Chapter 7: Recruiting, Selecting, 1.

Various potential employment - examining past data to predict

opportunities future demands
Training, and Developing Employees
➢ Financial income 2. Ratio analysis
➢ Job security - ratio between a particular
The Meaning of Recruiting
➢ Promotion opportunities business variable and the
Recruitment and Selection
➢ Benefits number of employees a
- The process of recruitment and selection are
➢ Challenging work assignments company needs
the means whereby organizations acquire new
The Recruiting and Selection Process 3. The scatter plot
human resources (Due to demand in labor
1. Workforce planning and forecasting - graphical method used to help
workforce)
2. Build a pool of candidates for these jobs by identify the relationship
- They work together and if carried out
recruiting internal or external candidates between two variables.
effectively, organizations will not only have the
3. Have candidates complete application forms
numbers but also the type of human resources
and undergo initial screening interviews Figure 7.1 Organizational and Individual Goals in
it needs for strategy implementation.
4. Use selection tools like tests, background Recruiting
investigations, physical examinations to - Shows the psychological contract
Recruiting
screen candidates 1. Organizational Goals
- Process of developing a pool of qualified
5. Decide who to make an offer to by supervisors a. Attract a pool of qualified candidates
applicants who are interested in working for
b. Keep pool at manageable size
the organization
Workforce Planning c. Provide realistic job previews
- Select the best individuals (those who possess
- Process of deciding what positions the firms 2. Individual Goals
the appropriate KSA)
will have to fill, and how to fill them. a. Meet work-related goals
- The process of locating, identifying, and
- Identify and address the gaps between the b. Meet personal goals
attracting capables to an organization
employer’s workforce today and its projected c. Address personal needs
- Organizational Goals:
workforce needs (Through forecasting and
1. Optimization of qualified applicant pool
looking into employees trends within Internal and External Recruiting
2. Generation of a pool of applicants who organization, retirees or employees leaving) Internal Recruiting
are both qualified and interested - Embrace all future positions from maintenance - Process of looking inside the organization for
3. Providing an honest and candid clerk to CEO existing qualified employees who are eligible
assessment of available jobs and ➢ Succession planning-executive jobs for promotion
opportunities - Employment plans are build on forecast - Given large number of lay-offs and workforce
- Prospective Employee (Applicant’s) Goal - Basic assumptions about the future reductions in recent years, potential applicants
1. Trend analysis
 are somewhere between the classification of
internal and external candidates
- First to consider:
a. Laid-off individuals without
termination (under union
contracts) Internal candidates
b. Officially terminated are
external candidates, but can be
considered
Methods of Internal Recruiting
1. Job posting
- Promotion or lateral transfer (same
effect in salary, just movement in
position)
2. Supervisory recommendations
- Not really recommended as some
supervisors may have certain biases
towards to their inner circle
Internal Recruiting
Advantages Disadvantages
Increases Motivation May foster stagnation
and stifle creativity
Sustains knowledge and May cause a ripple
culture effect (if you promote
someone to a higher
position, his position
will be vacant so you
need to hire someone
again)
Employees can see that Waste of time in
4. Word of mouth
there is really an posting openings and
opportunity for getting inside - Same with referrals
advancement (source of applicants 5. Advertisements
motivation - Use of different techniques such as tv
ads, newspaper
May be more committed 6. Employment Agencies
to the company
- Public employment agencies
Morale and engagement - Private employment agencies
may rise - Agencies associated with non-profit
orgs.
Brings the advantage of 7. Executive search firms
familiarity with the
- Headhunter
company (heritage,
8. College placements offices
culture, policies,
procedures, strategies, - Inexpensive method
ways - Can specify qualifications
➢ Major
Require less orientation ➢ Grade point average
and training
➢ Work experience
9. Digital recruiting
External Recruiting - More diverse group of applicants
- Process of looking to sources outside the - Time saving
organization for prospective employees 10. Internships
- On-the-job trainings
Methods of External Recruiting 11. Recruitment Process Outsourcers
1. Drawing from the general pool - Temporary workers and alternative
- If you already have a list of possible staffing
candidates ➢ Temporary agencies
2. Using referrals from existing employees 12. Offshoring and Outsourcing
- Use of employees; telling friends or ● Note: The organization is liable if an
recommendations organization engages in the services of
3. Using direct applicants or walk-ins discriminating agency. So that it is important
- Those who have submitted resumes
 that employment agencies offer equal of qualified applicants developed during the d. Predict which candidates will
opportunity to all recruiting process succeed on the job
- Once you have gathered applicants, it's time - Problematical items:
External Recruiting to identify who to select a. Education
Steps in the Selection Process b. Arrest record
Advantages Disadvantages 1. The recruiting process c. Criminal record
2. Gather information about pool of qualified d. Marital status
Bringing new ideas, new Motivational problems
applicants regarding the levels of requisite e. Membership in organization
perspectives, and new in the organization
ways of doing things knowledge, skills, and abilities possessed by f. Housing
