Ch 3 -_recruitment_selection

CHAPTER 4RECRUITMENT & SELECTION

HANIZA/PB501/PSA 6-1

RECRUITMENT

• Process of attracting individuals on a timely basis, in sufficient numbers, with appropriate qualifications, and encouraging them to apply for jobs with an organization


SELECTION Process of choosing from group of

applicants the individual best suited for par ticular position and organization

Goal of selection process is to properly match people with jobs and organization


Selecting wrong person for any job can be costly

Costs an average of 2.5 times individual’s salary to replace an employee who does not work out


ENVIRONMENTAL FACTORS AFFECTING THE SELECTION PROCESS

Other HR functionsLegal considerationsDecision-making speedOrganizational hierarchyApplicant poolType of organizationProbationary period


OTHER HR FUNCTIONS

Selection process af fects, and is af fected by, vir tually every other HR function.


LEGAL CONSIDERATIONS

o Human resource management is greatly influenced by legislation, executive orders, and cour t decisions

o Guiding principle - Why am I asking this question?

o If information is job related, asking for the information is usually appropriate


SPEED OF DECISION MAKING

Time available to make selection decision can have major ef fect on selection process


ORGANIZATIONAL HIERARCHY

Dif ferent approaches to selection are generally taken for f i l l ing positions at dif ferent levels in organization


ORGANIZATIONAL HIERARCHY (CONT.)

Extensive background checks and multiple interviews would most l ikely apply for executive position

An applicant for clerical position would probably take word processing test and perhaps have shor t employment interview


APPLICANT POOL

Number of qualif ied applicants recruited for a par ticular job


TYPE OF ORGANIZATION

Prospective employees in private sector screened with regard to how they can help achieve profit goals

Government civil service systems identify qualif ied applicants through competitive examinations

Individuals considered for positions in not-for-profit organizations must be qualif ied and dedicated to work


PROBATIONARY PERIOD

Period that permits evaluating employee’s abil ity based upon per formance

May be a substitute for cer tain phases of the selection process

Job related


Recruitment Sources and Methods

• Recruitment sources: Place where qualified individuals are found

• Recruitment methods: Means by which potential employees can be attracted to firm


INTERNAL SOURCES OF RECRUITMENT

o PROMOTIONo EMPLOYEE REFERRALS


ADVANTAGES & DISADVANTAGES OF INTERNAL RECRUITMENT


EXTERNAL SOURCES OF RECRUITMENT

High Schools and Vocational Schools Community Colleges Colleges and Universities Competitors in the Labor Market Former Employees Unemployed Military Personnel Self-Employed Workers Ex-Offenders


High Schools and Vocational Schools

• Clerical and other entry-level employees

• Some companies work with schools

• Companies may loan employees to schools

Haniza/PB501/PSA 5-19

Community Colleges

• Sensitive to specific employment needs in local labor market

• Graduate highly sought-after students with marketable skills


Colleges and Universities

• Professional, technical, and management employees

• Placement directors, faculty, and administrators


Competitors in the Labor Market

• When recent experience is needed, competitors and other firms in same industry or geographic area are important sources

• Smaller firms look for employees trained by larger organizations

• Poaching - Process of actively recruiting employees from competitors


Former Employees

• In past, punished with no-return policies

• Smart employers try to get their best ex-employees to come back.

• Also called boomeranging


Unemployed

• Qualified applicants become unemployed every day

• Companies go out of business

• Cut back operations• Merge with other firms

• Employees are fired


Military Personnel

• Proven work history - flexible, motivated, drug free

• Goal and team orientation


Self-Employed Workers

• Technical

• Professional• Administrative

• Entrepreneurial


Ex-Offenders

• Ex-offenders are a viable labor pool for restaurants, although at times controversial

• Often work third shift, where they don’t come in contact with customers

• Some organizations actively support hiring of ex-cons (Philadelphia)


ADVANTAGES & DISADVANTAGES OF EXTERNAL RECRUITMENT


Internal Recruitment Methods• Employee databases

• Job Posting• Job Bidding

• Internet• Intranet

• Company’s Online Newsletter


Job Posting and Job Bidding

• Job Posting - Procedure to inform employees that job openings exists

• Job Bidding - Permit individuals in organization who believe they possess required qualifications to apply for posted job


