6 - Recruitment and Selection

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2009 Pearson Education South Asia. All rights reserved. 52

HR Planning

The recruitment and selection process is a series of hurdles

aimed at selecting the best candidate for the job.


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Recruiting Yield Pyramid Historical arithmetic relationships between recruitment

leads and invitees, interviews and offers made, and

offers made and offers accepted Used to calculate the number of applicants they must

attract to hire the required number of employees


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Reasons for using an agency (contd):

The firm wants to reach currently employedindividuals, who might feel more comfortable

dealing with agencies than with competingcompanies.

The firm wants to cut down on the time itsdevoting to recruiting.


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Advantages of using executive recruiters: Able to contact qualified, currently employed

candidates who are not actively looking tochange jobs

Can keep your companys name confidential untillate into the search process.

Save top managements time by advertising forthe position and screening applicants

Recruiters fee may turn out to be insignificant

compared with cost of executive time saved


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Campus recruiting Recruiting goalsx To determine if the candidate is worthy of further

considerationx To attract good candidates

Consists of:x On-site visits

x Internships


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Recruiting via the Internet


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tep 1: nalyze the job redictors: job specification (K Os)

Criterion: quantitativeand qualitativemeasures of

job success tep : Choose the tests

Test battery or single test?

tep 3: dminister the test Concurrentvalidationx Current employees scores withcurrent performance

redictivevalidationx Later-measured performance with prior scores


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tep 4: Relate Test cores and Criteria Correlationanalysis

x ctual scores on the test withactual performance

Step 5: Cross-Validateand Revalidate Repeat Step 3 andStep 4 withadifferent sample

ofemployees.


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Figure 63

Note: This expectancy chart shows the relation between scores

made on the Minnesota Paper Form Board and rated success of

junior draftspersons. Example: Those who score between 37


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1. Use tests as supplements.

. Validate the tests.

3. Monitor your testing/selection program

4. Keep accurate records.

5. Useacertified psychologist.

6. Manage test conditions.

7. Revalidate periodically.

Table 61


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organization must beable to prove: That its tests are related to success or failure

on the job (validity)

That its tests dont unfairly discriminateagainst minority or nonminority subgroups

(disparate impact).

O guidelines and laws apply toall

selectiondevices, includinginterviews, applications, and

references.


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Testingalternatives ifa selection

devicehas disparate impact: Instituteadifferent,valid selection procedure

that does not haveanadverse impact.

Show that the test is validinother words,

that it is avalid predictor of performanceon

the job.

Monitor the selection test to see if it hasdisparate impact.


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Figure 64Sour

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( : ) ourtes 0 of1 2

3 4 er5 issions.


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Under the merican sychologicalssociations standard for educational

and psychological tests, test takers

have the right: To privacy and information.

To theconfidentiality of test results.

To informedconsent regardinguseof these

results. Toexpect that only people qualified to

interpret the scores will haveaccess to them.

Toexpect the test is fair toall.


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Major types of tests used by employers Basic skills tests (45%)

Drug tests (47%)

sychological tests (33%)Useof testing

Less overall testingnow but more testing is usedasspecific job skills and work demands increase.x Screenout bador dishonest employees

x Reduce turnover by personality profiling

Sourceof tests Test publishers


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Types of tests Specialized work sample tests

Numerical ability tests

Readingcomprehension tests Clerical comparingandchecking tests

Online tests Telephone prescreening

Offlinecomputer tests Virtual inbox tests

Online problem solving tests


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Tests ofcognitiveabilities Intelligence Tests

x Tests ofgeneral intellectual abilities that measurea

rangeofabilities, including memory,vocabulary,verbal fluency, andnumerical ability.

ptitude tests

x Tests that measure specific mental abilities, suchas

inductiveanddeductive reasoning,verbalcomprehension, memory,andnumerical ability.


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Tests of motor abilities Tests that measure motor abilities, suchas finger

dexterity, manual dexterity, and reaction time.

Tests of physical abilities Tests that measure static strength,dynamic

strength, body coordination, and stamina.


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Figure 65

Whichgear will turn the same way as thedriver?

Source: Reproduced by permission. Copyright 1 a 67, 1 a 6a by The b sychological Corporation, New York, NY.c

ll rights

reserved.c

uthors note: 1 a 6a is the latest copyright on this test, which is still the mainoneused for this purpose.


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ersonality tests Tests that use projective techniques and trait

inventories to measure basicaspects ofan

applicants personality, suchas introversion,stability, and motivation.

Disadvantagex Personality testsparticularly the projective typeare the most difficult tests toevaluateanduse.

dvantagex Tests have beenused successfully to predictdysfunctional job behaviors and identify successfulcandidates for overseas assignments.


