DOCSLIB.ORG

Recommendations for Improving the Recruiting and Hiring of Los Angeles Firefighters

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
Recommendations for Improving the Recruiting and Hiring of Los Angeles Firefighters Recommendations for Improving the Recruiting and Hiring of Los Angeles Firefighters Chaitra M. Hardison, Nelson Lim, Kirsten M. Keller, Jefferson P. Marquis, Leslie Adrienne Payne, Robert Bozick, Louis T. Mariano, Jacqueline A. Mauro, Lisa Miyashiro, Gillian Oak, Lisa Saum-Manning C O R P O R A T I O N C O R P O R A T I O N Recommendations for Improving the Recruiting and Hiring of Los Angeles Firefighters Chaitra M. Hardison, Nelson Lim, Kirsten M. Keller, Jefferson P. Marquis, Leslie Adrienne Payne, Robert Bozick, Louis T. Mariano, Jacqueline A. Mauro, Lisa Miyashiro, Gillian Oak, Lisa Saum-Manning For more information on this publication, visit www.rand.org/t/rr687 Library of Congress Cataloging-in-Publication Data is available for this publication. ISBN: 978-0-8330-8839-0 Published by the RAND Corporation, Santa Monica, Calif. © Copyright 2015 Los Angeles Fire Department R® is a registered trademark. Cover image: REUTERS/Jonathan Alcorn Limited Print and Electronic Distribution Rights This document and trademark(s) contained herein are protected by law. This representation of RAND intellectual property is provided for noncommercial use only. Unauthorized posting of this publication online is prohibited. Permission is given to duplicate this document for personal use only, as long as it is unaltered and complete. Permission is required from RAND to reproduce, or reuse in another form, any of its research documents for commercial use. For information on reprint and linking permissions, please visit www.rand.org/pubs/permissions.html. The RAND Corporation is a research organization that develops solutions to public policy challenges to help make communities throughout the world safer and more secure, healthier and more prosperous. RAND is nonprofit, nonpartisan, and committed to the public interest. RAND’s publications do not necessarily reflect the opinions of its research clients and sponsors. Support RAND Make a tax-deductible charitable contribution at www.rand.org/giving/contribute www.rand.org Preface In 2014, the City of Los Angeles Mayor’s Office sought assistance from the RAND Corporation to find ways to improve the process the city uses to hire firefighters into the Los Angeles Fire Department (LAFD). RAND proposed and received approval to execute a research and analysis project that has four primary goals: • Recommend ways to improve the city’s hiring policies and prac- tices so that it may identify the applicants most likely to be suc- cessful firefighters. • Ensure that the city provides an equal opportunity of being hired to all qualified applicants for firefighter positions. • Suggest methods for improving the demographic diversity of new firefighter hires. • Minimize costs for the city and its applicants. RAND conducted a three-month review of Los Angeles’s fire- fighter hiring policies and practices, paying particular attention to their effectiveness and fairness. This report presents the results of that three- month effort. It reviews the city’s current hiring practices, outlines a new firefighter hiring process, and makes recommendations that are intended to increase efficiency of the hiring process, bolster the evi- dence supporting the validity of it, and make it more transparent and inclusive. iii iv Improving the Recruiting and Hiring of Los Angeles Firefighters A Note About Hiring Practices and the Law Although we discuss several aspects of employment law throughout this report, this is not intended to be legal advice or recommended strategy. Before proceeding with any changes to its selection process, the city should consult with its own legal counsel to determine an appropriate course of action. The RAND Safety and Justice Program The research reported here was conducted in the RAND Safety and Justice Program, which addresses all aspects of public safety and the criminal justice system, including violence, policing, corrections, courts and criminal law, substance abuse, occupational safety, and public integrity. Program research is supported by government agen- cies, foundations, and the private sector. This program is part of RAND Justice, Infrastructure, and Envi- ronment, a division of the RAND Corporation dedicated to improving policy and decisionmaking in a wide range of policy domains, includ- ing civil and criminal justice, infrastructure protection and homeland security, transportation and energy policy, and environmental and nat- ural resource policy. For more information about the Safety and Justice Program, see http://www.rand.org/safety-justice or contact the director at [email protected]. Contents Preface ............................................................................. iii Figures and Tables ............................................................... ix Summary .......................................................................... xi Acknowledgments .............................................................. xxi Abbreviations .................................................................. xxiii CHAPTER ONE Introduction ....................................................................... 1 Scope and Limitations of This Report ........................................... 2 Time Constraints ............................................................... 2 The City’s Recent Changes ..................................................... 3 Objectives Guiding the Project ................................................... 3 Identify Applicants Most Likely to Be Successful Firefighters ............. 