Tag Archives: Recruiter

Perseverance Negatively Correlated with Counterproductive Work Behaviours

New research shows that perseverance might be a key character strength when it comes to counterproductive work behaviours. The researchers were interested in finding the character strengths that were most correlated with work performance and counterproductive work behaviours (things like absenteeism, lateness, incivility, etc.). As the title of this post suggests, the researchers found that perseverance is the character strength that is most negatively correlated with counterproductive work behaviours. Meaning, when a person is found to have a lot of perseverance, they’re also found to have a lower level of counterproductive work behaviours.

In thinking about these findings, the thing I most wonder about is when we draw out perseverance to an unhealthy form. That is, of course, it’s great when employees are driven and they persevere, but what happens when they “go over the edge” in their pursuits? I suspect that as we get employees who persevere to these great lengths, it should no longer be thought of as a character strength. And similarly, the negative correlation with counterproductive work behaviours might not hold. In fact, I’d expect that we’d then see a positive correlation with counterproductive work behaviours. Meaning, when the perseverance becomes pathological, I’d expect the employee to exhibit some counterproductive work behaviours. Of course, this is all speculation, so it’d be interesting to see someone test for this in future iterations of this research.

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The researchers of this study also tied in studies on the Big 5, specifically as it relates to conscientiousness. It seems pretty well-known that conscientiousness is the characteristic of the Big 5 that is mostly closely correlated with work success and so the researchers of this study made mention of the fact that perseverance is shown to be highly correlated with conscientiousness. If we draw this out a little, the implication is that employees who demonstrate perseverance as one of their character strengths should also show signs of higher work performance (through their expected Big 5 personality trait of conscientiousness).

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I suspect that research like this will give folks in HR something else to look for when recruiting new employees. There was already information out there about conscientiousness, but now they can also look for candidates who demonstrate a higher degree of perseverance. Maybe when contacting their references, the recruiter can ask about whether the candidate has demonstrated (or how the candidate has demonstrated) perseverance in their work.

ResearchBlogging.orgLittman-Ovadia, H., & Lavy, S. (2015). Going the Extra Mile: Perseverance as a Key Character Strength at Work Journal of Career Assessment DOI: 10.1177/1069072715580322

Facebook is a Poor Predictor of Performance of Job Applicants

A few months ago, I planned on writing more posts about academic research. I wrote one about spending your bonus on others making you happier (than if you’d spent it on yourself), but haven’t got around to it since. My intentions were good as anyone can see from looking at the list of tweets I’ve favourited over the last 100 days. Just about all the tweets I’ve “bookmarked” to read are academic in nature.

I came across an academic article the other day that seemed quite interesting and reminded me of much of what you hear when you’re in university: be careful what you put online! Even after you’ve graduated, you often hear that your employer (or potential employer) will be watching to see what you put online, so be careful what you put on Facebook. We’re told that it can have an adverse effect on our ability to be hired (or maintain our current employment).

This particular study tried to address a gaping hole in empirical research. That is, the popular press often talk about how important it is to have a pared down social media profile, but there hasn’t been much research studying the effects of potential employers using social media profiles in screening candidates. Before we take a look at some of the results, I wanted to share three important points from the article:

First, as discussed, SM [Social Media] platforms such as Facebook are designed to network with friends and family rather than to measure job-relevant attributes. Indeed, most SM information pertains to applicants’ outside-of-work interests and activities, which may have little bearing on work behavior. This factor, in and of itself, may be enough to suggest that criterion- related validity for SM assessments may be low. [Emphasis added]

The researchers raise an important point that — no doubt — you’ve seen elsewhere. Most people use Facebook in order to connect with friends & family and as a result, it may not be the best measure of how one would function at work.

Second, the sheer volume of SM information also may inhibit decision makers from drawing valid inferences. . . This large amount of information may put demands on decision makers’ ability to process all the potential cues and to determine what information (if any) is relevant and what is not. This situation may cause decision makers to rely on biases and cognitive heuristics may reduce validity. [Emphasis added]

I’ve written extensively about cognitive biases. The researchers mention of the volume of information regarding social media makes me wonder how long before organizations are using Big Data to try and analyze all the social media data in painting a portrait of a candidate.

Finally, inaccurate information may undermine the criterion-related validity of SM assessments. For example, the desire to be perceived as socially desirable may lead applicants to embellish or fabricate information they post on SM, such as experience, qualifications, and achievements. Furthermore, because other people can post information about applicants on SM platforms (e.g., Facebook), applicants do not have complete control of their information. As such, applicants may be unduly “penalized” for what others post. In fact, one study found that comments posted by others on one’s Facebook profile had a greater effect on observers’ impressions than did one’s own comments (Walther, Van Der Heide, Kim, Westerman, & Tong, 2008).

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In this study, the researchers had recruiters rate Facebook profiles of potential job candidates and then followed up with those job candidates after they’d secured employment. As you might expect from where this post has led, the evaluations the recruiters gave of the potential job candidates based on their Facebook profiles were unrelated to the ratings issued by supervisors on a number of factors: job performance, turnover intentions, and actual turnover. Moreover, these predictions based on Facebook profiles aren’t more useful than other, more common methods: cognitive ability, personality, self-efficacy, or even GPA. What’s more, they found that Facebook ratings were higher for females (vs. males) and that ratings were higher for White candidates (vs. Black and/or Hispanic candidates).

I understand that many managers think more data will help them make better decisions, but as has been demonstrated in this article, when it comes to job candidates, maybe checking their Facebook profiles could lead managers to make the wrong decisions.

ResearchBlogging.orgChad H. Van Iddekinge, Stephen E. Lanivich, Philip L. Roth, & Elliott Junco (2013). Social Media for Selection? Validity and Adverse Impact Potential of a Facebook-Based Assessment Journal of Management DOI: 10.1177/0149206313515524