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xtraversion

The tendency to be sociable, assertive, active, and to experience positiveeffects, such as energy and zeal.

Emotional stability/neuroticism

The tendency to exhibit poor emotional adjustment and experiencenegative effects, such as anxiety, insecurity, and hostility.

Openness toexperience

The disposition to be imaginative, nonconforming, unconventional, andautonomous.

Agreeableness The tendency to be trusting, compliant, caring, and gentle.

Conscientiousness

Is comprised of two related facets: achievement and dependability.


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Interest inventories Personal development and selectiondevices that

compare the persons current interests with

thoseofothers now invarious occupations soastodetermine the preferredoccupation for the

individual.

Achievement tests

Test that measure what a personhas alreadylearned job knowledge inareas like

accounting, marketing,or personnel.


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Web-Based (Online) testing Eliminates costly and inefficient paper-and-

pencil testing processes.

Allows for role-playing by applicants.

Useofcomputer-based scoringeliminates rater

bias.

Provides immediate scoringand feedback of

results toapplicants.

Can be readily customized for specific jobs.


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Work samples Actual job tasks areused in testingapplicants

performance.

Work sampling technique A testing method basedon measuringan

applicants performanceonactual basic job

tasks.


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Figure 66


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Management assessment center Asimulation in which management candidates areasked to perform realistic tasks inhypotheticalsituations andare scoredon their performance.

Typical simulatedexercises include: The in-basket

Leaderless group discussion

Management games

Individual presentations Objective tests

The interview


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Video-Based situational testing

Asituational test comprisedof several video

scenarios,each followed by a multiplechoice

question that requires thecandidate tochoose

from among several courses ofaction.

While theevidence is mixed, the results suggest

that video-based situational tests can beusefulfor selectingemployees.


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The miniature job trainingandevaluationapproach Candidates are trained to perform a sample

of the jobs tasks, and thenareevaluatedon

their performance.

Theapproachassumes that a person who

demonstrates that heor shecan learnand

perform the sampleof tasks will beable to

learnand perform the job itself.


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Extent of investigations andchecks Referencechecks (87%)

Backgroundemployment checks (6 %)

Criminal records (61%)

Driving records (56%)

Credit checks (35%)

Reasons for investigations andchecks Toverify factual information provided by

applicants.

Touncover damaging information.


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Figure 67

(Verify that theapplicant has provided permission beforeconducting

referencechecks)Candidate Name:

Reference Name: Company Name:

Dates ofEmployment: (From:and To:)

Position(s) Held: Salary History:

Reason for Leaving:

Explain the reason for your call andverify theabove information with the supervisor (including the

reason for leaving)

1.Pleasedescribe the typeof work for which thecandidatewas responsible.

. How would youdescribe theapplicants relationships withcoworkers, subordinates (ifapplicable),and

with superiors?

3. Did thecandidatehavea positiveor negativework attitude? Pleaseelaborate

4. How would youdescribe the quantity and quality ofoutput generatedby the former employee?

5. What werehis/her strengths on the job?

6. What werehis/her weaknesses on the job?

7. What is your overall assessment of thecandidate?

8. Would you recommendhim/her for this position? Why or why not?

. Would this individual beeligible for rehire? Why or why not?

Other comments?

Source: Society for Human Resource Management,

4.


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Sources of information for background

checks:

Former employers

Current supervisors

Commercial credit ratingcompanies

Written references


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Legal limitations on background

checks

Privacy Act of 1 74

Fair Credit ReportingAct of 1 7

Family Education Rights andPrivacy Act of

1 74 (and Buckley Amendment of 1 74)

Freedom of InformationAct of 1 66

1 Americans with Disabilities Act (ADA)


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Reference providers concerns

Fear of legal reprisal for defamation

Not wanting todamage theapplicantschances

Helping toget ridan incompetent employees


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Includeon theapplication form a

statement for applicants to signexplicitly

authorizinga backgroundcheck.

Use telephone references if possible.

Be persistent inobtaining information.

Ask open-ended questions toelicit more

information from references.Use references provided by the

candidateas a source for other

references.


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Concerns about checkingapplicant

histories Various equal employment laws discourage

or prohibit theuseof such information inemployee screening.

Courts view makingemployment decisions

basedon someones arrest recordas unfairly

discriminatory. TheEEOC says a poor credit history should

not by itself preclude someone from gettinga

job.


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Step 1Disclosureandauthorization. Inform theemployee/applicant that a report will

be requestedandobtain writtenauthorization.

Step Certification. Theemployer must certify to the reportingagency that theemployer will comply with thefederal and state legal requirements.

Step 3Providingcopies of reports. Theemployer must providecopies of the report

to theapplicant or employee ifadverseaction iscontemplated.


