Hires 5 Offers 10 Interviews 40 Invites 60 Applicants 240 Adapted from R.H. Hawk, The Recruitment Function (New York: American Management Association, 1967). Yield Pyramid

Yield Ratio and Time Vary as a Function of Recruitment Source Recruitment Sources (Techniques) Newspaper advertising Trade publications In-house referrals On-site interviews Executive search firms Web sources (e.g., Monster, Inc, Company web page) Which one(s) to use? Cost per hire Type of job (knowledge and skill set required) Time involved (level of “scrutiny”) Applicant quality

Realistic Job Preview Effects RJP VACCINATION OF EXPECTATIONS SELF SELECTION INTERNAL FOCUS OF CONTROL COMMITMENT TO CHOICE OF ORGANIZATION ROLE CLARITY COPING MECHANISMS DEVELOP FOR NEW JOBS INVOLUNTARY TURNOVER JOB PERFORMANCE NEEDS ARE MATCHED TO ORGANIZATIONAL CLIMATES JOB SATISFACTION VOLUNTARY TURNOVER TENURE IN THE ORGANIZATION Perception of Caring and Honesty

1) The 1 st day on the job is crucial! It is important to manage it well and make it a positive time. Employees remember it for years, particularly if it is an unpleasant experience 2) Impressions formed during the first days are difficult to alter. So, it is important to make this time a positive experience for newly-hired employees 3) Ensure that new employees see how their job fits within the framework of the overall organization. (As such, the organization needs to communicate information about it’s goals and objectives) 4) Avoid ‘information overload.” It’s best to provide the new employee with information in reasonable amounts and in a meaningful sequence 5) Ensure that the new employee’s immediate supervisor is ultimately responsible for the orientation program 6) Social and family adjustment concerns should be addressed in the orientation program Basic Orientation Principles

Simple Regression Equation Multiple Regression y = a + bx Test Score Slope y-intercept Predicted Score  y = a + b x + b x + b x ….. Predicted Score  y-intercept Weights Regression Basic Process: All applicants take every test. Scores are weighted and combined to yield a predicted score for each applicant. Applicants scoring above a set cutoff score are considered for hire Key Point: Regression is a compensatory approach. That is, a high score on one test can compensate for a low score on another. Best for tests to not relate to each other, but relate highly to the criterion.

How Four Job Applicants with Different Predictor Scores Can Have the Same Predicted Criterion Score Using Multiple Regression Analysis Applicant Score on X Score on X Predicted Criterion Score 1 2 A B C D Note: Based on the equation Y = 4X + 2X. 1 2  Compensatory Example

Predictor 1 Criterion Predictor 2 R = r + r For example, if r =.60 and r =.50, then R = (.60) + (.50) = = c.12 1c 2c 1c 2c c.12 r r 1c 2c Independent Predictors

R = 2 c.12 r r - 2r r r 2 1c 2c 12 1c 2c For example, if the two predictors intercorrelate.30, given the validity coefficients from the previous example And r =.30, we will have 12 R = =.47 2 c r 2 12 (.60) + (.50) - 2(.30)(.60)(.50) 2 1 – (.30) 2 rr r 1c 2c 12 Interrelated Predictors Predictor 1 Predictor 2 Criterion

WAB Pass Fail Cutoff score Paper & Pencil Math Test Pass Fail Cutoff score Paper & Pencil Aptitude Test Pass Fail Cutoff score Basic Process: All applicants take every test. Applicant must achieve a passsing score on every test to be considered for hire. Key Point: A multiple cut-off approach can lead to different decisions regarding who to hire versus using a regression approach. Multiple Cutoff Approach

Interview Pass Fail Cutoff score Paper & Pencil Knowledge Test Pass Fail Cutoff score Work Sample Test Pass Fail Cutoff score Multiple Hurdle Approach Basic Process: All applicants take the 1 st test. Pass/fail decisions are made on the 1 st and subsequent tests and only those who pass can continue on to the next test [a sequential process]. Key Points: Useful when a lengthy, costly, and complex training process is required for the position. Eliminated from the selection process

Predicted Criterion Scores (in Z-score units) for Three Applicants To Each of Three Job and Assignments Made under Three Alternative Classification Strategies Number of workers Placed according to Their highest talent Number of Jobs adequately held Worker A Worker B Worker C Minimum Qualification score (in Z-score units) Classification Strategies: Place each according to his best talent (vocational guidance) Fill each job with the most qualified person (pure selection) Place workers so that all jobs are filled by those with adequate talent (cut and fit) Job 1 Job 2 Job B C A 1 1 A A A 1 1 A B C 3 0 Source: From Applied Psychology in Personnel Management (2 nd ed) by Wayne Casco Reprinted with permission of Reston Publishing Company. A Prentice Hall Company Sunset Hills Read, Reston, VA