Employee Referrals

• Number one way people find a job

• Referrals better qualified and stay on job longer

• Recruit new hires through employee-referral incentive programs

• Employee enlistment - Unique form of employee referral where every employee becomes a company recruiter


EXTERNAL RECRUITMENT METHODS


Virtual Job Fair

• Online recruiting method engaged in by single employer or group of employers to attract large number of applicants

• Wider range of students than might attend live fair


Corporate Career Website

• Job sites accessible from company homepage that lists company positions available, providing way for applicants to apply for specific jobs

• Approximately 94% of Fortune 100 companies and 81% of Fortune 500 companies have corporate career Websites

• Should be used as a selling device that promotes the company to prospective job candidates


Online Recruitment

• Perhaps biggest change in way that organizations recruit

• Revolutionized way companies recruit employees and job seekers search and apply for jobs


THE SELECTION PROCESS EXTERNAL ENVIRONMENT INTERNAL ENVIRONMENT

Selection Tests

Preliminary Interview

Employment Interviews

Pre-Employment Screening: Background and Reference Checks

Selection Decision

Physical Examination

New Employee

Recruited Candidate

Rej

ecte

d A

pplic

ants

Review of Applications and Résumés


PRELIMINARY INTERVIEW

Removes obviously unqualif ied individuals

Positive benefits - Applicant may be qualif ied for another position with the f irm


REVIEW OF APPLICATIONS

Application form must reflect not only f irm’s informational needs, but also EEO requirements.

Essential information is included and presented in standardized format.

May vary from firm to f irm, and even by job type within organization


PREPRINTED STATEMENTS ON APPLICATION FORM

Cer tif ies that information provided on form is accurate and true

Should state position is employment at wi l l

Gives permission to have background and

references checked


REVIEW OF RÉSUMÉS

Résumé - Goal-directed summary of experience, education, and training developed for use in selection process

Professional/managerial applicants of ten begin selection process by submitting résumé

Includes career objective for specif ic position

Al l - impor tant concept of relevancy


ADMINISTRATION OF SELECTION TESTS

Advantages

Potential Problems using Selection Tests

Characteristics of Properly Designed

Selection Tests


ADVANTAGES OF SELECTION TESTS

Reliable and accurate means of selecting qualif ied candidates

Cost small in comparison

Identify attitudes and job-related ski l ls that interviews cannot recognize


POTENTIAL PROBLEMS USING SELECTION TESTS

Can do versus Will do

Legal l iabil it ies

Test anxiety


CHARACTERISTICS OF PROPERLY DESIGNED SELECTION TESTS

Standardization - Uniformity of procedures and conditions of administering test

Objectivity - Everyone scoring a test obtains same results

Norms - Frame of reference for comparing applicant's per formance with that of others


CHARACTERISTICS OF PROPERLY DESIGNED SELECTION TESTS (CONT.)

Reliabil ity - Provides consistent results

Validity - Measures what it is supposed to measure (Basic Requirement )

Requirement for Job Relatedness - Test must work without having adverse impact on minorit ies, females, and individuals with backgrounds or characteristics protected under law HANIZA/PB501/PSA 6-45

TYPES OF EMPLOYMENT TESTS

Cognitive aptitude

Psychomotor abil it ies

Job knowledge

Work sample (simulation)

Vocational interests

Personality

6-46HANIZA/PB501/PSA

COGNITIVE APTITUDE TESTS

Measures individual’s abil ity to learn, as well as to per form a job


PSYCHOMOTOR ABILITIES TESTS

StrengthCoordination

Dexterity


JOB KNOWLEDGE TESTS

Measure candidate's knowledge of duties of position for which he or she is applying

Are commercially available


WORK SAMPLE

Tests requiring applicant to per form task or set of tasks representative of job

Such tests by their nature are job related

Produces high val idity, reduces adverse impact, and is more acceptable to applicants


VOCATIONAL INTERESTS

Indicates occupation in which person is most interested and most l ikely to receive satisfaction from