each applicant g. Notification in case of emergency
Avoids ripple effects More expensive than - What they should look into:
internal a. Education, experience, and Basic Selection Criteria
attitude towards work 1. Education and experience
Current Trends in Recruitment b. Impression of current managers - Educational attainment
1. Recruiting a more diverse workforce about their likelihood of success 2. Personal characteristics
➢ Recruiting women 3. Evaluate applications of each applicant - Big Five Personality Traits
➢ Recruiting single parents - Application of explicit and implicit a. Neuroticism
➢ Older workers standards assessing how closely the b. Extraversion
➢ Recruiting minorities individual fits the desired profiles c. Openness to experience
➢ The disabled 4. Make decisions about employment offers d. Agreeableness
2. External Recruiting and Realistic Job e. Conscientiousness
Previews 3. Skills and abilities
- Realistic Job Previews Developing and Using Application Forms - Characteristics that an employee must
➢ Technique for ensuring that job - First step in the process possess
seekers understand the actual - Types of information provided by 4. Hiring for fit
nature of jobs available to them ➢ Make judgements on substantive - The firm might consider hiring a person
matters such as not because of skills alone, but whose
The Meaning of Selection a. Education and experience personal values or personalities align
Selection b. Applicant’s previous progress with the organization
- Concerned with identifying the best candidate and growth
or candidates for the job from among the pool c. Applicant’s stability based on Popular Selection Techniques
previous work record 1. Applications and background checks
 - Ask applicants to fill an employment
application
➢ Weighted application blank
(predicting person’s ability to
perform a job effectively)
➢ Biodata application blank
(more complex and detailed
assessments about the
background)
2. Employment tests
- Measure characteristics of an
individual
➢ Cognitive ability tests
➢ Psychomotor ability tests
➢ Personality tests
➢ integrity tests
3. Work simulations or work samples
4. Physical examinations
5. Personal interviews
a. Structured employment interview
b. Semi-structured employment interview
c. Unstructured employment interview
d. Situational interview
6. Other selection techniques
- References
- Recommendations
- Assessment centers
Personal Interviews Error
1. First Impression Error
- Project a professional image because
you are selling yourself so you need to
make a good impression; first
impressions last; sometimes
impressions are not what you really get
later on
2. Contrasts error
- Evaluation of a target person in a
group is affected by the level of
performance of others in the group.
3. Similarity error
- Familiarity; if the interviewer and you
came from the same school; bias
4. Non-relevancy
- External factors that may not be
included in interview questions such as
appearance, dress, etc.
5. Interviewer’s knowledge of the job
- Not familiar with the job
The Selection Decision - Multiple Indicators
By using multiple approaches, firms can
counterbalance the measurement error in one
selection technique against another
1. Banding
- Permits firms to select applicants from
some underrepresented group in the
organization while still ensuring high
performance standards
Selection Errors
Firms make at least one occasional selection error
and hire the wrong person
1. False Positives
- Applicants who are predicted to be
successful and are hired but who
ultimately fail
2. False Negatives
- Applicants who are predicted to fail and
are not hired but who would have been
successful if hired
How to address these errors?
a. Using more rigorous tests
b. Challenging interviews to selection decisions
Two Types of Looking into the instruments in the
selection process
Reliability
- Meaning: Consistency of a particular selection
device
- Test–retest reliability, alternate-forms reliability,
and internal consistency reliability (SAT
GMAT)
- All items on the test are measuring the same
thing
Validity
- Meaning: Scores on a test are related to
performance on a job
- Criterion-related validity
➢ extent to which a selection technique
accurately predicts elements of
performance
➢ Simulation or on the job performance
Legal and Effectiveness Issues in Recruiting and
Selection
Legal Issues
1. Organization faced with a prima facie case of
discrimination must prove that the basis for
selection decision was job related
- Solution: Demonstrated by
establishing the validity of a selection
instrument
2. Evaluating recruiting and selection
- Utility analysis:
➢ Determines the extent to which
a selection system provides
real benefit to the organization
➢ Calculating the costs involved
in the selection errors
Training Techniques
- A planned attempt by an organization to
facilitate employee learning of job-related
knowledge
➢ Teaching operational or technical
employees how to do their jobs more
effectively and efficiently
- Teaching managers and professionals the
skills needed for both present and future jobs
➢ Better understanding of how to work
more effectively
➢ How to better motivate employees
➢ How to make better decisions
Training and Development Techniques
1. Work-based programs
- Apprenticeships: Combination of
on-the-job training and classroom
instruction
- Vestibule training: Job is performed
under a condition that closely simulates
the real work environment
2. Instructional-based programs
- Lectures or discussions
- Computer-assisted instruction
- Programmed instruction
3. Management development
- Involves more generalized training for
future managerial roles and positions
4. Organizational development (OD)
- System-wide effort to increase the
organization’s overall performance via
planned interventions
- Techniques used include
a. survey
b. feedback,
c. third-party peacemaking,
d. process consultation