1. Recruitment and Selection
Chapter Nine
Recruitment and Selection

2. Learning Objectives
Define the recruitment process and describe the factors that affect it
Identify the basic methods of recruitment and the roles different managers play
Explain how and why organizations attempt to recruit specific groups such as women, minorities and persons with disabilities
Define the selection process and the roles of the HR staff and other managers

3. Learning Objectives (cont’d)
Explain the concepts of reliability, validity, and job relatedness
Describe the main sources of information about job applicants
Identify the advantages and difficulties of testing procedures
Explain the different types of interviews, the problems that an interviewer must confront, and the characteristics of an effective interview

4. Recruitment process: definition
Recruitment is the process of finding qualified people and encouraging them to apply for work with the organization
1. The goal is to ensure that every available position attracts a sufficient number of qualified applicants.
2. For legal and ethical reasons, these applicants should include members of both sexes and various groups such as minorities and disabled workers.

5. The Recruitment Process
Organizational Factors
Environmental Factors
HR Roles

6. Organizational factors
1. The company’s reputation in terms of its products or services is probably the most important factor in its ability to attract workers. 2. Relations with labor unions affect public perceptions of the organization. 3. The company’s reputation for offering competitive or noncompetitive compensation affects recruitment efforts. 4. Perceptions of organizational culture and climate are passed on to potential applicants through an informal network of friends and relatives already working at the organization. 5. Cost is an important factor in recruitment.

7. External factors
1. The condition of the labor market and competition from other companies affect the supply of qualified applicants. 2. Economic trends influence both the number of people pursuing certain occupations and the demand for their services. 3. Social attitudes about particular types of employment also affect the supply of workers. 4. In some instances, unions may control the supply of applicants by referral through the union hiring hall. 5. Equal employment opportunity laws and affirmative action regulations affect recruitment programs.

8. Certain aspects of recruitment are normally assigned to human resources specialists.
a. Finding sources of applicants
b. Writing and placing advertisements
c. Contacting schools, agencies, and labor unions
d. Establishing procedures to guarantee equal employment opportunity
e. Administering the funds budgeted for recruitment

9. Other managers throughout the organization normally assume responsibility for other aspects of recruitment.
a. Predicting and describing staffing needs of their own departments b. Deciding what kinds of people are needed to fill each position c. Completing a personnel requisition form for each vacancy

10. Recruiting Within the Organization
Methods
Job Posting
Employee Referrals
Skills Inventories

11. Job posting
a. Involves announcing job openings to all current employees through bulletin board notices, printed announcements, or company newsletters that describe the nature of the position and the necessary qualifications.
a. Any employee interested in the position may bid on the job, that is, enter the competition for it.
b. Job posting can help ensure that minority and other disadvantaged workers become aware of opportunities to advance their careers.
c. A downside of job posting is that selection decisions may already have been made.

12. Employee referral
By other managers or support networks. Some firms pay bonuses for referrals if the person is hired.

13. Skills inventories
Computerized skills inventories can be used to identify employees with the attributes needed for a particular job.

14. Internal recruiting: advantages
Is often the most cost-effective option
Internal recruiting can raise morale and improve organizational climate
The employee is already known, and he or she will need less general training and orientation to the work environment

15. Internal recruiting: disvantages
1. If filling a gap in one department creates an equally critical gap in another, the best course may be to recruit from outside. 2. Promoting one individual from a successful team may cause resentment among other employees. 3. Occasionally, management is wise to bring in new blood to stay in touch with the competition and the market.

16. Recruiting Outside the Organization
The Internet and
Advertising
Placement Agencies in hight s. and univ.
Field Recruiting organization sends representatives to college campuses to invite prospective applicants to seek work with the organization.
Internships involve employment of a student before graduation. They give a student the opportunity to experience a company firsthand and the employer a chance to assess the student’s capabilities and potential.

17. Recruiting Outside the Organization (cont’d)
Other Strategies
Unsolicited Applicants In many instances, an unsolicited applicant may be the best applicant for a particular position.

18. Recruiting Specific Groups
Women
Men for Jobs Traditionally Held by Women
Minorities
Older Workers
The Disabled

19. Selection process
The process of choosing the best applicant for a specific job
In addition to planning the overall selection strategy, the human resources department is typically responsible for screening applicants to determine who will then be sent on to department heads or other managers for final evaluation.
2. The final hiring decision usually comes from the supervisor or manager in whose department there is an opening.

