EMPLOYEE

SELECTION
Recruiting and Interviewing
I. Employee recruitment
II. Employment interviews
III. Job search skills
I. RECRUITMENT
•Recruitment - The process of attracting
employees to an organization.
•External recruitment - Recruiting employees
from outside the organization.
•Internal recruitment - Recruiting employees
already employed by the organization.
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RECRUIMENT METHODS
1. Advertisements
2. Point of purchase method
3. Recruiters
4. Employment Agencies and Search Firms
5. Employee referral
6. Direct Mail
7. Internet
8. Job fairs
9. Realistic Job Preview (FJP)
1. ADVERTISEMENTS
Media Advertisements
• Newspaper Ads
• How to respond to ads:
• Respond by calling - Recruitment ads in which applicants are instructed to
call rather than to apply in person or send résumés.
• Apply-in-person ads - Recruitment ads that instruct applicant to apply in
person rather than to call or send résumés.
• Send-résumé ads - Recruitment ads in which applicants are instructed to
send their résumé to the company rather than call or apply in person.
• Blind box - Recruitment ads that instruct applicants to send their résumé to a
box at the newspaper; neither the name nor the address of the company is
provided.
•Electronic Media
•TV
•Radio
2. POINT-OF-PURCHASE
METHODS
• Base
on the point-of-purchase advertising principles used to
market products to consumers.
• Inemployee recruitment, job vacancy notices are posted in
places where customers or current employees are likely to see
them: store windows, bulletin boards, restaurant placemats,
and the sides of trucks.
• The advantages to this method are that it is inexpensive and it is
targeted toward people who frequent the business.
• The disadvantage is that only a limited number of people are
exposed to the sign.
3. RECRUITERS
• Campus recruiters
• Many organizations send recruiters to college campuses to
answer questions about themselves and interview students for
available positions.
• Virtual job fairs - A job fair held on campus in which
students can “tour” a company online, ask questions of
recruiters, and electronically send résumés.
• Outside recruiters
• Executive search firms - Employment agencies, often
also called headhunters, that specialize in placing
applicants in high-paying jobs.
4. EMPLOYMENT AGENCIES
AND SEARCH FIRMS
• Employment Agency
• An organization that specializes
in finding jobs for
applicants and finding applicants for organizations
looking for employees.
• Executive Search Firms
• Executive search firms, better known as “head hunters”.
• Public Employment Agency
• An employment service operated
by a state or local
government, designed to match applicants with job
openings.
5. EMPLOYEE REFERRALS
•A method of recruitment in
which a current employee
refers a friend or family
member for a job.
6. DIRECT MAIL
•A method of recruitment in which
an organization sends out mass
mailings of information about job
openings to potential applicants.
7. INTERNET
•Employer-Based Websites - an organization lists
available job openings and provides information about
itself and the minimum requirements needed to apply
to a particular job.
•Job Boards - private company whose website lists job
openings for hundreds or thousands of organizations
and résumés for millions of applicants. The largest
Internet recruiter, Indeed, had more than 36 million
unique U.S. visitors per month in 2013.
•Social Media
8. JOB FAIRS
•A recruitment method in which
several employers are available
at one location so that many
applicants can obtain
information at one time.
9. REALISTIC JOB
PREVIEW
•A method of recruitment in which job
applicants are told both the positive and the
negative aspects of a job.
•The logic behind RJPs is that even though
telling the truth scares away many applicants
(Saks, Wiesner, & Summers, 1996), especially
the most qualified ones (Bretz & Judge, 1998),
the ones who stay will not be surprised about
the job.
 •Expectation-lowering
procedure (ELP) - A form of
RJP that lowers an applicant’s
expectations about the various
aspects of the job.
Evaluating the Effectiveness of
Recruitment Strategies
1. Numbers of applicant
2. Cost per applicant – The amount of money spent on a
recruitment campaign divided by the number of people that
subsequently apply for jobs as a result of the recruitment
campaign.
3. Cost per qualified applicant – The amount of money spent on a
recruitment campaign divided by the number of qualified people
that subsequently apply for jobs as a result of the recruitment
campaign.
4. Number of minority applicants
II. EMPLOYMENT
INTERVIEW
•Employment interview
•A method of selecting employees in which
an interviewer asks questions of an applicant
and then makes an employment decision
based on the answers to the questions as
well as the way in which the questions were
answered.
 TYPES OF
INTERVIEWS
• STRUCTURE
• STYLE
• MEDIUM
STRUCTURE
1. Structured Interview
• Interviews in which questions are based on a job analysis,
every applicant is asked the same questions, and there is a
standardized scoring system so that identical answers are
given identical scores.
2. Unstructured interview
• An interview in which applicants are not asked the same
questions and in which there is no standard scoring system to
score applicant answers.
STYLE
•Determined by the number of interviewees and
number of interviewers.
1. One-on- one interviews
2. Serial interview – a series of single interviews.
3. Panel interview – multiple interviewers.
4. Group interview – multiple interviewees.
5. Serial-panel-group interview – ‘life is too
short for such nonsense’ – Aamodt, 2015
Medium
1. Face-to-face interview
2. Telephone interview
3. Video conference
4. Written interview
Disadvantages of unstructured
interview
a. Poor intuitive ability
b. Lack of job relatedness
c. Primacy effect - The fact that information
presented early in an interview carries more weight
than information presented later
d. Contrast effect - When the performance of one
applicant affects the perception of the performance
of the next applicant.