4 Ensure Equal Opportunity Throughout the Hiring Process ............... 4 Increase the Demographic Diversity of New Firefighter Hires ............. 4 Minimize Costs for the City of Los Angeles and Its Applicants ........... 5 Study Approach .................................................................... 6 Drawing on Existing Expertise and Past Research .......................... 6 Exploratory Interviews to Understand Stakeholder Perspectives ........... 9 Review of Existing Documentation and Informational Interviews on Recruiting and Selection Processes ......................................10 Job Incumbent Focus Groups to Confirm and Identify New Key Duties, Knowledge, Skills, Abilities, and Other Characteristics for Firefighter Service ......................................................10 Data Analyses to Examine Disparate Impact of the 2013 Selection Process .......................................................................11 Organization of This Report .....................................................11 v vi Improving the Recruiting and Hiring of Los Angeles Firefighters CHAPTER TWO Firefighter Recruitment and Outreach Strategies .........................13 A Framework for Understanding Recruitment ................................13 Firefighter Recruiting Practices .................................................14 Key Comments on Recruiting from the Interviews ...........................16 The Emphasis Should Be on Finding Highly Qualified Candidates, Not Merely on Increasing the Quantity of Candidates .................17 CHAPTER THREE The 2013 Firefighter Selection Process ......................................21 Notification Cards ............................................................... 23 Step 1: Preliminary Background Application ................................. 23 Step 2: Describing the Minimum Requirements ............................. 23 Step 3: Written Test .............................................................. 24 Test of Reading Comprehension, Arithmetic, and Mechanical Aptitude .................................................................... 24 Test Development ...............................................................25 Step 4: Candidate Physical Ability Test ....................................... 26 Step 5: Oral Interview ........................................................... 27 Job Interview with a Firefighter and Interview Specialist ................. 27 Step 6: Background Investigation and Preliminary Investigative Questionnaire.................................................................29 Collection of Preliminary Background Information Using Applicant-Provided Information ........................................29 Step 7: Initial Panel Review ..................................................... 30 Two Fire Captains Review the Candidate’s Initial Background Application Package. ..................................................... 30 Step 8: Field Investigation ........................................................32 In-Depth Background Check .................................................32 Step 9: Final Panel Review .......................................................33 Repeat of Initial Panel Review with Corroborated Information ..........33 Step 10: Medical and Psychological Evaluations ..............................33 Certification ...................................................................... 34 Contents vii CHAPTER FOUR Statistical Analysis of the Selection Process ...............................35 Data ................................................................................35 Reduction of Applicants in the Selection Process ............................ 36 The Selection Process’s Impact on Minorities .................................39 Caution in Interpreting These Estimates Is Warranted ...................... 42 CHAPTER FIVE Recommendations ...............................................................45 Overview of Recommendations as They Relate to the Objectives
Load more

Recommended publications
  • How Did the Civil Rights Movement Impact the Lives of African Americans?
    Grade 4: Unit 6 How did the Civil Rights Movement impact the lives of African Americans? This instructional task engages students in content related to the following grade-level expectations: • 4.1.41 Produce clear and coherent writing to: o compare and contrast past and present viewpoints on a given historical topic o conduct simple research summarize actions/events and explain significance Content o o differentiate between the 5 regions of the United States • 4.1.7 Summarize primary resources and explain their historical importance • 4.7.1 Identify and summarize significant changes that have been made to the United States Constitution through the amendment process • 4.8.4 Explain how good citizenship can solve a current issue This instructional task asks students to explain the impact of the Civil Rights Movement on African Claims Americans. This instructional task helps students explore and develop claims around the content from unit 6: Unit Connection • How can good citizenship solve a current issue? (4.8.4) Formative Formative Formative Formative Performance Task 1 Performance Task 2 Performance Task 3 Performance Task 4 How did the 14th What role did Plessy v. What impacts did civic How did Civil Rights Amendment guarantee Ferguson and Brown v. leaders and citizens have legislation affect the Supporting Questions equal rights to U.S. Board of Education on desegregation? lives of African citizens? impact segregation Americans? practices? Students will analyze Students will compare Students will explore how Students will the 14th Amendment to and contrast the citizens’ and civic leaders’ determine the impact determine how the impacts that Plessy v.
