Recruit and Selection Class 4 Hr m 2013

7/29/2019 Recruit and Selection Class 4 Hr m 2013

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Human Resource

Management Class 4

Recruitment in labor markets,selection and placement

Pcs,

26 February 2013


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Concepts and learning

objectives

To describe the phases in strategic recruiting anddecisions made in each phase

To discuss why Internet recruiting has grown andhow employers are conducting it

To list and discuss the external recruiting sourcesTo discuss factors to consider when evaluating

recruiting efforts

Describe the sequence of a typical selection

process

Identify the three types of selection tests and legal

concerns about their uses

Discuss several types of selection interviews and

some key considerations when conducting these


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Definitions

Recruiting:the process of generating a pool of qualified

applicants for organizational jobs

Labor markets:the external supply pool from which

organizations attract employees


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Strategic Approach to

RecruitingBenefits of a Strategic ApproachMatches recruiting activity with organizational and human

resource plans.

Acquiring the Right Human Capital Entails:Knowing the business and industry to successfully recruit

qualified employeesIdentifying keys to success in the labor market, including ways

to deal with competitors recruiting efforts

Cultivating networks and relationships with sources ofprospective employees

Promoting the company brand so that the organizationbecomes known as a good place to work

Creating recruiting metrics in order to measure theeffectiveness of recruiting efforts


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Strategic Recruiting Stages


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Labor Market Components 1

Labor markets:External supply pool from which organizations

attract employees

Tight versus Loose Labor MarketsLow unemployment creates competition for

employees, raising labor costs.

High unemployment results the availability of

more applicants and more qualified applicants.


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Labor force population:All individuals who are available for selection if all possible

recruitment strategies are used

Applicant population:

a subset of the labor force population that is

available for selection using a particular recruiting

approach

is influenced by:recruiting method

recruiting message

applicant qualifications required

administrative procedures


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Applicant poolall persons who are actually evaluated for

selection


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Recruiting Decisions that Affect the

Applicant Population

Recruiting methodAdvertising medium chosen, including use of

employment agencies

Recruiting messageWhat is said about the job and how it is said

Applicant qualifications required

Education level and amount of experiencenecessary, for example

Administrative proceduresWhen recruiting is done, applicant follow-up,

and use of previous applicant files


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Labor Markets and Recruiting

IssuesGeographic labor markets

Local

Regional markets: vary in terms of workforceavailability and quality

Global labor marketsControversial issue

Requires different approaches and understandingcompared to local labor markets

Regulations of the local governmentIndustry and occupational labor markets

Occupational labor markets are based on the KSAsrequired for the jobs

Educational and technical qualifications


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Strategic Recruiting Decisions

Organization-Based vs. OutsourcedRecruitingHR knows organization best

Outsourcing frees up time and decreases HRStaff

Professional Employer Organizations(PEOs) and Employee Leasing

Saves HR costs but increases total payrollcosts

Increases compliance with governmentregulations and requirements.

Benefits may be more available


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Typical Division of HR Responsibilities:

Recruiting


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Effective Recruiting

Recruiting

Presence and Image

Training ofRecruiters

Regular vs. Flexible

Staffing

EffectiveRecruiting


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Recruiting Presence and

ImageContinuousEmployer is kept in the recruiting market

College recruiting a relationship is built withthe school

IntensiveCampaignMay be a sign of ineffective HR planning

ImageIt has a significant effect on the number of

applicants!Should be part of the organizations marketing

efforts, and linked to the overall image andreputation of the organization and industry


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Training of Recruiters

What should they be trained in?Interviewing techniques

Communications skills

Knowledge of the jobs being filledEqual opportunity regulations

Sensitivity to diversity issues

Recruiters behaviors and actionsshould be regularly monitored!


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Regular vs. Flexible Staffing

Flexible StaffingThe use of workers who are not

traditional employees.

Temporary workersHiring temporary staff members or contracting

with agencies supplying temporary workers on

a rate-per-day or rate-per-week basis.

Independent contractorsWorkers who perform specific services on a

contract basis.


