1. Strategic Recruitment & Selection
Chapter 6
Strategic Recruitment & Selection
References:
Strategic Human Resource Management by Jeffrey A. Mello
Human Resource Management by Mondy
Resource Person: Furqan-ul-haq Siddiqui

3. Staffing
Staffing
Process of recruiting & selecting prospective employees
Has significant impact on organization’s bottom line
Requires staffing process to become strategically focused
Recruitment & selection activities offer organization numerous choices to find & select new employees
Staffing decisions need to ensure employees fit organization’s culture
Staffing has a greater importance in service sector as technical skill alone do not guarantee high performance.

4. Recruiting Temporary versus permanent employees
1st strategic issue to address
Increase headcount temporarily or permanently should be strategically-driven
Basis for decisions is HR forecast
Temporary headcount increases can be obtained from specialized agencies
Temporary employees are paid higher than permanent employees but overall, they are less costly.
The use of temporary employees have been increased to the point where there are temporary employees on permanent basis.

5. These “Contingent Workers” can be of any job category from Interim CEO to labor class.
“Contingent workers can also allow a trail period for permanent employment consideration.

6. Advantages & Disadvantages of Internal & External Recruiting
If an organization decides to hire permanently, the first critical issue is weather to recruit internally or externally.
Advantages & Disadvantages of Internal & External Recruiting

7. Active vs Passive Approach of Recruitment
Passive approach involves job announcements through suitable communication channels and waiting to see who applies.
Active approach deals with targeting specific individuals within professional networks to ensure broad and most appropriate pool of applicants. This can be done through conferences, industry trade shows, networking events and social media etc. This approach can attract those suitable candidates who may not be actively looking for new job.

8. Active vs Passive Candidates
Active candidates are ones who are openly and actively looking for new job opportunities.
Further along the spectrum we have passive candidates. These people are employed and not currently seeking out new opportunities.

9. Recruiting When & how extensively to recruit Yield ratios
When do recruiting efforts need to begin?
How large an applicant pool needed?
Data from past recruiting efforts utilized
To answer questions where feasible
Adjust for changed conditions
Yield ratios
Offer information on how many applicants eliminated/remain at each step in recruitment process
Can determine proper or necessary size of applicant pool

10. Recruiting Pyramid

11. Recruiting Timeline

12. Sources of Recruitment
Internal Sources
Transfers
Job Postings
Skill
inventories
Informal Search

13. External Sources Advertising Employment Agencies - Private and Public
Employee Referrals/ Network Recruitment
Unsolicited Walk-In/Write-in Applicants
Internships
Executive Search Firms/Head Hunters
Job Fairs
Professional Associations
Universities & Colleges
Event Recruitment
Milk round
Social Media

19. 01/11/2014

20. Why Careful Employment Function is Important
Negligent hiring- The liability on an employer incurs when it fails to conduct a reasonable investigation of an applicant’s background and hires person with questionable background.
Negligent Retention. occurs where a party failed to remove an employee from a position of authority or responsibility after it became apparent that the employee was in fact misusing that authority or responsibility in a way that posed a danger to others.
Let's assume that you hire someone after checking to be certain that he or she has a good driving record. However, a year later, due to a personal crisis, he or she starts to drink heavily or to abuse drugs. You do not periodically check his or her driving record or periodically drug test him or her, and when he or she injures someone with a vehicle while on company business, or assaults someone, among other things, you are likely to be sued for Negligent Retention.

21. Avoiding Negligent Hiring Claims
Scrutinizing- Carefully scrutinize information supplied by the applicant on his or her employment application.
Reference check-Get the applicant’s written authorization for reference checks, and carefully check references.
Saving of information- Save all records and information you obtain about the applicant.
False Statement Conviction-Reject applicants who make false statements of material facts or who have conviction records for offenses directly related and important to the job in question.

23. Steps of Selection Process1
Initial Screening/Short listing 2
Test Call/Advertisement/Announcement 3
Employment Tests 4
Selection Interview 5
References & Background Checks 6
Medical Evaluation 7
Supervisory Interview 8
Realistic Job Previews 9
Hiring Decision/Job Offer
Rejected Applicants

24. Selection Process Issues
What makes a good test?
An employment test is considered "good" if the following can be said about it:
The test measures what it claims to measure consistently or reliably. This means that if a person were to take the test again, the person would get a similar test score.
The test measures what it claims to measure. For example, a test of mental ability does in fact measure mental ability, and not some other characteristic.