    [Show full text]
  • Introduction
    Introduction It shall be an unlawful employment practice for an employer— (1) to fail or refuse to hire or to discharge any individual, or other- wise to discriminate against any individual with respect to his com- pensation, terms, conditions, or privileges of employment, because of such individual’s race, color, religion, sex, or national origin; or (2) to limit, segregate, or classify his employees or applicants for employment in any way which would deprive or tend to deprive any individual of employment opportunities or otherwise adversely affect his status as an employee, because of such individual’s race, color, re- ligion, sex, or national origin (Title VII of the Civil Rights Act of 1964). In 1964 the U.S. Congress enacted, and President Lyndon Johnson signed, the Civil Rights Act. Although it was not the first or the last legislative mo- ment of the civil rights movement, it was a pivotal one. The act outlawed segregation and discrimination by race, ethnicity, and religion in public education, public accommodations, voting, and federal assistance. Title VII of the act extended the equal opportunity principle to employment and for the first time explicitly mentioned “sex” as a protected category. It is this extension of rights to equal opportunity in employment, freedom from discrimination in employment, and the erosion of race and gender employment segregation as a legitimate and expected practice that is at the heart of this book. The passage of the Civil Rights Act is without question one of the most monumental achievements in the history of the United States, perhaps even the world.
    [Show full text]
  • Political Reelism: a Rhetorical Criticism of Reflection and Interpretation in Political Films
    POLITICAL REELISM: A RHETORICAL CRITICISM OF REFLECTION AND INTERPRETATION IN POLITICAL FILMS Jennifer Lee Walton A Dissertation Submitted to the Graduate College of Bowling Green State University in partial fulfillment of the requirements for the degree of DOCTOR OF PHILOSOPHY May 2006 Committee: John J. Makay, Advisor Richard Gebhardt Graduate Faculty Representative John T. Warren Alberto Gonzalez ii ABSTRACT John J. Makay, Advisor The purpose of this study is to discuss how political campaigns and politicians have been depicted in films, and how the films function rhetorically through the use of core values. By interpreting real life, political films entertain us, perhaps satirically poking fun at familiar people and events. However, the filmmakers complete this form of entertainment through the careful integration of American values or through the absence of, or attack on those values. This study provides a rhetorical criticism of movies about national politics, with a primary focus on the value judgments, political consciousness and political implications surrounding the films Mr. Smith Goes to Washington (1939), The Candidate (1972), The Contender (2000), Wag the Dog (1997), Power (1986), and Primary Colors (1998). iii ACKNOWLEDGMENTS I would like to thank everyone who made this endeavor possible. First and foremost, I thank Doctor John J. Makay; my committee chair, for believing in me from the start, always encouraging me to do my best, and assuring me that I could do it. I could not have done it without you. I wish to thank my committee members, Doctors John Warren and Alberto Gonzalez, for all of your support and advice over the past months.
