1. Job Analysis (e.g., Job requirements, KSAs HR Planning (e.g., # job openings, time frame) Job Description (e.g., job duties, benefits, applicant qualifications) Recruitment (e.g, methods, processing of applicants) Selection (e.g., assessment of KSAs Basic Recruitment Process

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

3. Recruitment Sources Recruitment Sources (Techniques) Newspaper advertising Trade publications In-house referrals On-site interviews Executive search firms Web sources (e.g., Monster.com, 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

4. Issue Affecting Recruitment Labor market (e.g., unemployment rate) Affirmative Action stance Attractiveness of the organization (e.g., image, perceived fairness, pay and benefits, climate, likeability of organizational members) Content of the job advertisement (e.g., amount of information, job duties, requirements, description of organization)

5. Realistic Job Preview Effects RJP VACCINATION OF EXPECTATIONS SELF SELECTION INTERNAL FOCUS OF CONTROL COMMITMENT TO CHOICE OF ORGANIZATION PERCEPTION OF HONESTY AND CARING ROLE CLARITY COPING MECHANISMS DEVELOP FOR NEW JOBS INVOLUNTARY TURNOVER JOB PERFORMANCE NEEDS ARE MATCHED TO ORGANIZATIONAL CLIMATE JOB SATISFACTION VOLUNTARY TURNOVER TENURE IN THE ORGANIZATION

6. Job AttributesPositive ExampleNegative Example Time PressuresThere is ample time to complete tasks before they are due. Many tasks you will be asked to perform have time deadlines that are difficult but necessary to meet. Closeness of supervisionYour supervisor stays out of your way and lets you do your job. Your supervisor frequently looks over your shoulder to make sure you are on top of things. Supportiveness of the culture Expectations are high but will be recognized when these expectations are met. Expectations are high and you can expect to be criticized for poor performance but seldom praised for good performance. Interactions with othersThe job requires frequent interaction with friendly and courteous people. The job requires frequent interaction with employees and customers who have not had their earlier concerns handled to their satisfaction. Positive and Negative Example of Four Job Attributes

7. Ratings of Job Opportunity Attributes Following A Recruitment Interview

8. Recruiter Characteristics --- Demographics (e.g., gender, race, age) Functional job area (similarity to job being recruited) Personality (e/g/. warmth, enthusiasm, supportive, personableness) Behavior (structured interview impact on college students) Administration of Recruitment --- Promptness of follow-up contact (short timeframe is best) Expenditures (no relationship; may depends on competition) Amount of information requested of applicant (more information = less # of applicants) Other Recruitment Issues

9. Money and time spent on recruiting by HR = 16% Evaluation of recruitment effectiveness (often limited to criteria such as meeting deadlines) Extent of recruiter training (most not trained; less than half of organizations used formal, standardized training programs) Source: Rynes, S. L., & Boudreau, J. W. (1986). College recruiting in large organizations: Practice, evaluation, and research implications. Personnel Psychology, 39, 729-757. Organizational Emphasis on Recruitment

10. 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 60-90 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

11. 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 1 1 2 2 3 3 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 Points: 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.

12. 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 25 0 100 B 0 50 100 C 20 10 100 D 15 20 100 Note: Based on the equation Y = 4X + 2X. 1 2  Compensatory Example

13. Predictor 1 Criterion Predictor 2 R = r + r For example, if r =.60 and r =.50, then R = (.60) + (.50) =.36 +.25 =.61 22 2 c.12 1c 2c 1c 2c c.12 r r 1c 2c Independent Predictors

14. 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.12 1 - 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

15. WAB 100 0 Pass Fail Cutoff score Paper & Pencil Math Test 100 0 Pass Fail Cutoff score Paper & Pencil Aptitude Test 100 0 Pass Fail Cutoff score Basic Process: All applicants take every test. Applicant must achieve a passing 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

16. Interview 100 0 Pass Fail Cutoff score Paper & Pencil Knowledge Test 100 0 Pass Fail Cutoff score Work Sample Test 100 0 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 Point: Useful when a lengthy, costly, and complex training process is required for the position. Eliminated from the selection process

17. 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 3 1.0 0.8 1.5 0.7 0.5 -0.2 -0.4 -0.3 -1.6 0.9 0.0 -2.0 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. 1982.