Primary used in counseling and vocational guidance


PERSONALITY TESTS

Traits

Temperaments

Dispositions


EMPLOYMENT INTERVIEW

Goal-oriented conversation where interviewer and applicant exchange information

Continues to be primary method used to evaluate applicants

At this point, candidates appear to be qualif ied


INTERVIEW PLANNING

Compare applicant’s application and résumé with job requirements

Develop questions related to qualit ies sought

Prepare step-by-step plan to present position, company, division, and depar tment

Determine how to ask for examples of past job-related applicant behaviors


CONTENT OF THE INTERVIEW

Occupational experience

Academic achievement

Interpersonal skil ls

Personal qualit ies

Organizational f it


ORGANIZATIONAL FIT

Management’s perception of degree to which prospective employee wil l f it f irm’s culture or value system

Employees also should consider organizational f it when debating whether or not to accept a job of fer


CANDIDATE’S ROLE AND EXPECTATIONS

While interviewer provides information about company, it is impor tant for applicants to do their homework


TYPES OF INTERVIEWS

Unstructured

Structured


UNSTRUCTURED INTERVIEW

Asks probing, open-ended questionsEncourages applicant to do much of the talkingOf ten time consumingPotential legal woes


UNSTRUCTURED INTERVIEW EXAMPLES

Tell me about yourself.

What is your greatest strength?

What is your greatest weakness?

How wil l our company benefit by having you as an employee?


STRUCTURED INTERVIEW

Series of job-related questions asked of each applicant for par ticular job

Increases reliabil ity and accuracy by reducing subjectivity and inconsistency of unstructured interviews


STRUCTURED INTERVIEW (CONT.)

Situational questionsJob knowledge questionsJob-sample simulation questionsWorker requirements questions


BEHAVIORAL INTERVIEW

Applicants asked to relate actual incidents from past relevant to target job

Behavioral questions - Job relevant

Example: Relate a scenario where you were responsible for motivating others

Example: Describe situation where your exper tise made a signif icant dif ference


METHODS OF INTERVIEWING

One-on-one interview - Applicant meets one-on-one with interviewer

Group interview - Several applicants interact in presence of one or more company representatives

Board interview - Several f irm representatives interview candidate at same time

Multiple Interviews - Applicants are interviewed by peers, subordinates, and supervisors


POTENTIAL INTERVIEWING PROBLEMS: INAPPROPRIATE QUESTIONS

Most basic interviewing rule is: Ask only job-related questions

Interview is a test subject to same validity requirements as any other step in selection process

Historically, interview has been more vulnerable to charges of discrimination than any other tool used in selection process


POTENTIAL INTERVIEWING PROBLEMS: PREMATURE JUDGMENTS

Interviewers of ten make judgments about candidates in f irst few minutes of interview

Some interviewers believe their abil ity to “read” a candidate is superior

When this occurs, a great deal of potentially valuable information is not considered


POTENTIAL INTERVIEWING PROBLEMS: INTERVIEWER DOMINATION

Relevant information must flow both ways

Interviewers must learn to be good l isteners as well as suppliers of information


POTENTIAL INTERVIEWING PROBLEMS: PERMITTING NON-JOB RELATED INFORMATION

If candidate begins volunteering personal information not job related, interviewer should steer conversation back on course

While engaging in fr iendly chitchat with candidates might be pleasant, in our l i t igious society, i t may be most dangerous thing interviewer can do


POTENTIAL INTERVIEWING PROBLEMS: CONTRAST EFFECTS

Error in judgment may occur when interviewer meets with several poorly qualif ied applicants and then confronts a mediocre candidate

Last applicant may appear to be better qualif ied than he or she actually is

Opposite can also occur


POTENTIAL INTERVIEWING PROBLEMS: LACK OF TRAINING

Interview is much more than carrying on conversation with another person

Expense of training employees in interviewing ski l ls can be easily justif ied

What does “Tel l me about yourself” mean to a trained interviewer?