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Recruiting and Diversity Considerations


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Recruiting and EEO

considerations

Employment advertising

No direct or indirect references implying gender

of age are permittedEqual employment opportunity employer


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Recruiting Diverse Workers

Older WorkersMid-life career changers: Those who are

burned out in their jobs and career fieldsand leave voluntarily to try new fields

Displaced older workers: Those whohave worked but have been displaced,often involuntarily, through job reductionsor plant closings

Retirees: Those who took earlyretirement buyouts or formally retired fromprior jobs

Individuals with Disabilities


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Recruiting source choices:

InternalInternal: promoting from within the organization

Advantages:

morale of promotee and other employees

Can support the culture of employee engagement

better assessment of abilities

lower cost for some jobs

motivator for good performance

causes a succession of promotionshave to hire only at entry level

Transfers save orientation and training costs


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Internal

Disadvantages:Inbreeding - employee cloningpossible morale problems of those not

promoted

political infighting for promotionsJobs that require specialized training and

experience cannot be easily filled from theinside

need for management developmentprogramHiring for gaining business secrets -

P&G, Wal-Mart sued Amazon.com


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External

External: hiring from outside theorganization

Advantages:

new blood brings new perspectives

cheaper and faster than training

professionals

no group of political supporters inorganization already

may bring new industry insights


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External

Disadvantages:may not select someone who will fit the

job or the organization

may cause morale problems for internalcandidates not selected

longer adjustment or orientation time


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Internal recruiting

Internal recruiting processesOrganizational databases

Profiles containing background and KSA information on

current employees that allow for key word searches to

locate suitable candidates for open positions and careerdevelopment.

Job posting:

a system in which the employer provides notices of

job openings and employees respond to applythe purposeof the job posting system is to provide

employees more opportunities to move within the

organization


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Job posting potential

questionsWhat happens if no qualified employees

respond to postings?

Must employees inform their supervisors that

they are applying for another job?

Are there restrictions on how long an employee

must stay in a job before applying to another

one?

How much notice should an employee requiredto give before transferring to a new

department?

What types of or levels of job will not be

posted?


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Promotions and job transfers

Most often successful but:A persons performance on one job may not be a

good predictor of performance on another

because different skills may be required in the

new job!The created vacancies must be filled

Planning should occur before promotions not

afterwards!

Flat organizations - less chances for promotions

Glass ceilings


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Employee-Focused Recruiting

Current-Employee ReferralsA reliable source composed of

acquaintances, friends, and familymembers of employees that are

recommended by current employees.Can violate EEO regulations if it is the

sole source of applicants.

Re-recruiting of Former Employeesand ApplicantsIndividuals who have left for other jobs

might be willing to return.


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External Recruiting

Employment Agencies

and Headhunters

College and

University Recruiting

High Schools and

Technical Schools

Labor

Unions

External

Recruiting

Sources

Media Sources

and Job Fairs

Competitive

Sources


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External recruiting

College and university recruitingDeterminants of college and

university selection:

Current and anticipated job openingsCollege reputation

Experiences with placement offices andprevious graduates

Organizational budget constraintsCost of available talent and typical

salaries

Market competition


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Recruiting sources 1

School recruitingHigh schools

Vocational/or technical schools

Labor unions

Employment agencies and search firmsfees can be high!

Contingency firms

Retainer firmCEOs hired from the outside or promoted from

inside?


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Recruiting sources 2Competitive sourcesProfessional and trade associations

Trade publicationsMediabistro.com

Competitors

Media sourcesNewspapers, magazines, radio, tv, direct mail

Judging the success of the ad by the number ofresponses is a mistake!

Follow up: which sources produced employees whostayed longer and performed better

Job fairs and special eventsState employment agenciesunemployment

agency

What to Include in an Effective


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What to Include in an Effective