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Step 4Noticeafter adverseaction. After theemployer provides theemployeeor

applicant withcopies of the investigative

reports anda reasonable periodhaselapsed, theemployer may takeanadverse

action.


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1. Check all applicable state laws.

o . Review the impact of federal equal employment laws.

3. Remember the Federal Fair Credit ReportingAct.

4. Donot obtain information that yourenot going touse.

5. Remember that usingarrest information will behighly suspect.

6. Avoid blanket policies (suchas wehirenoone witha recordof

workerscompensationclaims).

7. Use information that is specificand job related.

8. Keep informationconfidential andup todate.

. Never authorizeanunreasonable investigation.

Figure 68

Source: Adapted from Jeffrey M. Hahn, Pre-Employment Services: Employers Beware?

Employee Relations Law Journal17, no. 1 (Summer 1 1), pp. 456 ; andShari Caudron,

Whoare you really hiring?, Workforce, November , pp. 83 .


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1 . Make sure youalways get at least two forms of identification

from theapplicant.

11. Always requireapplicants to fill out a job application.

1 . Compare theapplication to the rsum

13. Particularly for executivecandidates, include background

checks of such things as involvement in lawsuits,andofarticles

about thecandidate in local or national newspapers.

14. Separate the tasks of (1) hiringand ( ) doing the background

check.

Figure 68 (contd)

Source: Adapted from Jeffrey M. Hahn, Pre-Employment Services: Employers Beware?

Employee Relations Law Journal17, no. 1 (Summer 1 1), pp. 456 ; andShari Caudron,

Whoare you really hiring?, Workforce, November z z , pp. 83 .


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The polygraph (or liedetector) Adevice that measures physiological changes,

Theassumption is that suchchanges reflect changes

inemotional state that accompany lying.EmployeePolygraphProtectionAct of 1 88.

Prohibits employers (in most all cases) from

conducting polygraphexaminations ofall job

applicants and most employees. Also prohibitedareother mechanical or electrical

devices including psychological stress evaluators

andvoice stress analyzers.


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Employers withcontracts involving: National defenseor security

Nuclear-power (Department ofEnergy)

Access tohighly classified information Counterintelligence (the FBI or Department of

Justice)

Other exceptions

Hiringof private security personnel Hiring persons withaccess todrugs

Conductingongoing investigations involving

economic loss or injury toanemployers business.


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Paper-and-pencil honesty tests

Psychological tests designed to predict job

applicants proneness todishonesty andother

forms ofcounterproductivity.

Measureattitudes regarding things like

toleranceofothers who steal,acceptanceof

rationalizations for theft, andadmissionof theft-relatedactivities.


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Ask blunt questions.Listen, rather than talk.Doacredit check.

Check all employment and personalreferences.

Use paper-and-pencil honesty tests andpsychological tests.

Test for drugs.Establisha search-and-seizure policy andconduct searches.


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Graphology (handwritinganalysis) Assumes that handwriting reflects basic

personality traits.

Graphologys validity is highly suspect.

Source: Reproduced with permission from KathrynSackhein, HandwritingAnalysis

and theEmployeeSelectionProcess (New York: Quorum Books, 1 ), p. 45.Figure 68

HandwritingExhibit Used by Graphologist


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Reasons for preemployment medicalexaminations: Toverify that theapplicant meets the physical

requirements of the position

Todiscover any medical limitations you should takeintoaccount in placing theapplicant.

Toestablisha recordand baselineof theapplicantshealth for future insuranceor compensationclaims.

To reduceabsenteeism andaccidents Todetect communicablediseases that may beunknown to theapplicant.


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Types of screening: Before formal hiring

After a work accident

Presenceofobvious behavioral symptoms

Random or periodic basis

Transfer or promotion tonew position

Types of tests Urinalysis

Hair follicle testing


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Issues Impairmentversus presence

Recreational useversus habituation

Intrusiveness of procedures

Accuracy of tests

Drug FreeWorkplaceAct of 1 88

Americans with Disabilities Act


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1. Hireonly citizens andaliens lawfully authorized to work in

the UnitedStates.

. Adviseall new job applicants of your policy.

3. Requireall new employees tocompleteand sign the INS I-

form tocertify that they areeligible for employment.

4. Examinedocumentation presented by new employees,

record informationabout thedocuments on theverification

form,and sign the form.

5. Retain the form for three years or for one year past theemployment of the individual, whichever is longer.

6. If requested, present the form for inspection by INSor

Department of Labor officers.


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negligent hiring

reliability

testvalidity

criterionvaliditycontentvalidity

expectancy chart

interest inventory

work samples

work sampling technique

management assessment center

6 - Recruitment and Selection

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