    [Show full text]
  • 51 HR Metrics 2019 (With Cover Sheet)
    HR performance metrics 1 Revenue per employee Total revenue / total number of employees 2 Revenue per FTE Total revenue / total number of FTE 3 Profit per employee Total profit / total number of employees 4 Profit per FTE Total profit / total number of FTE 5 Overtime per employee Hours of overtime / total number of hours (contractual hours + overtime) per period 6 Labor cost per employee Total labor cost / total number of employees 7 Labor cost per FTE Total labor cost / FTE 8 Labor cost percentage of revenue Total labor cost / organizational revenue 9 Labor cost percentage of total Total labor cost / total organizational expenses expenses 10 Absence rate Number of absence days / total number of working days 11 Absence rate per Number of absence days per unit / total number of working days per unit manager/department 12 Overtime expense per period Overtime pay / total pay per period 13 Training expenses per employee Training expenses / total expenses 14 Training efficiency Training expenses per employee / training effectiveness 15 Voluntary turnover rate Employees who left the organization voluntarily / headcount 16 Involuntary turnover rate Employees who left the organization involuntarily / headcount 17 Turnover rate of talent Employees who left the organizations and are qualify as high potentials / headcount 18 Turnover rate Employees who left the organization / headcount 19 Turnover rate per Employees who left the organization per unit / headcount per unit manager/department 20 Cost of absenteeism Total cost of absenteeism = Total
    [Show full text]
  • The Electoral Advantage to Incumbency
    1%(5:25.,1*3$3(56(5,(6 7+((/(&725$/$'9$17$*(72,1&80%(1&<$1'927(56¶9$/8$7,212) 32/,7,&,$16¶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¶9DOXDWLRQRI3ROLWL2LDQV¶([SHULHQ2H $5HJUHVVLRQ'LV2RQWLQXLW\$QDO\VLVRI(OH2WLRQVWRWKH86+RXVH 'DYLG6/HH 1%(5:RUNLQJ3DSHU1R $XJXVW -(/1R'5'5- $%675$&7 8VLQJGDWDRQHOH2WLRQVWRWKH8QLWHG6WDWHV+RXVHRI5HSUHVHQWDWLYHV>B5WKLVSDSHU H[SORLWV D TXDVLH[SHULPHQW JHQHUDWHG E\ WKH HOH2WRUDO V\VWHP LQ RUGHU WR GHWHUPLQH LI SROLWL2DO LQ2XPEHQ2\SURYLGHVDQHOH2WRUDODGYDQWDJH±DQLPSOL2LWILUVWRUGHUSUHGL2WLRQRISULQ2LSDODJHQWWKHRULHV RI SROLWL2LDQ DQG YRWHU EHKDYLRU &DQGLGDWHV ZKR MXVW EDUHO\ ZRQ DQ HOH2WLRQ >EDUHO\ EH2DPH WKH LQ2XPEHQWBDUHOLNHO\WREHH[DQWH2RPSDUDEOHLQDOORWKHUZD\VWR2DQGLGDWHVZKREDUHO\ORVW5DQGVR WKHLUGLIIHUHQWLDOHOH2WRUDORXW2RPHVLQWKHQH[WHOH2WLRQVKRXOGUHSUHVHQWDWUXHLQ2XPEHQ2\DGYDQWDJH
    [Show full text]
  • FOR JOBS and FREEDOM an Introduction to the Unfinished March
    FOR JOBS AND FREEDOM An Introduction to the Unfinished March By Thomas J. Sugrue August 5, 2013 Photo: Library of Congress he March on Washington may be the most Today, many activists and intellectuals draw a sharp commemorated event in the history of the distinction between policies to alleviate racial discrim- T civil rights struggle in the United States. On ination and those that challenge economic injustice. August 28, 1963, in front of 250,000 demonstrators Does race trump class? Is there a zero sum game who packed the Mall between the Lincoln and Wash- between antidiscrimination strategies and efforts to ington monuments, the Rev. Martin Luther King Jr. challenge financial, employment, and trade policies delivered the speech with his famous refrain, “I have a that disadvantage workers regardless of their race? Do dream.” Those four words—known to nearly every racial politics divide the American working class, fos- American schoolchild—capture a popular, romantic tering a bitter politics of resentment rather than the image of King using soaring language to unify Amer- solidarity necessary for labor organization? While sub- ica in pursuit of a common goal, to create a society sequent papers in the Unfinished March series will where everyone would be “judged by the content of explore current views on these issues, it is important to their character, not the color of their skin” (King 1963). recall that 50 years ago, King and the organizers of the March on Washington answered a resounding “no” to But the message of the march cannot be encapsulated all of these questions.
    [Show full text]
  • Civil Rights Act of 1964
    TITLE VII OF THE CIVIL RIGHTS ACT OF 1964 EDITOR'S NOTE: The following is the text of Title VII of the Civil Rights Act of 1964 (Pub. L. 88-352) (Title VII), as amended, as it appears in volume 42 of the United States Code, beginning at section 2000e. Title VII prohibits employment discrimination based on race, color, religion, sex and national origin. The Civil Rights Act of 1991 (Pub. L. 102-166) (CRA) and the Lily Ledbetter Fair Pay Act of 2009 (Pub. L. 111-2) amend several sections of Title VII. In addition, section 102 of the CRA (which is printed elsewhere in this publication) amends the Revised Statutes by adding a new section following section 1977 (42 U.S.C. 1981), to provide for the recovery of compensatory and punitive damages in cases of intentional violations of Title VII, the Americans with Disabilities Act of 1990, and section 501 of the Rehabilitation Act of 1973. Cross references to Title VII as enacted appear in italics following each section heading. Editor's notes also appear in italics. An Act To enforce the constitutional right to vote, to confer jurisdiction upon the district courts of the United States to provide injunctive relief against discrimination in public accommodations, to authorize the attorney General to institute suits to protect constitutional rights in public facilities and public education, to extend the Commission on Civil Rights, to prevent discrimination in federally assisted programs, to establish a Commission on Equal Employment Opportunity, and for other purposes. Be it enacted by the Senate and House of Representatives of the United States of America in Congress assembled, That this Act may be cited as the “Civil Rights Act of 1964”.