Recruiting Ad


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Internet Recruiting Methods

Job Boards

Professional/Career Web Sites

Employer Web Sites

E-RecruitingMethods


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Internet Recruiting 2

Advantages

Recruiting cost savings

Recruiting time savings

Expanded pool ofapplicants

Morale building forcurrent employees

Disadvantages

More unqualifiedapplicants

Additional work for HRstaff members

Many applicants arenot seriously seekingemployment

Access limited orunavailable to someapplicants


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Web

http://www.quintcareers.com/jobseeker_job_sites.html

http://www.quintcareers.com/career_centers/

http://jobline.hu//Default.aspx

http://www.hrportal.hu/http://www.profession.hu

http://jobpilot.hu/

http://www.monster.comhttp://www.monster.hu

http://cvonline.hu
http://www.quintcareers.com/jobseeker_job_sites.htmlhttp://www.quintcareers.com/jobseeker_job_sites.htmlhttp://www.quintcareers.com/career_centers/http://jobline.hu//Default.aspxhttp://www.hrportal.hu/http://www.profession.hu/http://jobpilot.hu/http://www.monster.com/http://www.monster.hu/http://cvonline.hu/http://cvonline.hu/http://www.monster.hu/http://www.monster.com/http://jobpilot.hu/http://www.profession.hu/http://www.hrportal.hu/http://jobline.hu//Default.aspxhttp://www.quintcareers.com/career_centers/http://www.quintcareers.com/jobseeker_job_sites.htmlhttp://www.quintcareers.com/jobseeker_job_sites.html


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Recruiting Evaluation and

Metrics

Evaluating

Recruiting

Satisfaction

Evaluating

Recruiting

Quality and

Quantity

Evaluating

the Time

Required to

Fill

Openings

Evaluating

Recruiting

Costs and

Benefits

Evaluating Recruiting Efforts


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Recruiting Source Value Index for

Employers

Source: Recruiting Source Value Index, Workforce Recruiting,

[email protected], November 9, 2006, 3.


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General Recruiting Process

Metrics

Yield ratiosA comparison of the number of applicants at one

stage of the recruiting process to the number at thenext stage.

Selection rateThe percentage hired from a given group of

candidates.

Acceptance Rate

The percent of applicants hired divided by totalnumber of applicants.

Success Base RateComparing the percentage rate of past applicants who

were good employees to that of current employees.


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Sample

RecruitingEvaluation

Pyramid


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Increasing Recruiting

Effectiveness

Technical Approaches Non-Technical Approaches

Resume mining software Applicant tracking

Employer career websites

Internal mobility tracking

system

Personable recruiters Emphasizing positives about the

job and employer within a

realistic job preview

Fair and considerate treatment

in the recruiting process

Enhancing applicants perceivedfit with the organization


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Selection and placement

Selection:

process of choosing individuals who have

needed qualifications to fill jobs in an

organizationGood training will not make up for bad

selection

Hire hard, manage easy


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Placement

Placement:fitting a person to the right job

Person-job fit:

Matching the knowledge, skills andabilities (KSAs) of people to the

characteristics of jobs (tasks, duties and

responsibilitiesTDRs).

Benefits of person-job fitHigher employee performance

Lower turnover and absenteeism


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Person-Organization fit

Individual Organization

Goals

Values

Interests

Expectatio

nsKSAs

Objectives and

strategies

Values Culture

Structure andmanagement

Rewards

The congruence between

individuals and

organizational factors.


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Criteria, predictors and job

performance 1

In an effective selection system you have

to know:

What constitutes effective job performance?

What employee characteristics are associated

with that performance?

Selection criterion:

characteristic that a person must have to do ajob successfully


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performance II

Predictors

The measurable or visible indicators of a

selection criterion

Validity:correlation between a predictor and job

performance


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Concurrent

andPredictive

Validity

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Job Performance Selection Criteria and


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Job Performance, Selection Criteria, and

Predictors

C it i di t d j b


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performance 2

Reliability:

of a predictor is the extent to which it

repeatedly produces the same results over

time

One predictor

Multiple hurdles

Compensatory approach


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Combining Predictors

Multiple HurdlesEstablishing a minimum cutoff (level of

performance) for each predictor, andrequiring that each applicant must scoreat least the minimum on each predictor tobe considered for hiring.

Compensatory Approach

Scores on all predictors are addedtogether, allowing a higher score on onepredictor to offset a lower score onanother predictor.


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Selection process flowchart

Applicant job interest

Pre-employment screening

Application form

Test Interview

Background investigation

Additional interview (optional)

Conditional job offer

Medical exam/drug test

Job placement


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The Selection Process 1

Legal Concerns in the SelectionProcessEqual employment opportunity (EEO)

laws and regulationsNon-discriminatory job-related selection

practices

Who is an applicant?The employer must have taken steps to fill a

particular job.The individual must follow the application

procedure.

The individual must have expressed interest in

a particular position.


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The Selection Process 2

Applicant Flow DocumentationEmployers must collect data on the race, sex,

and other demographics of applicants to fulfill

EEO reporting requirements.


