1. Develop a sales associate assessment and selection plan that does not exceed the remaining $4,000 budget. Justify your proposed selection system using the determinants of the effectiveness of an assessment method identified in Chapter 8. These determinants include: a Validty_how well the assessment method predicts relevant components of a person's job performance. Table 9-3 describes typical validities for various assessment tools across many different occupations. You can look at Table 9-3 and consider the results of your job analysis/competency model to determine which assessment is most likely to predict job performance at Chern's. Since the assessments have yet to be used at Chern's, their actual validity in this context is unknown but validity generalization work suggests that their validities will be comparable to those shown in Table 9-3. b. Return on investmentthe extent to which the assessment method generates a financial return that exceeds the cost associated with using it. c. Applicant reactionsthe extent to which applicants perceive the assessment methods to be job related and fair. d. Selection ratio the extent to which the selection ratio is low. A low ratio means hiring only a few applicants, which allows an assessment method to have maximal impact in terms of improving the performance of the people hired. e. Usabilitythe extent to which people in the organization are willing and able to use the method consistently and correctly. f. Adverse impact the extent to which an assessment method predicts job performance and other important hiring outcomes without discriminating against members of a protected class. 1. Develop a sales associate assessment and selection plan that does not exceed the remaining $4,000 budget. Justify your proposed selection system using the determinants of the effectiveness of an assessment method identified in Chapter 8. These determinants include: a Validty_how well the assessment method predicts relevant components of a person's job performance. Table 9-3 describes typical validities for various assessment tools across many different occupations. You can look at Table 9-3 and consider the results of your job analysis/competency model to determine which assessment is most likely to predict job performance at Chern's. Since the assessments have yet to be used at Chern's, their actual validity in this context is unknown but validity generalization work suggests that their validities will be comparable to those shown in Table 9-3. b. Return on investmentthe extent to which the assessment method generates a financial return that exceeds the cost associated with using it. c. Applicant reactionsthe extent to which applicants perceive the assessment methods to be job related and fair. d. Selection ratio the extent to which the selection ratio is low. A low ratio means hiring only a few applicants, which allows an assessment method to have maximal impact in terms of improving the performance of the people hired. e. Usabilitythe extent to which people in the organization are willing and able to use the method consistently and correctly. f. Adverse impact the extent to which an assessment method predicts job performance and other important hiring outcomes without discriminating against members of a protected class
