1. Assess the practical and statistical significance of a proposed set of hiring tools, and make recommendations regarding how adopting these new hiring methods might benefit stores.
2. Make suggestions to Tanglewood regarding which subset of predictors is most likely to improve the effectiveness of selection without creating an administrative burden.
3. Assess the content validity of various proposed selection techniques by determining how well they match the general requirements of the job.
4. Estimate how well the test sample results will generalize to other locations.
Once concrete goals for hiring have been established and applicants have been generated, the most important part of the staffing process is developing methods to identify individuals who will be the best performers on the job. Anything that identifies good potential performers is a “predictor.” This includes interviews, standardized tests of knowledge, personality measures, job trials, and so on. Although finding good predictors requires intuition about the job, the organization, and the type of people who are going to apply, demonstrating which predictors are most effective requires clear quantitative skills as well.
In this instance, you will review several types of evidence related to predictors and job performance and select a mix of predictors you think will work well. Developing a good selection strategy also means thinking of the process from the applicant’s point of view. The greatest selection system in the world is not effective if it scares the best applicants away. This case is an opportunity to look at the types of measures (found in Appendix C) that are often used in the selection process and determine how applicants might react to them.
Hiring for the Store Associate Position Two years ago, Marilyn Anchley instigated a thorough