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Applicant Job Interest

Realistic Job PreviewThe process through which a job

applicant receives an accurate picture of

the organizational realities of the job.Prevents the development of unrealistic job

expectations that cause disenchantment,

dissatisfaction, and turnover in new employees.


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Pre-Employment Screening

Pre-Screening InterviewPurpose: verify minimum qualifications

Electronic Screening

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There is a large volumeof applicants

Quality of hires needsto be increased

Hiring cycles needto be shortened

The cost of hiring needsto be reduced

There is a need to reachunvisited geographic areas

When To UseElectronicScreening


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Applications

Purposes of Applications

Record of applicants interest in the job

Provides a profile of the applicant

Basic record for applicants hired

Research effectiveness of the selection process

Resumes as Applications

Resumes are applications for EEO purposes.

Resumes should be retained for at least three

years.

A li ti Di l i d


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Application Disclaimers and

Notices

Employment-At-Will

References Contacts

Employment Testing

Application Time Limit

Information Falsification

ApplicationForm


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Application 5

Immigration formsEEO considerations and application formsIllegal questions:

Marital statusHeight/weight

Number and age of dependents

Information on spouse

Date of high school graduationContact in case of emergency

Resumes as applications


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Application 6

Reviewing application forms andresumes

Gaps in employment

Education completionResponsibility and job levels

Qualifications and accomplishments


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Selection testing 1

Ability testsCognitive ability tests: tests that measure an

individuals thinking, memory, reasoning, andverbal and mathematical abilitiesWonderlic Personnel Test, General Aptitude Test

Battery

Physical ability tests: measure individualabilities such as strength, endurance and

muscular movement

Psychomotor tests: measure dexterity, hand-eye coordination, arm-hand steadiness andother factors


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Selection testing 2

Ability testsWork sample tests: require an applicant to

perform simulated job task

Situational Judgment TestsMeasure a persons judgment in work

settings.

Assessment centersA series of evaluation exercises and tests

used for the selection and development ofmanagerial personnel.


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Selection testing 3

Assessment centersMultiple raters assess participants in

multiple exercises and problems that are

job content-related to the jobs for whichthe individuals are being screened.

Personality tests

Minnesota Multiphasic Personality

Inventory

Myers-Briggs

Big Five


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Myers-Briggs Type Indicator

Extroversion versus

introversion

Sensing versusintuition

Thinking versus

feeling

Judging versus

perceiving

Courtesy of Thompson Doyle Hennessey & Everest


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The big five

Paul Costa and Robert McRaeNOT personality types! Super traits

Six traits under five headings

O C E A N

openness extroversion

neuroticism conscientiousness

agreeableness


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Big Five Personality

Characteristics


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Selection testing 4

Honesty/integrity testingovert integrity tests

personality-oriented integrity tests

negative public relations impact!

invasion of individual privacy

Polygraph tests (lie detector)Polygraph testing in pre-employment is prohibited

(in most instances) by the Employee PolygraphProtection Act.

Exempt! In the US Federal, state, local governmentagencies, security companies, pharmaceuticalcompanies

P di ti lidit f diff t l


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Predictive validity of differentemployeeassessment methods 1

Measure Validity coeffcientastrology 0,0 !

graphology 0,02 !

Years of education 0,10Years of job experience 0,18

references 0,26

biodata 0,35

assessment centres 0,37

P di ti lidit f diff t l


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Predictive validity of differentemployeeassessment methods 2

Measure Validity coefficientpersonality assessments

0,40

integrity tests 0,41

structured interviews 0,51intelligence tests 0,51

work sampling 0,54

intelligence tests and work sampling 0,60

intelligence tests and structured interviews 0,63

intelligence and integrity tests 0,65

perfect selection 1,0


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Selection interviewing 1

Conducted at 2 levelsinitial: done by the HR department

in-depth: done by supervisors and the HR

departmentAim:

obtain additional information about the

applicant

clarify information gathered throughout

the selection process

Reliability and Validity of


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Reliability and Validity of

Interviews

Intra-rater reliability: interviewers who areconsistent in their ability to select individuals who

will perform well.

Inter-rater reliability: the extent to which differentinterviewers agree in the selection of individuals

who will perform well.

Face validity: a test that appears to be valid

because external observers assume, without proof,that it is.