Disadvantages of unstructured
interview
e. Negative information bias - The fact that negative
information receives more weight in an employment
decision than does positive information.
f. Interviewer-interviewee similarity
g. Interviewee appearance
h. Nonverbal communication - actors such as eye
contact and posture that are not associated with
actual words spoken.
 CREATING
STRUCTURED
INTERVIEW
• Determining KSAO’s
• Creating interview questions:
• Clarifier - A type of structured interview question that
clarifies information on the résumé or application.
• Disqualifier - A type of structured interview question in
which a wrong answer will disqualify the applicant from
further consideration.
• Skill-level determiner – A type of structured-interview
question designed to tap an applicant’s knowledge or skill.
• Future-focused question - A type of structured interview
question in which applicants are given a situation and
asked how they would handle it.
•Situational question – A structured-interview technique in
which applicants are presented with a series of situations
and asked how they would handle each one.
•Past-focused question – A type of structured-interview
question that taps an applicant’s experience.
•Patterned-behavior description interview (PBDI) - A
structured interview in which the questions focus on
behavior in previous jobs.
•Organizational-fit questions - A type of structured-
interview question that taps how well an applicant’s
personality and values will fit with the organizational
culture.
CREATING A SCORING
KEY FOR INTERVIEW
ANSWERS
•Right/wrong approach - Some interview questions, especially
skill-level determiners, can be scored simply on the basis of
whether the answer given was correct or incorrect.
•Typical-Answer Approach - A method of scoring interview
answers that compares an applicant’s answer with benchmark
answers.
•Benchmark answers - Standard answers to interview questions,
the quality of which has been agreed on by job experts.
•Key-issues approach – A method of scoring interview answers
that provides points for each part of an answer that matches the
scoring key.
III.JOB SEARCH SKILLS
Writing Cover Letters
• Cover letter - A letter that accompanies a résumé or job application.
1. Salutation
• Ifpossible, get the name of the person to whom you want to direct the letter.
If you aren’t sure of the person’s name, call the company and simply ask for
the name of the person (have it spelled) to whom you should send your
résumé. If the first name leaves doubt about the person’s gender (e.g., Kim,
Robin, Paige), ask if the person is male or female so that you can properly
address the letter to Mr. Smith or Ms. Smith. Do not refer to the person by
his or her first name (e.g., Dear Sarah). If you can’t get the person’s name, a
safe salutation is “Dear Human Resource Director.” Avoid phrases such as
“Dear Sir or Madam” (unless the company is a “house of ill repute”) or “To
Whom It May Concern” (it doesn’t concern me).
2. Paragraph
• Firstparagraph - the fact that your résumé is enclosed, the name of the job you are
applying for, and how you know about the job opening (such as a newspaper ad or
from a friend).
• Second paragraph - states that you are qualified for the job and provides about three
reasons why. Four to five sentences and should not rehash the content of the resume.
• Third paragraph - why you are interested in the particular company to which you are
applying.
• Final paragraph - closes your letter and provides information on how you can best be
reached.
3. Signature
• Above your signature, use words such as “cordially” or “sincerely.” “Yours truly” is
not advised, and words such as “Love,” “Peace,” or “Hugs and snuggles” are
strongly discouraged. Personally sign each cover letter; and type your name, address,
and phone number below your signature
1. Avoid sounding desperate and don’t beg (I really need a job bad! Please, please, please
hire me!).
2. Avoid grammar and spelling errors. Employers view cover letters and résumés as
examples of the best work applicants can produce. If your cover letter contains errors,
an employer will be concerned about the quality of your regular work.
3. Avoid officious words or phrases. Don’t use a 25-cent word when a nickel word will
do. Not only will employers be unimpressed by a large vocabulary, but applicants
using “big words” often misuse them.
4. Don’t discuss personal circumstances such as “I find myself looking for a job because I
am recently divorced.” Employers are interested in only your qualifications.
5. If possible, tailor your letter to each company. Standard cover letters are efficient but
not as effective as those written specifically for each job you are applying for.
6. Don’t write your cover letter on the stationery of your current employer. Ensure that
you have used the correct name of the organization throughout the letter. It is not
uncommon when sending out large numbers of cover letters to change the company
name in the address but forget to change it in the body of the letter.
Writing a Résumé
• Résumé - A formal summary of an applicant’s
professional and educational background.
• Characteristics of effective Résumés
a. The Résumé must be attractive and easy to read.
b. The Résumé cannot contain typing. Spelling,
grammatical, or factual mistakes.
c. The Résumé should make the applicant look as
qualified as possible – without lying.
Types of Résumé
1. Chronological résumé - A résumé in which jobs are
listed in order from most to least recent.
2. Functional résumé - A résumé format in which jobs
are grouped by function rather than listed in order by
date.
3. Psychological résumé - A résumé style that takes
advantage of psychological principles pertaining to
memory organization and impression formation.
 • Of the many positive activities and
accomplishments that you could list, list only your
best. Do not list everything you have done; research
by Spock and Stevens (1985) found that it is better
to list a few great things, rather than a few great
things and many good things. This finding is based
on Anderson’s (1965) averaging versus adding
model of impression formation, which implies that
activity quality is more important than quantity.