.) v. B.C.G.E.U. (1999) , firefighter Tawney Meiorin challenged the validity of a fitness test for forest firefighters, alleging that it discriminated on the basis of sex and that the government failed to show that this discriminatory standard was a bona fide occupational requirement (\u201cBFOR\u201d). Meiroin has been successfully employed as a member of the Initial Attack Forest Firefighting crew for three years, prior to losing her job as a result of the new fitness standard. She failed to complete a run by the required time limit, missing it by seconds. Because men have a higher aerobic capacity than women, they are more able to meet the standard, so the test screened out more women than men. Despite the good intentions, research and thought that went into the development of the standard, the province was unable to demonstrate that the aerobic standard was reasonably necessary to perform the job safely and effectively.\r\n\r\n<\/div>\r\nAccording to the Merriam-Webster dictionary, reliability refers to the extent to which a measuring procedure yields the same results on repeated trials. Reliability\u00a0refers to the degree in which other selection techniques yield similar data over time. We can test reliability by giving the same test repeatedly, or another test designed to measure the same thing. When we give an exam to students, we hope that the test is a valid indicator of whether the student has learned the concepts taught in the course. If we provided the same or similar exam to a student three times, and their score each time was approximately the same, the test is a reliable indicator of that student\u2019s knowledge. Results do not have to be identical, only similar, in order to determine reliability, as there are factors that will legitimately provides a small amount of variation. For example, a student could be tired or have things on his or her mind which could cause them to get a lower score one time.\r\n

        Fit Issues<\/h4>\r\nFit includes not only the right technical expertise, education, and experience but also fit in company culture and team culture. For example, at Facebook headquarters in Palo Alto, California, engineers are selected based on their willingness to take risks, as risk taking is nurtured at Facebook.\u00a0[2]\u00a0In addition to this component of their company culture, the company looks for the \u201chacker\u201d personality, because a hacker is someone who finds ways around the constraints placed upon a system. At Zappos, profiled inthe chapter, \"Recruitment\", the company culture is one focused on customer service and the willingness of people to provide the best customer service in all aspects of the business. At Amazon, the huge online retailer, a core value in their company culture is a focus on developing leaders to grow with the organization. If a potential candidate is not interested in long-term career growth, he or she might not be deemed an appropriate strategic fit with the organization. In today\u2019s organizations, most people are required to work within teams. As a result, fit within a team is as important as company culture fit. Microsoft, for example, does an immense amount of teamwork. The company is structured so that there are marketers, accountants, developers, and many others working on one product at a time. As a result, Microsoft looks for not only company culture fit but also fit with other team members.\r\n

        Reviewing R\u00e9sum\u00e9s<\/h4>\r\nOnce we have developed our criteria for a specific job, we can begin the review process. Everyone prefers to perform this differently. For example, all the hiring decision makers may review all r\u00e9sum\u00e9s, list the people they would like to meet in person, and then compare the lists. Another method might be to rate each candidate and interview only those above a certain score. This is discussed in\u00a0Section 6.4.2 \"Selection Methods\". Obviously, much of the process will depend on the organization\u2019s size and the type of job. None of this process can be done fairly without first setting criteria for the job.\r\n
        \r\n\r\nDisparate impact<\/strong> is unintended discrimination against a protected group as a whole through the use of a particular requirement.\r\n\r\n<\/div>\r\nWhen looking at r\u00e9sum\u00e9s to determine whom to interview, a manager should be concerned with the concepts of disparate impact and disparate treatment. This is discussed in\u00a0the chapter, \"Recruitment\". Disparate impact is unintended discrimination against a protected group as a whole through the use of a particular requirement. Disparate impact may be present in the interviewing process, as well as other employment-related processes such as pay raises and promotions. For example, a requirement of being able to lift 110 pounds might be considered as having disparate impact on women, unless the job requires this ability. Every criteria developed should be closely considered to see if it might have disparate impact on a protected group of individuals. For example, the requirement of a certain credit score might have a negative impact on immigrants, who may not have a well-developed credit rating. However, if being able to manage money is an important requirement of the job, this requirement might not be discriminatory.\r\n\r\nDisparate treatment in hiring might include not interviewing a candidate because of one\u2019s perception about the candidate\u2019s age, race, or gender.\r\n\r\nThe last consideration is the hiring of internal versus external candidates. An internal\u00a0candidate\u00a0is someone who already works within the organization, while an external\u00a0candidate\u00a0is someone who works outside the organization. A bidding process may occur to notify internal candidates of open positions. Generally speaking, it is best to go through a formal interview process with all candidates, even if they work within the organization. This way, an HR professional can be assured that disparate treatment does not occur because of favoritism. For example, a senior executive of your organization just left, and you believe the manager in that department is qualified to take over the position. Suppose, though, that the manager has been lobbying you for the job for some time and has even taken you out to lunch to talk about the job. While this person has maintained high visibility and lobbied for the promotion, there may be equally qualified internal candidates who did not use the same lobbying techniques. Automatically offering the position to this internal candidate might undermine others who are equally qualified. So while hiring internally can be a motivator, making assumptions about a particular person may not be a motivator to others. This is why it is best, even if you hire internally, to post a formal job announcement listing the job description and job qualifications, so everyone in the organization can have an equal opportunity to apply for the job.\r\n\r\nOnce you have completed the criteria for the particular job and narrowed down the field, you can begin the interview process. We discuss this in\u00a0Section 6.3 \"Interviewing\".\r\n\r\n\r\n\r\n\r\n\r\n\r\n\r\n\r\n\r\n\r\n\r\n
        <\/td>\r\n\r\n

        Advantages<\/strong><\/p>\r\n<\/td>\r\n

        		\r\n

        Disadvantages<\/strong><\/p>\r\n<\/td>\r\n<\/tr>\r\n

        Internal Candidates<\/td>\r\nRewards contributions of current staff<\/td>\r\nCan produce \u201cinbreeding,\u201d which may reduce diversity and difference perspectives<\/td>\r\n<\/tr>\r\n
        Can be cost effective, as opposed to using a traditional recruitment strategy<\/td>\r\nMay cause political infighting between people to obtain the promotions<\/td>\r\n<\/tr>\r\n
        Can improve morale<\/td>\r\nCan create bad feelings if an internal candidate applies for a job and doesn\u2019t get it<\/td>\r\n<\/tr>\r\n
        Knowing the past performance of the candidate can assist in knowing if they meet the criteria<\/td>\r\n<\/tr>\r\n
        External Candidates<\/td>\r\nBrings new talent into the company<\/td>\r\nImplementation of recruitment strategy can be expensive<\/td>\r\n<\/tr>\r\n
        Can help an organization obtain diversity goals<\/td>\r\nCan cause morale problems for internal candidates<\/td>\r\n<\/tr>\r\n
        New ideas and insight brought into the company<\/td>\r\nCan take longer for training and orientation<\/td>\r\n<\/tr>\r\n
        Table 6.1<\/strong>\u00a0Possible Advantages and Disadvantages of Hiring an Internal versus an External Candidate<\/td>\r\n<\/tr>\r\n<\/tbody>\r\n<\/table>\r\n

        How Would You Handle This?<\/h3>\r\nPoor Interviewer<\/em>\r\n\r\nAs the assistant to the HR manager, one of your jobs is to help managers get ready to interview candidates. When you offer help to Johnathan, he says he has interviewed hundreds of people and doesn\u2019t need your help in planning the interview process. When you sit in the interview with him, he asks inappropriate questions that you don\u2019t feel really assess the abilities of a candidate. How would you handle this?<\/em>\r\n
        \r\n

        Key Takeaways<\/h3>\r\n