Fairness in Paper and Video Resume Screening

Recent technological developments have resulted in the introduction of a new type of resume, the video resume, which can be described as a video message in which applicants present themselves to potential employers. Research is struggling to keep pace with the speed with which these kind of new, internet-based technologies are adopted by organizations and applicants. Issues that need to be taken into account when introducing new technology in high-stakes selection include, among other things, their acceptability (i.e., perceived fairness) and possible unintended discriminatory effects (i.e., negative selection results for subgroups). In an attempt to fill this void, the fairness of paper and video resume screening is studied in four empirical studies presented in this dissertation. In doing so it aims to shed light on the existing differential job access between ethnic minority and majority job applicants, as well as to add to our understanding of the use of video resumes as a technol ogical innovation in personnel selection. The studies presented in this dissertation focus on perceptions of fairness (Chapter 3, 4 and 5) and factors related to differential selection outcomes for ethnic minority and majority applicants in paper and video resume screening (Chapter 2 and 5). In the introductory chapter, a description is first provided of paper and video resume screening in personnel selection. Subsequently an overview is given of the labor market position of ethnic minorities in Western countries. Lastly, the main research aims of this dissertation are provided, resulting in the formulation of specific research questions

Psychological predictors of cultural diversity support at work

Objectives: As diversity management activities become more prominent worldwide it is important to understand psychological reactions to them to ensure success, but empirical evidence is lacking. This study investigated employees' and managers' intentions and behavior to promote cultural diversity at work in a variety of organizations in the Netherlands, using Ajzen's theory of planned behavior. Method: Predictors of intentions to promote cultural diversity at work (N = 670) and actual behavior after 6 months were assessed among managers and employees using self-reports in a 2-wave survey design. Participants' average age at Time 1 was 38.26 years (SD = 11.86), 56% was female, and there were 78.1% Dutch ethnic majority and 21.9% ethnic minority participants. Results: Attitude to cultural diversity promotion at work and perceived behavioral control (PBC) related positively to both individuals' intentions to promote cultural diversity at work, which in turn predicted behavior. The strongest driver, however, was attitude. Managers' reported PBC and behavior were higher compared to employees. Conclusions: This study supported the applicability of the theory of planned behavior to predict intentions and behavior to promote cultural diversity at work. With an increasingly diverse workforce, this study aimed to advance our understanding of drivers of individual reactions and behavior to support cultural diversity at work

Some Advice for Psychologists Who Want to Work with Computer Scientists on Big Data

This article is based on conversations from the project “Big Data in Psychological Assessment” (BDPA) funded by the European Union, which was initiated because of the advances in data science and artificial intelligence that offer tremendous opportunities for personnel assessment practice in handling and interpreting this kind of data. We argue that psychologists and computer scientists can benefit from interdiscip