    [Show full text]
  • New LAPD Chief Shares His Policing Vision with South L.A. Black Leaders
    Abess Makki Aims to Mitigate The Overcomer – Dr. Bill Water Crises First in Detroit, Then Releford Conquers Major Setback Around the World to Achieve Professional Success (See page A-3) (See page C-1) VOL. LXXVV, NO. 49 • $1.00 + CA. Sales Tax THURSDAY, DECEMBERSEPTEMBER 12 17,- 18, 2015 2013 VOL. LXXXV NO 25 $1.00 +CA. Sales Tax“For Over “For Eighty Over EightyYears TheYears Voice The ofVoice Our of Community Our Community Speaking Speaking for Itselffor Itself” THURSDAY, JUNE 21, 2018 The event was a 'thank you card' to the Los Angeles community for a rich history of support and growth together. The organization will continue to celebrate its 50th milestone throughout the year. SPECIAL TO THE SENTINEL Proclamations and reso- lutions were awarded to the The Brotherhood Cru- organization, including a sade, is a community orga- U.S. Congressional Records nization founded in 1968 Resolution from the 115th by civil rights activist Wal- Congress (House of Repre- ter Bremond. For 35 years, sentatives) Second Session businessman, publisher and by Congresswoman Karen civil rights activist Danny J. Bass, 37th Congressional Bakewell, Sr. led the Institu- District of California. tion and last week, Brother- Distinguished guests hood Crusade president and who attended the event in- CEO Charisse Bremond cluded: Weaver hosted a 50th Anni- CA State Senator Holly versary Community Thank Mitchell; You Event on Friday, June CA State Senator Steve 15, 2018 at the California CA State Assemblymember Science Center in Exposi- Reggie Jones-Sawyer; tion Park. civil rights advocate and The event was designed activist Danny J.
    [Show full text]
  • Fair Housing Act)
    Civil Rights Movement Rowland Scherman for USIA, Photographer. Courtesy of U.S. National Archives and Records Administration. Sections 1 About the Movement 5 Civil Rights Act of 1968 (Fair Housing Act) 2 Brown v. Board of Education 6 Teacher Lesson Plans and Resources 3 Civil Rights Act of 1964 4 Voting Rights Act (VRA) ABOUT THE MOVEMENT The Civil Rights Movement of the 1950’s and 1960’s came about out of the need and desire for equality and freedom for African Americans and other people of color. Nearly one hundred years after slavery was abolished, there was widespread 1 / 22 segregation, discrimination, disenfranchisement and racially motivated violence that permeated all personal and structural aspects of life for black people. “Jim Crow” laws at the local and state levels barred African Americans from classrooms and bathrooms, from theaters and train cars, from juries and legislatures. During this period of time, there was a huge surge of activism taking place to reverse this discrimination and injustice. Activists worked together and used non- violent protest and specific acts of targeted civil disobedience, such as the MontgomMontgomMontgomMontgomererereryyyy Bus BusBusBus Bo BoBoBoyyyycottcottcottcott and the Greensboro Woolworth Sit-Ins, in order to bring about change. Much of this organizing and activism took place in the Southern part of the United States; however, people from all over the country—of all races and religions—joined activists to proclaim their support and commitment to freedom and equality. For example, on August 28, 1963, 250,000 Americans came to Washington, D.C. for the March on Washington for Jobs and Freedom.
