Internal Selection
Chapter 10: Internal Selection
Preliminary Issues
The Logic of Prediction
-indicators of internal applicants’ degree of success in past situations (previous job/current job in an org.) should be predictive of their likely success in new situations (internal vacancy via org’s transfer or promotion system)
-Most valid selection measures: Biographical Data, Cognitive Ability Tests, Work Samples
-Although logic of prediction & likely effectiveness of selection methods are similar for both internal & external, several advantages with internal include: -greater depth - relevance -verifiability -variability
-Variability Ex: Multiple assessments solicited from other supervisors & peers
-Factors that can derail the logic of prediction include: -Impression Mgmt & Organizational Politics: decision makers selecting internal candidates need to make sure the are not being played by candidates -Title Inflation: study shows responsibilities of 46% of recently promoted executives remained roughly the same. No harm caused, but those receiving promotions should see them for what they are
Types of Predictors
-Predictors used in external selection also applicable in internal selection
-One important difference pertains to content: usually greater depth and relevance to the data available on internal candidates
Selection Plan
-Mgr’s tend to rely heavily on opinions of previous mgrs who supervised the internal candidate
-Decision errors often occur when relying on subjective feelings
Ex: job candidates w/ the best technical skills will make the best mgrs when this is not really the case
-a sound job analysis will show both technical & managerial skills need to be assessed w/ well-crafted predictors
- Feel, hunch, gut instinct, intuition, and the like do not substitute for well developed predictors
-Imperative a selection plan be used for internal as well as external selection
-a selection plan lists the predictors to be used
Preliminary Issues
The Logic of Prediction
-indicators of internal applicants’ degree of success in past situations (previous job/current job in an org.) should be predictive of their likely success in new situations (internal vacancy via org’s transfer or promotion system)
-Most valid selection measures: Biographical Data, Cognitive Ability Tests, Work Samples
-Although logic of prediction & likely effectiveness of selection methods are similar for both internal & external, several advantages with internal include: -greater depth - relevance -verifiability -variability
-Variability Ex: Multiple assessments solicited from other supervisors & peers
-Factors that can derail the logic of prediction include: -Impression Mgmt & Organizational Politics: decision makers selecting internal candidates need to make sure the are not being played by candidates -Title Inflation: study shows responsibilities of 46% of recently promoted executives remained roughly the same. No harm caused, but those receiving promotions should see them for what they are
Types of Predictors
-Predictors used in external selection also applicable in internal selection
-One important difference pertains to content: usually greater depth and relevance to the data available on internal candidates
Selection Plan
-Mgr’s tend to rely heavily on opinions of previous mgrs who supervised the internal candidate
-Decision errors often occur when relying on subjective feelings
Ex: job candidates w/ the best technical skills will make the best mgrs when this is not really the case
-a sound job analysis will show both technical & managerial skills need to be assessed w/ well-crafted predictors
- Feel, hunch, gut instinct, intuition, and the like do not substitute for well developed predictors
-Imperative a selection plan be used for internal as well as external selection
-a selection plan lists the predictors to be used