Session 4

Recruitment & Sellection : 

Recruitment & Sellection DANH NGUYEN NGUYEN, PhD. RODERIC J. MURRAY, MA.

Steps in the Selection Process : 

Steps in the Selection Process The recruiting process Gather information about pool of qualified applicants Evaluate qualifications of each applicant Make decisions about employment offers

Recruiting within the Organization : 

Recruiting within the Organization Benefits of a promotion-from-within policy: Capitalizes on past investments (recruiting, selecting, training, and developing) in current employees. Rewards past performance and encourages continued commitment to the organization. Signals to employees that similar efforts by them will lead to promotion. Fosters advancement of members within an organization. Limitations of a promotion-from-within policy: Current employees may lack the knowledge, experience or skills needed for placement in the vacant/new position. The hazards of inbreeding of ideas and attitudes (“employee cloning”) increase when no outsiders are considered for hiring. The organization has exhausted its supply of viable internal candidates and must seek additional employees in the external job market.

Internal Methods of Locating Qualified Job Candidates : 

Internal Methods of Locating Qualified Job Candidates Human Resources Information Systems (HRIS) Database systems containing the records and qualifications of each employee that can be accessed to identify and screen candidates for an internal job opening. Job Posting and Bidding Posting vacancy notices and maintaining lists of employees looking for upgraded positions.

Recruiting Outside the Organization : 

Recruiting Outside the Organization Labor Market Area from which applicants are to be recruited. Tight market: high employment, few available workers Loose market: low employment, many available workers Factors determining the relevant labor market: Skills and knowledge required for a job Level of compensation offered for a job Reluctance of job seekers to relocate Ease of commuting to workplace Location of job (urban or nonurban)

Outside Sources of Recruitment : 

Outside Sources of Recruitment Advertisements Unsolicited applications and resumes Internet recruiting Employee referrals Executive search firms Educational institutions Professional organizations Labor unions Public employment agencies Private employment agencies Temporary help agencies Employee leasing

Effectiveness of Recruitment Sources : 

Effectiveness of Recruitment Sources Source: David E. Terpstra, “The Search for Effective Methods.” From HRFocus, May 1996.

Factors That Motivate Top Talent : 

Factors That Motivate Top Talent Source: E. G. Chambers, H. Hanafield-Jones, S. M. Hankin, and E. G. Michaels, III, “Win the War for Top Talent,” Workforce 77, no. 12 (December 1998): 50–56.

Improving the Effectiveness of External Recruitment : 

Improving the Effectiveness of External Recruitment Realistic Job Previews Calculate Yield Ratios Training Recruiters ExternalRecruitment

External Recruitment Considerations : 

External Recruitment Considerations Yield Ratio Percentage of applicants from a recruitment source that make it to the next stage of the selection process. 100 resumes received, 50 found acceptable = 50% yield. Cost of Recruitment (per employee hired) SC = source cost AC = advertising costs, total monthly expenditure (example: $28,000) AF = agency fees, total for the month (example: $19,000) RB = referral bonuses, total paid (example: $2,300) NC = no-cost hires, walk-ins, nonprofit agencies, etc. (example: $0) H = total hires (example: 119)Cost to hire one employee = $414

External Recruitment Considerations : 

External Recruitment Considerations Sources of Organizational Recruiters Professional HR recruiters HR generalists Work team members Requirements for Effective Recruiters Knowledge of the recruited job’s requirements and of the organization Training as an interviewer Personable and competent to represent the organization Realistic Job Previews (RJP) Informing applicants about all aspects of the job, including both its desirable and undesirable facets. Positive benefits of RJP Improved employee job satisfaction Reduced voluntary turnover Enhanced communication through honesty and openness Realistic job expectations

Selection: Matching People & Jobs : 

Selection: Matching People & Jobs Selection The process of choosing individuals who have relevant qualifications to fill existing or projected job openings. Selection Considerations Person-job fit: job analysis identifies required individual competencies (KSAs) for job success. Person-organization fit: the degree to which individuals are matched to the culture and values of the organization.

The Goal of Selection: Maximize “Hits” : 

The Goal of Selection: Maximize “Hits”

Steps in the Selection Process : 

Steps in the Selection Process Figure 5.2 Note: Steps may vary. An applicant may be rejected after any step in the process. Completion of application Initial interview in HR department Employment testing(aptitude, achievement) Background investigation Preliminary selection in HR department Supervisor/team interview Medical exam/drug test Hiring decision

The Selection Process : 

The Selection Process Obtaining Reliable and Valid Information Reliability The degree to which interviews, tests, and other selection procedures yield comparable data over time and alternative measures. Validity Degree to which a test or selection procedure measures a person’s attributes.

