10.7 A Practical Approach to Setting Cut-off Scores
The following describes two basic steps to determine a cut-off score.
Job Performance Assessment Steps
Step #1
Make a judgement as to the assessment score corresponding to the level of job performance that you consider acceptable (i.e., the lowest level of job performance that you consider satisfactory).
When making this judgment, you consider various information sources, such as the performance of the current employee and the opinion of coworkers familiar with the position.
Step #2
Determine whether a higher cut-off score can be justified based on external factors.
Having established the minimum level you are willing to accept, determine whether a higher cut-off score can be justified based on external factors, such as the pool of candidates, the present labour market conditions, the importance of the work to be done, etc.
Example 1: Knowledge about filing systems
Job Performance Assessment Steps
Step #1
Step #2
However, the manager expects a new filing system to be set up in their area, and the candidate will be responsible for converting old files. Therefore, he/she may require candidates to possess a better ability to file, more general knowledge of filing systems, and specific knowledge of the new filing system. Consequently, it was determined that a cut-off score of 85% would be more appropriate given this information.
Example 2: Management Abilities
Job Performance Assessment Steps
Step #1
Step #2
Based on the results of similar competitions held in the previous year, which used the same simulation, the manager expects that most candidates will obtain ratings of “adequate” or better. He/she decides, therefore, to require a rating of “very good” as the cut-off score for the simulation.
Although you may not always have to justify the cut-off score you have set, you should be prepared to explain why you put it where you did. It would be a good idea to write down your reasons while they are still fresh in your mind. A clear explanation for your decision is also the best way to verify its reasonableness.
Now that we have set our cutoff scores, we can use the Multiple Cutoff model or the Multiple Hurdle model to help us make decisions. These models are non-compensatory, so applicants are rejected if their scores on any of the predictors fall below the cutoff scores.
Multiple Cut-off Model
The multiple cut-off model requires a candidate to receive a minimum score on all selection criteria. For example, a candidate for a firefighter position may be required to have a score of at least 3 out of 5 on each of the requirements. If the candidate scored low on a “physical ability” test, he /she wouldn’t get the job in a multiple cutoff model regardless of how well he/she did in the other tests.
Take, for example, in Figure 10.5.1, the candidate may be required to have a score of at least 2 out of 5 on each of the criteria. If this was the case, the candidate in Figure 10.5.1 scored low on “bad news to a client,” meaning he/she wouldn’t get the job in a multiple-cutoff model.
Multiple Hurdle Model
The multiple hurdle model is similar to the Multiple Cutoff model. Still, instead of having all the candidates complete all the tests, only those candidates with high scores go to the next stage of the selection process. When a candidate fails to meet the cutoff score on a given predictor (i.e., tests, interviews, and reference checks), the applicant ceases to be a candidate for the job. This reduces the number of candidates as the process progresses.
For example, the expectation might be to score a four on at least three items in Figure 10.5.1, “Sample Selection Model, with Sample Scores and Weighting Filled In.” If this were the case, this candidate might make it to the next level of the selection process since he/she scored at least a four on three criteria areas.
“Setting Cut-off Scores: A Matter of Judgement” by the Government of Canada used under the Crown Copyright – NonCommercial Reproduction Licence (Canada). The Government of Canada does not endorse this reproduction.—Modifications: Used section A practical approach to setting cut-off scores, reorganized.
“5.14 Combining The Test Results Information” from Human Resources Management – 3rd Edition by Debra Patterson is licensed under a Creative Commons Attribution-NonCommercial-ShareAlike 4.0 International License, except where otherwise noted.—Modifications: Used sections Multiple cutoff approach & Multiple hurdle approach, added further examples.
