Measure what matters MEASURE WHAT MATTERS IMPLICATIONS FOR

Measure what matters MEASURE WHAT MATTERS: IMPLICATIONS FOR HIRING & TRAINING TIMOTHY M. JOHANSSON, MA SENIOR PARTNER CP CONSULTING & RESEARCH, LLC CASEY G. LANKOW, MA SENIOR PARTNER CP CONSULTING & RESEARCH, LLC © 2011, CP CONSULTING & RESEARCH, LLC CAREPROFILER. COM

Measure what matters LEARNING OBJECTIVES 1 Gain knowledge of current research on integrity testing and personality assessment for hiring caregivers 2 Identify current trends and best practices in hiring caregivers (CNA, HHA, PCA, Nurses, etc…) 3 Get up to date selection principles: Job Analysis, Validity, Testing, Structured Interviewing, and Disparate Impact/Legal-Defensibility

Measure what matters COMMON MISCONCEPTIONS YOU NEED A FULL-TIME DEPARTMENT, WITH A NICE OFFICE AND LOTS OF COMPUTERS IT WILL ONLY OPEN ME UP TO MORE LEGAL RISK IFI USE TESTS IT’S VERY, VERY EXPENSIVE & TAKES WAY TOO MUCH TIME – IT’S A PIPEDREAM!! I DON’T NEED A WHOLE PROCESS TO KNOW IF AN APPLICANT CAN DO IT!

Measure what matters WHAT IS SELECTION? • UNSTRUCTURED INTERVIEWING – “GUT” • REFERENCE CHECKS • MAKING IT DIFFICULT TO APPLY • WORK SAMPLES • ASSESSMENT CENTERS • APPLICATION SCREENING • ESSAY WRITING • JOB EXPERIENCE • HANDWRITING ANALYSIS • STRUCTURED INTERVIEWING COUNTLESS WAYS TO MEASURE!

Measure what matters MOST COMMON PROCEDURES REVIEW APPLICATION ESSAYS UN-STRUCTURED/SEMI-STRUCTURED INTERVIEWS RESUMES/REFERENCE CHECKS

Measure what matters ADDITIONAL PROCEDURES WORK SAMPLES – observing applicant in the work setting ASSESSMENT CENTERS – Trained observers and interviewers, battery of tests STRUCTURED INTERVIEWS – Obtain an actual score TESTING – Integrity tests, cognitive & knowledge tests, personality tests WHAT ARE YOU LOOKING FOR?

Measure what matters JOB ANALYSIS & O*NET CHARACTERISTICS FOR SUCCESS O*N ET ON- —sensitivity to others' needs and feelings and being understanding and helpful on the job LINE RESOURCE – OCCUPATIONAL NETWORK, C O S EDERAL C —maintaining composure, keeping emotions in check, controlling anger, and avoiding aggressive behavior, F GOVERNMENT’S REGISTRY OF ALL JOBS IN THE UNITED even in very difficult situations. S R TATES & C — Job requires comprehension of written and spoken instructions; ability to infer logical ONCERN FOR ELF THERS ONTROL EASONING OMPREHENSION conclusions from two or more factors DEPENDABILITY — Job requires being reliable, responsible, and dependable, and fulfilling obligations COOPERATION — Job requires being pleasant with others on the job and displaying a good-natured, cooperative attitude ATTENTION TO DETAIL — Job requires being careful about detail and thorough in completing work tasks STRESS TOLERANCE — Job requires accepting criticism and dealing calmly and effectively with high stress situations.

Measure what matters JOB-RELATED SELECTION Strength of the connection between selection procedures and characteristics necessary for success CONTENT VALIDITY – demonstration of the extent to which content on a selection procedure is a representative sample of work-related personal characteristics, work performance, or other work activities. CRITERION VALIDITY – demonstration of a statistical relationship between scores on a predictor and scores on a criterion measure. SOCIETY FOR INDUSTRIAL & ORGANIZATIONAL PSYCHOLOGY. (2003) PRINCIPLES FOR THE VALIDATION AND USE OF PERSONNEL SELECTION PROCEDURES, TH 4 ED.

