Background Data: Use of Experiential Knowledge in Personnel Selection

Mumford, Michael D.; Barrett, J. D.; Hester, Kimberly S.

doi:10.1093/oxfordhb/9780199732579.013.0016

Cited by 21 publications

(20 citation statements)

References 100 publications

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“…Biographical data (biodata) inventories consist of multiple items that primarily involves presenting applicants with a series of questions regarding their previous behaviors and experiences (Mumford, Barrett, and Hester, 2012). The questions asked in a particular employment setting depend on the job attributes of interest.…”

Section: Descriptionmentioning

confidence: 99%

Training Success for U.S. Air Force Special Operations and Combat Support Specialties: An Analysis of Recruiting, Screening, and Development Processes

Lytell¹,

Robson²,

Schulker³

et al. 2018

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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.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 Library of Congress Cataloging-in-Publication Data is available for this publication. For more information on this publication, visit www.rand.org/t/RR2002Published by the RAND Corporation, Santa Monica, Calif. © Copyright 2018 RAND CorporationR® is a registered trademark.iii PrefaceThe U.S. Air Force continues to seek ways to improve recruiting, screening, and development processes for entry into high-demand, high-attrition (HDHA) specialties, such as special operations and combat support (SO/CS) specialties. In fiscal year 2016, the Air Force asked RAND Project AIR FORCE to identify and recommend effective methods and tools for recruiting, screening, and developing candidates into HDHA specialties. This project focused on six enlisted HDHA specialties: Combat Control (CCT); Explosive Ordnance Disposal (EOD); Pararescue (PJ); Special Operations Weather Team (SOWT); Survival, Evasion, Resistance, and Escape (SERE); and Tactical Air Control Party (TACP). Previous efforts to implement new recruiting, screening, and development approaches for these specialties have yet to result in longlasting, significant changes to entry processes. We build on these other efforts by addressing the broader challenges for implementing new approaches to HDHA-specialty recruiting, screening, and development, and by taking a holistic approach to identifying methods and tools that could fill gaps in current processes.This report describes work that should be of interest to policy and research audiences with interests in recruiting, screening, and development processes for SO/CS specialties. The report assumes readers will have some familiarity with Air Force enlisted recruiting, screening, and development processes. The work in this report was sponsored by the Vice Commander, Air Education and Training Command (AETC/CV). This project was conducted within the Manpower, Personnel, and Training Program of RAND Project AIR FORCE. RAND Project AIR FORCERAND Project AIR FORCE (PAF), a division of the RAND Corporation, is the U.S. Air Fo...

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Section: Descriptionmentioning

confidence: 99%

Training Success for U.S. Air Force Special Operations and Combat Support Specialties: An Analysis of Recruiting, Screening, and Development Processes

Lytell¹,

Robson²,

Schulker³

et al. 2018

View full text Add to dashboard Cite

show abstract

“…Expertise was measured using a background data, or life history, measure of educational expertise (Mumford, Barrett, & Hester, 2012a). This measure developed by Scott et al (2005) presents people with questions examining interest or involvement with educational issues earlier in their lives.…”

Section: Covariatesmentioning

confidence: 99%

Leader cognition in vision formation: Simplicity and negativity

Partlow

Medeiros

Mumford

2015

The Leadership Quarterly

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“…More specifically, people appear to abstract case prototypes from prior experiences (Mumford, Barrett, & Hester, 2012). These case prototypes typically summarize a number of cases with respect to critical aspects of performance in the situation at hand.…”

Section: Knowledgementioning

confidence: 99%

Forecasting and leader performance: Objective cognition in a socio-organizational context

Mumford

Steele

McIntosh

et al. 2015

The Leadership Quarterly

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Editor: M. MumfordTraditionally, it has been assumed that leaders, like other people, are typically poor at forecasting. In the present effort, we argue that people can sometimes prove effective at forecasting and that effective forecasting is particularly important to performance in leadership roles. Subsequently, evidence bearing on how four key variables, mental models, objectivity, time frame, and case content, influence the effectiveness of leader forecasting is examined along with interventions that might contribute to effective forecasting on the part of leaders. The implications of these observations for understanding leader cognition are discussed.

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Background Data: Use of Experiential Knowledge in Personnel Selection

Cited by 21 publications

References 100 publications

Training Success for U.S. Air Force Special Operations and Combat Support Specialties: An Analysis of Recruiting, Screening, and Development Processes

Training Success for U.S. Air Force Special Operations and Combat Support Specialties: An Analysis of Recruiting, Screening, and Development Processes

Leader cognition in vision formation: Simplicity and negativity

Forecasting and leader performance: Objective cognition in a socio-organizational context

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