Sources of Information about Job Candidates : 

Sources of Information about Job Candidates Application Forms Online Applications Biographical Information Blanks (BIB) Background Investigations Integrity and Honesty Tests Graphology Medical Examinations Employment Tests Interviews

The Basics of Resume Reading : 

The Basics of Resume Reading Good Lots of details A history of stability and advancement Strong, well-written cover letter Bad Sloppy overall appearance Unexplained chronological gaps Static career pattern Typos and misspellings Vaguely worded job descriptions Weasel wording (ex. ‘participate in’, ‘familiar with’) Job hopping Overemphasis on hobbies or interests outside of work.

Application Forms : 

Application Forms Application date Educational background Experience Arrests and convictions Country of citizenship References Disabilities

Biographical Information Blanks : 

Biographical Information Blanks Sample Questions: At what age did you leave home? How large was the town/city in which you lived as a child? Did you ever build a model airplane that flew? Were sports a big part of your childhood? Do you play any musical instruments?

Background Investigations : 

Background Investigations Checking References Letters of reference Mail and telephone checks Specific job-related information Negligent hiring liabilities Graphology The use of a sample of an applicant’s handwriting to make an employment decision. Medical Examinations Given last as they can be costly. Ensure that the health of an applicant is adequate to meet the job requirements. Provides a baseline for subsequent examinations

Employment Tests : 

Employment Tests Employment Test An objective and standardized measure of a sample of behavior that is used to gauge a person’s KSAs in relation to other individuals.

Employment Tests : 

Employment Tests Cognitive ability tests Psychomotor ability tests Personality tests Self-report inventories Measures of cognitive (mental) abilities such as general intelligence (g) expressed as IQ scores. Measures of physical abilities such as strength, eye-hand coordination, and manual dexterity. Measures of personal traits, or tendencies to act, which are relatively stable personal characteristics. Measures of applicant’s responses to statements that may or may not apply to that person. Projective technique Measures applicant’s subjective response to an ambiguous stimulus (inkblot). Integritytests Attempt to assess an applicant’s moral character and honesty.

Interviewing Methods : 

Interviewing Methods Nondirective Interview Structured Interview Situational Interview Behavioral Description Interview (BDI) Panel Interview Computer Interview Video interviews

Variables in the Employment Interview : 

Variables in the Employment Interview Applicant KSAs Education Experience Interests Perceptions Nonverbal cues Age, sex, race, etc. Context Purpose of the interview Law and regulations Economic issues Physical settings Interview structure Interviewer(s) Experience/training Age, sex, race, etc. Perceptions Nonverbal cues Goals INTERVIEW__________________ Process _____________________ Outcome(Hiring Decision)

Ground Rules for Employment Interviews : 

Ground Rules for Employment Interviews Establish an interview plan Establish and maintain rapport Be an active listener Pay attention to nonverbal cues Provide information freely Use questions effectively Separate facts from inferences Recognize biases and stereotypes Control the course of the interview Standardize the questions asked

Reaching a Selection Decision : 

Reaching a Selection Decision Selection Considerations: Are individuals to be hired according to their highest potential or according to the needs of the organization? At what grade or wage level to start the individual? Should selection be for employee- job match, or should advancement potential be considered? Should those not qualified but qualifiable be considered? Should overqualified individuals be considered? What effect will a decision have on meeting affirmative action plans and diversity considerations?

“Can-Do”and “Will-Do”Factors in Selection Decisions : 

“Can-Do”and “Will-Do”Factors in Selection Decisions “Can Do” ______________________________ Knowledge Skills Abilities “Will Do” ______________________________ Personality Values Motivation Job Performance

Selection Decision Models : 

Selection Decision Models Compensatory Model Permits a high score in one area to make up for a low score in another area. Multiple Cutoff Model Requires an applicant to achieve a minimum level of proficiency on all selection dimensions. Multiple Hurdle Model Only applicants with sufficiently high scores at each selection stage go on to subsequent stages in the selection process. Selection Ratio The number of applicants compared with the number of people to be hired. Cutoff Score The point in a distribution of scores above which a person is considered and below which a person is rejected.

Selection Process (cont’d) : 

Selection Process (cont’d) Final Decision Selection of applicant by departmental or immediate supervisor to fill vacancy. Notification of selection and job offer by the human resources department.