25. The test is job-relevant
The test is job-relevant. In other words, the test measures one or more characteristics that are important to the job.
By using the test, more effective employment decisions can be made about individuals. For example, an arithmetic test may help you to select qualified workers for a job that requires knowledge of arithmetic operations.
The degree to which a test has these qualities is indicated by two technical properties: reliability and validity

26. Selection Process Issues
Reliability
Consistency of measurement
Screening criteria should elicit same results in repeated trials across time & evaluators
In order to meaningfully interpret test scores and make useful employment or career-related decisions, you need reliable tools. Reliability is prerequisite for validity

27. Interpretation of reliability information from test
The reliability of a test is indicated by the reliability coefficient. It is denoted by the letter "r," and is expressed as a number ranging between 0 and 1.00, with r = 0 indicating no reliability, and r = 1.00 indicating perfect reliability.

28. Validity Validity is the most important issue in selecting a test.
Validity refers to what characteristic the test measures and how well the test measures that characteristic. Validity tells you if the characteristic being measured by a test is related to job qualifications and requirements.
Validity gives meaning to the test scores. Validity evidence indicates that there is linkage between test performance and job performance.

30. It can tell you what you may conclude or predict about someone from his or her score on the test. If a test has been demonstrated to be a valid predictor of performance on a specific job, you can conclude that persons scoring high on the test are more likely to perform well on the job than persons who score low on the test, all else being equal.
Validity also describes the degree to which you can make specific conclusions or predictions about people based on their test scores. In other words, it indicates the usefulness of the test.

31. It is important to understand the differences between reliability and validity. Validity will tell you how good a test is for a particular situation; reliability will tell you how trustworthy a score on that test will be. You cannot draw valid conclusions from a test score unless you are sure that the test is reliable. Even when a test is reliable, it may not be valid. You should be careful that any test you select is both reliable and valid for your situation.

33. Employment Tests
Employment tests are devices, used to assess the match between applicants and job requirements.
Cognitive aptitude
Psychological Tests
Job Knowledge
Performance Simulation Tests.
Vocational interests
Attitude & honesty Tests
Genetic Tests
Graphoanalysis
Polygraphs
A compelling and long-standing body of research proves that cognitive ability tests are the most powerful predictor of future work performance.  candidates with higher levels of cognitive ability are more likely to perform at a higher level on the job.

34. The Big Five Personality Dimensions
Characteristics of Person Scoring Positively on Dimension
1) Extraversion
Outgoing, talkative, social, assertive
2) Agreeableness
Trusting, good-natured, cooperative, soft-hearted
3) Conscientiousness
Dependable, responsible, achievement-oriented, persistent
4) Emotional stability
Relaxed, secure, unworried
5) Openness to experience
Intellectual, imaginative, curious, broad-minded

35. Interviewing Process Issues
Who should be involved?
Prospective supervisors, peers, subordinates
Which interview format?
Individual or group interviews
Common interviewer errors
Similarity errors
Contrast errors
First impression
Halo errors
Personal biases

36. Type of Interviews Stress interview
A form of interview that intentionally creates anxiety to determine how a job applicant will react in certain types of situations.
The stress interviewing technique is typically used for positions in which the job-seeker will be facing stress on the job, and the interviewer wants to see how well you can handle the pressure.
The interviewer may try to stress you in one of several ways, such as asking four or five questions in a row, acting rude or sarcastic, disagreeing with you, personal, religious and indecent queries or simply keeping you waiting for a long period.

37. Past behavior is best predictor of future behavior
Give me a specific example of a time when you had to conform to a policy with which you did not agree
Describe a time when you were faced with a stressful situation that demonstrated your coping skills.
Behavioral interview
A interview where applicants are asked to recall actual incidents from their past that are relevant to the targeted job to probe the candidate’s approach
Past behavior is best predictor of future behavior

38. A deadline for a project is near and it looks like you won’t meet the deadline. How would you handle this?
A customer comes in angry and upset mood. How would you handle this situation?
Situational interviews - Job-seekers are asked to respond to a specific situation they may face on the job. These types of questions are designed to draw out more of your analytical and problem-solving skills, as well as how you handle problems with short notice and minimal preparation.

39. In the knowledge society the most probable assumption and certainly the assumption on which all organizations have to conduct their affairs is that they need the knowledge worker far more than the knowledge worker needs them. (Peter F. Drucker)