Unstructured interviews are less reliable and less

valid than structured interviews.


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Selection interviewing 2

To minimize EEO concerns:identify objective criteria related to the job

sought by the interview

specify decision-making criteria usedprovide multiple levels of review for

difficult or controversial decisions

use structured interviews


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Types of selection interviews

Most effective Structured interviewsBiographical

Behavioral

Competency

Situational

Less structured interviews

Non-directiveStress

Least effective Unstructured

interviews


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Structured interviews 1

Uses a set of standardized questionsasked of all job applicants

Especially useful in initial screening

Reliable and validEnsures that you have similar

information about each candidate

Biographical InterviewFocuses on a chronological exploration of

the candidates past experiences.


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Behavioral interviewapplicants are asked to give specific

examples of how they performed a task or

handled a problem in the past

Assumes that past behaviors are good

predictors of future actions

Helps discover applicants suitability for current

jobs based on past behaviors.

Assumes that applicants have had experience

related to the problem.


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Competency InterviewSimilar to the behavioral interview except

that the questions are designedspecifically to provide the interviewer with

something to measure the applicantsresponse againstthat is, thecompetency profile for the position,which includes a list of competencies

necessary to do that particular job.Describe your most significant

accomplishment one question interview


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Situational interviewit is composed of questions about how

applicants might handle specific job

situations

questions are based on job analysis and

checked by job experts


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Less structured interviews

Nondirective interviewuses questions that are developed from

the answers to previous questions

difficulty: to keep it job related

subjective

Stress interview:designed to create anxiety and put

pressure on the applicant to see how theperson responds

high-risk approach for the employer


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Types of Selection Interviews

?


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Who does interviews?

Panel interviewseveral interviewers interview the

candidate at the same time

Team interviewapplicants are interviewed by the team

members with whom they will work

Video interviewing

Eff i i i i


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Effective interviewing

Planning!Review: pre-employment screening information

The application or the cv

The job description

Identify specific areas for questioning

Controlling the interview: knowing inadvance what information must becollectedQuestioning techniquesAvoid listening responses be friendly

and neutral


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Questions

CommonlyUsed in

Selection

Interviews

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Q ti t b id d


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Questions to be avoided

Yes/No questionsObvious questions

Questions that rarely produce a true

answerLeading questions

Illegal questions

Questions that are not job related

P bl i th I t i


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Problems in the Interview

Problems inthe Interview

Halo

Effect

Snap

Judgments

Negative

Emphasis

Biases and

Stereotyping

Cultural

Noise

Sources of Background Information


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Goals of background


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Goals of background

screening

To show that the employer exerciseddue diligence in hiring

to provide factual information about a

candidateto discourage applicants with

something to hide

to encourage applicants to be honeston applications and during interviews

Legal Issues in Background


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Legal Issues in Background

Investigations

Risks of negligent hiring and retentionEmployers are liable for employees actions.

Federal Privacy Act of 1974 requires signed

releases from applicants to avoid privacy issues.Negligent hiring

Occurs when an employer fails to check thebackground of an employee who injures someone.

Negligent retention

Occurs when an employer is aware an employeemay be unfit for employment, continues to employ

the person, and the person injures someone.

Medical examinations and


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Medical examinations and

inquiries

ADA and medical inquiriesDrug testing

Genetic testing

reasons:

link workplace health hazards andindividuals with certain geneticcharacteristics

make workers aware of genetic problems

that could occur in certain work situationsexclude individuals from certain jobs if

they have genetic conditions that increasetheir health risks

Fi l t f l ti


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Final step of selection

Making the job offer

Offer Guidelines

Formalize the offer with a letter to the

applicant clearly stating the terms andconditions of employment.

Avoid vague, general statements and

promises.Require return of a signed acceptance of the

offer.

Summary and implications for


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y p

future HR specialists

Recruiting is a process of generating a poolof qualified applicants for organizational jobsthrough a series of activitiesMust be viewed strategically

Evaluation of recruitment helps to identifysuccessful recruiting strategies and methodsSelection is a process that matches

individuals and their qualifications to jobs in

an organizationThe selection process must be handled bytrained, knowledgeable individualsTools that are used: tests interviews

Recruit and Selection Class 4 Hr m 2013

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Transcript of Recruit and Selection Class 4 Hr m 2013