    [Show full text]
  • Your Candidate Experience Creating an Impact Or Burning Cash? Your Candidate Experience  Introduction
    Your candidate experience Creating an impact or burning cash? Your candidate experience Introduction It could be a mistake to assume that candidates all want As potential customers and influencers in the market, candidates’ or need the same things. For example, if your organization impact can reach far beyond the time spent “in your system.” has a significant need for high-tech and digital talent, a straightforward and seamless experience driven by an According to Talent Board, since 2010 over 1,000 organizations updated technology platform is key. If hourly manufacturing globally have worked to define and measure candidate experience.1 talent is a primary focus, information and application capability This type of collaboration is unprecedented in the field of human across multiple devices and a simple process are crucial. The resources and speaks to the critical importance branding and same holds true for branding—it’s important to customize candidate experience have on an organization’s ability to attract messages for key talent segments and communicate on top talent. A recent study conducted by Harvard Business Review channels each segment uses. Creating a detailed persona and ICM Unlimited released in March 2016 found that companies profile for each segment and mapping out their particular with 10,000 employees could be spending up to $7.6 million in job search and candidate experience journeys provides great additional wages to compensate for a poor employer reputation.2 insight into how the moments that matter impact various There is no doubt that money spent improving candidate segments. experience is likely money well spent; however, in order to be successful, organizations should consider doing three things: (1) Creating experiences that turn candidates into Setting a clear experience strategy aligned to the business; (2) employees.
    [Show full text]
  • An Exploratory Analysis of the Determinant Variables Influencing Successful Implementation of a Four-Day Workweek
    Louisiana State University LSU Digital Commons LSU Historical Dissertations and Theses Graduate School 1974 An Exploratory Analysis of the Determinant Variables Influencing Successful Implementation of a Four-Day Workweek. Kenneth Mark Weaver Louisiana State University and Agricultural & Mechanical College Follow this and additional works at: https://digitalcommons.lsu.edu/gradschool_disstheses Recommended Citation Weaver, Kenneth Mark, "An Exploratory Analysis of the Determinant Variables Influencing Successful Implementation of a Four-Day Workweek." (1974). LSU Historical Dissertations and Theses. 2641. https://digitalcommons.lsu.edu/gradschool_disstheses/2641 This Dissertation is brought to you for free and open access by the Graduate School at LSU Digital Commons. It has been accepted for inclusion in LSU Historical Dissertations and Theses by an authorized administrator of LSU Digital Commons. For more information, please contact [email protected]. INFORMATION TO USERS This material was produced from a microfilm copy of the original document. While the most advanced technological means to photograph and reproduce this document have been used, the quality is heavily dependent upon the quality of the original submitted. The following explanation of techniques is provided to help you understand markings or patterns which may appear on this reproduction. 1. The sign or "target" for pages apparently lacking from the document photographed is "Missing Page(s)". If it was possible to obtain the missing page(s) or section, they are spliced into the film along with adjacent pages. This may have necessitated cutting thru an image and duplicating adjacent pages to insure you complete continuity. 2. When an image on the film is obliterated with a large round black mark, it is an indication that the photographer suspected that the copy may have moved during exposure and thus cause a blurred image.
    [Show full text]
  • Personnel Selection
    Journal ofOccupation aland OrganizationalPsycholog y (2001), 74, 441–472 Printedin GreatBritain 441 Ó 2001The British Psychologi calSociety Personnel selection Ivan T. Robertson* and Mike Smith Manchester School of Management, UMIST, UK Themain elementsin thedesign and validation of personnelselection procedure s havebeen in placefor many years.The role of jobanalysis, contemporary models of workperformance and criteria are reviewed criticall y.After identifyin gsome important issues andreviewing research work on attractingapplicants, including applicantperception sof personnelselection processes, theresearch on major personnelselection methods is reviewed.Recent work on cognitiveability has conrmed the good criterion-relatedvalidity, but problems of adverseimpact remain.Work on personalityis progressing beyondstudies designed simply to explorethe criterion- relatedvalidity of personality.Interviewand assessment centreresearch is reviewed,and recent studies indicating the key constructs measuredby both arediscussed. In both cases, oneof thekey constructs measuredseems to begenerally cognitive ability. Biodata validity and the processes usedto developbiodata instruments arealso criticallyreviewed.The articleconcludes with acriticalevaluation of theprocesses forobtaining validity evidence(primarily from meta-analyses)andthe limitations of thecurrent state of theart. Speculativ efutureprospects arebrie y reviewed. Thisarticle focuses on personnel selectionresearch. Muchcontempora ry practice withinpersonnel selectionhas been inuenced by the
    [Show full text]