20. The Selection Process Judging on a variety of dimensions
Concrete and measurable (e.g., years of experience)
Abstract and personal (e.g., leadership potential)
Use of various selection devices (including application forms, reference checks, tests, and interviews)
Screening

21. Determining Selection Standards
Reliability and Validity
Reliability: consistency of results produced by a test or other selection device.
Validity: is the degree to which scores or rankings relate to success on the job.
Job Relatedness
- to be relevant to actual performance on the job; otherwise they are unjustifiable and illegal.

22. Sources of Information about Applicants
Application Forms
Biodata (biographical data, in a standardized format for easy access)
Weighted application form (biographical data, in a standardized format for easy access)
Reference Checks (involve communicating with previous employers and others who can provide pertinent information about the applicant.
Physical Examinations (to place employees in suitable jobs)

23. Selection Tests
Testing is often viewed as the most objective way of rating candidates on dimensions that may be vital to job performance.
Several categories of tests are associated with the selection process:
Types of tests
Measures of proficiency, achievement, knowledge
Measures of aptitude or potential ability
Measures of mental ability or intelligence
Measures of personality
Emotional intelligence
Polygraph, honesty, integrity tests

24. Selection Tests (cont’d)
Legal and ethical challenges
Intelligence tests
Personality tests
Polygraph tests
Honesty tests
Substance abuse testing

25. The Selection Interview
Although interviews can be the least objective part of the selection process, they are generally considered the most valuable.
Different Interview Scenarios
One-on-one interview
Videotape interviewing
Videoconferencing
Computer-assisted interviewing (the applicant is presented with a series of questions on a video screen, then answers on the keyboard)
Panel interview (one candidate meets with a panel of two or more representatives of the organization)
Group interview (commonly used for selection of managers, several candidates are interviewed at once)

26. The Selection Interview (cont’d)
Interview Techniques:
Structured or patterned interview
the interviewer follows a standard list of questions to ensure that all applicants are treated in the same way.
Nondirective interview
questions are held to a minimum and they are kept open‑ended so that the applicant will express thoughts and feelings that might be relevant to the job.
Situational-problem interview
often used in a group setting, applicants are given a specific problem to solve or project to complete to assess their leadership capacity and ability to work with others.

27. Whatever their format, interviews have a number of potential problems….
-Personal bias and stereotypes of the interviewer The halo effect, or the interviewer’s tendency to concentrate on strengths to the exclusion of other matters The horn effect, or the tendency to judge from one negative characteristic that the candidate is weak in all areas Improper phrasing and timing of questions

28. An effective interview includes the following characteristics:
The interviewer plans in advance and studies all material available on the candidate.
The interview takes place in a quiet setting.
The interviewer listens closely, avoids snap judgments, and attempts to understand the applicant’s own outlook.
The interviewer focuses on both technical qualifications for the job and intangible qualifications (such as motivation, energy, and enthusiasm).
The interviewer makes certain that the applicant understands the exact nature of the job.
The applicant is given a date by which he or she will learn the organization’s decision.
The interviewer writes notes on the interview and tries to allow for subjective factors that might influence judgment.

29. Selection Decision and Job Offer
The selection decision generally rests with the supervisor or head of the department in which the opening exists
-Typically, the human resources department approves the salary and benefits package to ensure that the compensation policy is carried out consistently.
-The job offer itself can be made by a supervisor, manager, or the human resources department.
-Negotiations are common.
-The human resources staff must also notify the applicants who failed to get the job.

30. Key Terms Recruitment Selection Job posting Bid Employee referral
Skills inventory
Job Service
Executive search firm
Field recruiting
Screening
Reliability
Validity

31. Key Terms (cont’d) Job relatedness
Uniform Guidelines on Employee Selection Procedures
Bottom-line principle
Adverse impact
Bio-data
Weighted application form
Reference checks
Negligent hiring
Emotional intelligence
Honesty test
Substance abuse testing
One-on-one interview
Videotape interviewing
Videoconferencing
Computer-assisted interview
Panel interview

32. Key Terms (cont’d) Group interview Structured or patterned interview
Behavior-based interview
Nondirective interview
Situational-problem interview
Halo effect
Horn effect

33. COMPREHENSIVE CASE DISCUSSION QUESTIONS
Based on your experience, make a list of companies that appear to follow most of the best recruiting practices discussed in this case.
Make a list of companies that in your collective judgments do not follow most of these recruiting practices.