Copyright © Houghton Mifflin Company. All rights reserved. 6–16–1

6–26–2 Recruitment Philosophy Internal or External Sources? Fill current vacancies or hire for long term potential? How important is diversity? Are applicants commodities or customers? What recruitment practices are unethical?

Copyright © Houghton Mifflin Company. All rights reserved. 6–36–3 Recruiting Targeted Groups Campus Recruiting Older Workers Disabled Workers Disadvantaged Workers Minorities Passive Job Seekers

Copyright © Houghton Mifflin Company. All rights reserved. 6–46–4 Realistic Job Preview Reduces early turnover and dissatisfaction via: –Self-Selection out if the job doesn’t fit –Increased Commitment to an Informed Decision –Lowered Expectations, less gap with reality –Improved Coping with job difficulties

Copyright © Houghton Mifflin Company. All rights reserved. 6–56–5 Note on Hiring - Roberts “Executives make up their minds about whether they like a candidate in the first 20 seconds and spend the next half-hour justifying their decision. It’s called the `halo effect.’ Once you have formed an opinion, you only see what you want to see”

Copyright © Houghton Mifflin Company. All rights reserved. 6–66–6 Note on Hiring - Roberts Are the personal characteristics for which they are searching a true reflection of the qualities needed to perform the job, rather than being merely a reaction to the kind of person you like as a friend or tennis partner?

Copyright © Houghton Mifflin Company. All rights reserved. 6–76–7 Note on Hiring - Roberts Objective: –Fit between individual and job’s requirements –Find persons whose skills, abilities and personal characteristics suit job

Copyright © Houghton Mifflin Company. All rights reserved. 6–86–8 Note on Hiring - Roberts Requires… Fleshing out position requirements, accurately, completely Assessing applicants’ fit with requirements

Copyright © Houghton Mifflin Company. All rights reserved. 6–96–9 Note on Hiring - Roberts Two factors for analyzing requirements and fit Background – education, experience Personal factors – intellectual, personality, motivation

Copyright © Houghton Mifflin Company. All rights reserved. 6–10 Note on Hiring - Roberts BACKGROUND Education Experience = WHAT a recruit does/has done

Copyright © Houghton Mifflin Company. All rights reserved. 6–11 Note on Hiring - Roberts Experience Industry –“Specific knowledge” required Functional –Focus on skills, not title Company –Culture matters Level –Scope, decision making, responsibility

Copyright © Houghton Mifflin Company. All rights reserved. 6–12 Note on Hiring - Roberts PERSONAL FACTORS Intellectual ability Personality Motivation = HOW a recruit does/has done his/her work

Copyright © Houghton Mifflin Company. All rights reserved. 6–13 Note on Hiring - Roberts Intellectual Ability Analytical ability – problem definition, resolution Creative ability – new ideas, solutions Decision-making style

Copyright © Houghton Mifflin Company. All rights reserved. 6–14 Note on Hiring - Roberts Personality Behavior is linked to personality 4 Basic Traits –Dominance – exertion of power over people, events –Extroversion – social interactions –Patience – pace of activity –Formality – attention to rules, structure

Copyright © Houghton Mifflin Company. All rights reserved. 6–15 “Big Five” Personality Dimensions 1. Extraversion --- introversion 2. Friendliness, agreeableness --- hostility, non-compliance 3. Neuroticism --- emotional stability 4. High conscientiousness --- low conscientiousness 5. High openness to experience --- low openness to experience

Copyright © Houghton Mifflin Company. All rights reserved. 6–16 Note on Hiring - Roberts Also think about: Types, set of tasks performed Traits that will translate into good performance Personalities and management styles of peers, superiors, subordinates

Copyright © Houghton Mifflin Company. All rights reserved. 6–17 Note on Hiring - Roberts Motivation How much effort will he/she apply? Goals Interests Energy

Copyright © Houghton Mifflin Company. All rights reserved. 6–18 Note on Hiring - Roberts The Interview All appear successful! Digging behind to get facts Forming opinion of success patterns Must have an agenda

Copyright © Houghton Mifflin Company. All rights reserved. 6–19 Note on Hiring - Roberts Agenda Verify and expand on information Have agenda: don’t let resume be it = only opportunity to probe personal factors Probe responsibilities Look for translation to success