POTENTIAL INTERVIEWING PROBLEMS: NONVERBAL COMMUNICATION

Body language is a nonverbal communication method in which physical actions such as motions, gestures, and facial expressions convey thoughts and emotions

Interviewers should make conscious effor t to view themselves as applicants do to avoid sending inappropriate or unintended nonverbal signals


CONCLUDING THE INTERVIEW

When interviewer has obtained necessary information and answered applicant’s questions, he or she should conclude the interview

Management must then determine whether candidate is suitable for the open position and organization

Tell applicant that he or she wil l be notif ied of the selection decision shor tly


PRE-EMPLOYMENT SCREENING: BACKGROUND INVESTIGATIONS

Determine accuracy of information submitted or to determine if vital information was not submitted

Principal reason for conducting background investigations is to hire better workers


ELEMENTS TO VERIFYPrevious employment

Education verif ication

Personal reference check

Criminal history

Driving record

Civi l l i t igation

Workers’ compensation history

Credit history

Social security number


FAIR CREDIT REPORTING ACT

Act amended in 1997

Places new obligations on employers who use cer tain information brought to l ight through background investigations


PRE-EMPLOYMENT SCREENING: REFERENCE CHECKS

Information from individuals who know applicant that provide additional insight into information furnished by applicant and verif ication of i ts accuracy

Possible flaw - Vir tually everyone can name three or four individuals wil l ing to make favorable statements


PRE-EMPLOYMENT SCREENING: REFERENCE CHECKS (CONT.)

Laws on the books in many states and jurisdictions shield employers from liabil ity for harm to an ex-employee based on contents of job reference

There is a wait-and-see attitude among some employers


PRE-EMPLOYMENT SCREENING: REFERENCE CHECKS (CONT.)Two schools of thought with regard to supplying information about former employees

Don’t tel l them anything

Honesty is the best policy


CONTINUOUS BACKGROUND CHECKS

Not just for pre-employment any more People and events are ever-changing It has been estimated that every year 1-

2 out of every 1,000 existing employees acquire a new criminal record

In cer tain industries such as transpor tation, health care, and f inancial services, keeping a convicted worker on board can be disastrous

Only 5% of convictions lead to jail t ime 6-79HANIZA/PB501/PSA

SELECTION DECISION

Most crit ical step of al l

Person whose qualif ications most closely conform to requirements of open position and organization should be selected


TRENDS & INNOVATIONS: HIRING TEMPORARY EXECUTIVES

Organizations view hiring of new executive as two par ts

Begins search process for executive in traditional way

Executive is hired to cover position during t ime company is looking for new CEO

May become try -before-you-buy exercise


MEDICAL EXAMINATIONAmericans with Disabil it ies Act (ADA) does not prohibit pre-employment medical examinations. Determines point they may be administered during selection process

Directly relevant to job requirements

Determines whether applicant is physical ly capable of per forming the work


NOTIFICATION TO CANDIDATES

Results should be made known to candidates as soon as possible

Delay may result in f irm losing prime candidate

Unsuccessful candidates should also be promptly notif ied


APPLICANT TRACKING SYSTEM

Software application designed to help enterprise select employees more ef f iciently

Current systems permit human resource and l ine managers to oversee entire selection process

Often involve screening résumés and spotting qualif ied candidates, conducting personality and skil ls tests, and handling background checks


METRICS FOR EVALUATING RECRUITMENT/SELECTION EFFECTIVENESS Turnover Rate - Number of t imes on average

employees have to be replaced during a year

Recruiting Costs - Cost per hire determined by dividing recruiting expenses by number of recruits hired

Selection Rate - Number of applicants hired from group of candidates expressed as percentage

Acceptance Rate - Number of applicants who accepted the job divided by number who were of fered the job 6-85HANIZA/PB501/PSA

METRICS FOR EVALUATING RECRUITMENT/SELECTION EFFECTIVENESS (CONT.)

Yield Rate - Percentage of applicants from par ticular source and method that make it to next stage of selection process

Cost/Benefit of Recruitment Sources and Methods - For each method, there is a cost. For each method, there should be a benefit .

Time Required to Hire - Time required to f i l l a job opening is crit ical


Ch 3 -_recruitment_selection

Presentations & Public Speaking

Transcript of Ch 3 -_recruitment_selection