Measure what matters EMPLOYEE SELECTION PROCEDURES VALIDITY r=. 50 -. 57 Job-Relevant, Personality Testing combined with Interviews r =. 00 Age, Graphology, Random Selection r=. 10 Job Experience, Interests, Years of Education, Training r=. 28 Reference Checks, Unstructured Interviews METHODS Schmidt & Hunter, 1998

Measure what matters INTEGRITY TESTING RESEARCH: UNLIKELY VIRTUES Such respondents will often externalize responsibility for their behaviors and will rationalize their own behavior at the expense of others. Individuals who present an unlikely virtuous profile, will often: INTERACT WITH OTHERS IN A DISINGENUOUS MANNER HAVE HIGHER RATES OF FRIVOLOUS INJURY CLAIMS HAVE HIGHER RATES OF UNSUBSTANTIATED UNEMPLOYMENT CLAIMS PERFORM POORLY ON THE JOB OVER TIME (PAULHUS, 2009)

Measure what matters PERSONALITY TESTING RESEARCH: BIG FIVE Big Five Theory is an empirical and descriptive model of personality – it is the most widely researched and comprehensive description of “normal” human personality to date. EMOTIONAL STABILITY EXTRAVERSION OPENNESS TO EXPERIENCE CONSCIENTIOUSNESS AGREEABLENESS MOST DIRECT AND ACCURATE MEASURE OFW ORK STYLES & PERSONALITY CHARACTERISTICS BIG FIVE ASSESSMENTS ARE KNOWN TO BE PREDICTIVE OF ONTHE-JOB BEHAVIOR (CORRELATIONS WITH JOB PERFORMANCE) BIG FIVE ASSESSMENTS, WHEN USED PROPERLY, ARE VALID AND LEGALLY-DEFENSIBLE PRE-EMPLOYMENT TOOLS (Costa and Mc. Crae, 1992; Digman 1990; Matthews et al. , 2003)

Measure what matters LEGAL DEFENSIBILITY: RELIABILITY VALIDITY • CONSISTENCY OF RESULTS • RELATED TO JOB LEGAL DEFENSIBILITY • FAIRNESS • MITIGATE DISPARATE IMPACT

Measure what matters PRINCIPLES FOR SELECTION PRINCIPLE I: Every procedure is job-related. PRINCIPLE II: High volume, low-effort procedures first. PRINCIPLE III: Low volume, higher-effort procedures later. PRINCIPLE IV: Be consistent. SOCIETY FOR INDUSTRIAL & ORGANIZATIONAL PSYCHOLOGY. (2003) PRINCIPLES FOR THE VALIDATION AND USE OF PERSONNEL SELECTION PROCEDURES, TH 4 ED.

Measure what matters CASE STUDY 1 HAPPY HOME CARE AGENCY PRIDES ITSELF ON HAVING AN “INTENSE AND THOROUGH SCREENING PROCESS” TO ENSURE IT IS HIRING “THE BEST CAREGIVERS IN THE INDUSTRY. ” THE PROCESS IS AS FOLLOWS: 1. INTERESTED APPLICANTS MUST CALL INTO THE OFFICE TO SCHEDULE A TIME TO FILL OUT AN APPLICATION FOR EMPLOYMENT 2. ONCE ON-SITE, THE APPLICANT FILLS OUT THE APPLICATION AND NECESSARY PAPERWORK AND LEAVES 3. THE HR MANAGER EXAMINES THE APPLICATION MATERIAL AND SUBMITS THE APPLICANT’S INFORMATION FOR A BACKGROUND CHECK 4. PENDING A SUCCESSFUL BACKGROUND CHECK, THE APPLICANT IS INVITED IN FOR AN INTERVIEW 5. JUST PRIOR TO THE INTERVIEW, THE APPLICANT COMPLETES 3 ESSAYS 6. THE HR MANAGER THEN INTERVIEWS THE APPLICANTS FOR AS LONG AS SHE FEELS IS NECESSARY TO GET A THOROUGH UNDERSTANDING OF THE APPLICANT 7. THE HR MANAGER THEN MAKES HER FINAL DECISIONS AS TO EXTENDING AN OFFER OF EMPLOYMENT