Copyright © Houghton Mifflin Company. All rights reserved. 6–20 Note on Hiring - Roberts Interview Strategy Topic opener: “Tell me about…Describe..” Self-appraisal –Follow up to opener –Specific behavior, thinking –Particular qualities leading to success –Test link between self-assessment and behavior Situation-based questions

Copyright © Houghton Mifflin Company. All rights reserved. 6–21 Note on Hiring - Roberts Situation-based Questions Problem – how dealt with Continuum – self-assessment (patient v. demanding) Comparison – ask for views on different situations related to job Future assessment – projecting performance

Copyright © Houghton Mifflin Company. All rights reserved. 6–22 Effective Structured Interview Formats Situational Interview –What would you do if two of your subordinates were having a conflict? Behavior Description Interview –Tell me about a time two of your subordinates were having a conflict. What did you do? How well did it work? What else did you try?

Copyright © Houghton Mifflin Company. All rights reserved. 6–23 Figure 8.7 Cone Method of Semistructured Interviewing

Copyright © Houghton Mifflin Company. All rights reserved. 6–24 Evaluation and Benchmarking of Recruitment Measures of Recruitment Success –Satisfaction of Internal Clients –Cost per Hire –Time to Fill –Quality of Hires Differential Quality of Recruiting Sources

Copyright © Houghton Mifflin Company. All rights reserved. 6–25 Assessing Job Candidates: Tools for Selection The Selection Process Application Blanks and Biodata Tests Interviews Physical Testing Reference and Background Checks Selecting Managers Criteria for Choosing Selection Devices

Copyright © Houghton Mifflin Company. All rights reserved. 6–26 The Interview Interrater reliability of interviews may be low Validity of interviews depends on structure –Unstructured interviews are least valid –Semi-structured interviews have some pre-planning and some tailoring to the candidate –Structured interviews (same questions asked of each candidate) based on a job analysis are most valid

Copyright © Houghton Mifflin Company. All rights reserved. 6–27 Interviewer Errors and Biases –Similarity Error –Contrast Error –Overweighting of Negative Information –Race, Sex, and Appearance Bias –First Impression Error –Halo Error –Nonverbal Factors –Faulty Listening and Memory

Copyright © Houghton Mifflin Company. All rights reserved. 6–28 Improving the Interview Base questions on a thorough job analysis Use a more structured format Use situational and/or behavior description questions Have interview conducted by a trained panel of interviewers Assess only qualities that are visible in interviews

Copyright © Houghton Mifflin Company. All rights reserved. 6–29 Benefits of Careful and Strategic Selection Tradeoff with training/socialization –Hire more carefully, less training may be needed –Hire less carefully, train more afterwards Improved performance Effective strategy implementation –Hire the kind of people needed to implement strategy Sustainable competitive advantage –Match strategy to the unique human resources you have

Copyright © Houghton Mifflin Company. All rights reserved. 6–30 Biodata Biodata is any personal history information, from WAB, biodata questionnaire, or experience/accomplishment record May be valid because: –verifiable, non-fiction –only relevant items are weighted –point-to-point correspondence with job demands –may reflect job-relevant personality traits/values –assesses both cognitive and non-cognitive attributes

Copyright © Houghton Mifflin Company. All rights reserved. 6–31 Tests A test is a standardized sample of behavior, allowing candidates to be compared easily. Cognitive ability tests are often highly valid predictors of job performance. Tests are legal if they produce no adverse impact OR validly predict job performance.

Copyright © Houghton Mifflin Company. All rights reserved. 6–32 Work Sample and Trainability Tests Work sample tests are used to select individuals who already must know how to perform critical job tasks. Trainability tests are used when candidates are not expected to know the job, to assess their aptitude for learning it. Both have face validity, content validity, and usually predictive validity.

Copyright © Houghton Mifflin Company. All rights reserved. 6–33 Personality Tests Can predict non-cognitive aspects of job success with low to moderate validity May have incremental validity over cognitive tests

Copyright © Houghton Mifflin Company. All rights reserved. 6–34 Selecting Managers Assessment Centers –Multiple assessees –Multiple assessors –Multiple exercises: In-basket test, leaderless group discussion, interview, tests Valid but expensive

Copyright © Houghton Mifflin Company. All rights reserved. 6–35