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Chapter 4 Recruitment and Selection
Chapter 4 Recruitment and Selection
Chapter 4 Recruitment and Selection
Recruitment and
Selection
HUMAN RESOURCE MANAGEMENT
FA C U LT Y O F B U S I N E S S A D M I N I S T R AT I O N
THE UNIVERSITY OF ECONOMICS – DANANG UNIVERSITY
Learning Objectives – Part 1
Discuss the strategic decisions covering recruiting image,
outsourcing, and other related areas
Highlight five external recruiting sources
Identify three internal sources for recruiting and issues
associated with their use
Describe three factors to consider when doing recruiting
measurement and metrics
Understand selection and placement, as well as the associated
theory and application of these practices
Discuss the steps of a typical selection process
PART 1
RECRUITMENT
Recruiting
Process of generating a pool of qualified applicants for
organizational jobs
Considerations
Integral Components for Effective Recruiting
Recruiting Requirements Expected of Employers
Staff is hired by the leasing firm and leased back to the company for a fee
Leasing firm:
◦ Writes the paychecks
◦ Pays taxes
◦ Prepares and implements HR policies
◦ Keeps all the required records for the employer
Regular versus Flexible Staffing
Employers are hesitant to hire full0time employees due to:
Increased cost
Economic conditions
Excessive competition
Government considerations
Temporary workers - Employers can hire their own staff members or make use of
agencies on a rate-per-day/week basis
Purpose of hiring temporary workers
◦ Match the firm’s needs with the right workers
◦ Avoid costs associated with benefits
◦ Enhance staffing flexibility
Independent contractors - Workers who perform specific services on a contract basis
Advantageous for the employer as they do not have to pay benefits
Done by individuals who are:
◦ Highly skilled
◦ Highly experienced
◦ Not affected by familial responsibilities
Pros and Cons of Utilizing Flexible Staffing
Pros Cons
• Enable organizations to hire • Flexible workers can sometimes
workers without incurring high exhibit poor job performance in the
costs workplace
• Reduces time spent on recruiting • Low motivation might occur
efforts, including efforts spent on because of a lack of opportunity for
the screening and initial training of long-term employment and job
workers advancement
• Facilitates a flexible workplace • Time limits on temporary work
model in some organizations contracts prevent significant
• Companies can avoid litigation enhancements in individuals skills
associated with the termination of and knowledge
permanent workers • Companies might have to offer
• Severance benefits not usually premium wages to attract
provided to individuals when work individuals working in more
ends advanced fields.
Recruiting Source Choices: Internal
versus External
Competitive Employment
Recruiting Sources Agencies
Educational
Institutions
Advantages and disadvantages of External
Recruiting
External Recruiting Sources
Media sources - Newspapers, magazines, television, radio,
and billboards have been widely used in external recruiting
Internet media sources such as postings, ads, videos, and Webinars
are also used
Effectiveness of evaluating media ads
Easy ways to track responses to ads
◦ Different contact names
◦ E-mail addresses
◦ Phone number codes in each ad
After hiring, follow-up should be done
◦ Shows which sources produced the employees who stay longer and
perform better
External Recruiting Sources
Competitive recruiting sources - Includes professional societies and trade
associations that:
Publish newsletters or magazines and have Web sites containing job ads
Employment agencies - Public and private recruiting source
Public employment agencies - Operate branch offices in cities throughout the
states
◦ Do not charge fees to applicants or employers
Private employment agencies - Operate in most cities for a fee collected from:
◦ Either the employee or the employer
Headhunters: Focus their efforts on executive, managerial, and professional
positions
Executive search firms split into:
◦ Contingency firms - Charge a fee after the candidate is hired
◦ Retainer firms - Charge a fee whether or not the candidate is successfully hired
External Recruiting Sources
Labor unions - Labor pool is available through a union
Workers can be dispatched from the hiring hall to particular jobs to
meet the needs of employers
Job fairs - To help bring employers and potential job candidates
together
Creative recruiting - Can be used to generate a pool of qualified
applicants quickly to fill jobs in a timely manner
Desirable attributes of college recruits
Desirable grade point average (GPA)
Attending elite universities
Internships
College Recruiting: Considerations for Employers
External Recruiting Sources
School recruiting
Cooperative programs
◦ Students work part-time while attending school
Career encouragement
Summer internships
Mentoring programs
Internal Recruiting Sources
Advantages and Disadvantages of Internal
Recruiting
What to include in an Effective Recruiting Ad
Recruiting Evaluation and Metrics
Recruiting Measurement Areas
General Recruiting Process Metrics
Yield Ratios
• Comparison of the number of applicants at one stages of the
recruiting process with the number at the next stage
Selection Rate
• Percentage hired from a given group of candidates
Acceptance Rate
• Percent of applicants hired divided by total number of applicants
offered jobs
Assessment Centers
• Exercise composed of a series of evaluative tests used for
selection and development
Big Five Personality Characteristics
Personality Tests
Types
Minnesota Multiphasic Personality Inventory (MMPI)
Myers-Briggs test
Faking personality tests
Employers include questions that can be used to detect a lie score
Fake warning - Employers instruct applicants that faking results in
negative hiring impression
Honesty/Integrity Tests
Reduces the frequency of lying and theft on the job
Communicates to applicants the intolerance toward
dishonesty
Polygraphs - Mechanical device that measures a person’s
galvanic skin response, heart rate, and breathing rate
Employee Polygraph Protection Act - Prohibits the use of
polygraphs for preemployment screening
Controversies in Selection Testing
Areas in selection testing that generate controversies and
disagreements
Appropriateness of general mental ability testing
Validity of personality testing for selection
Selection Interviewing
Purposes
To obtain additional information
To clarify information gathered throughout the selection process
Conducted at two levels
Assessing the
Initial screening In-depth selection
qualifications of
interview interview
applicants
Inter-Rater Reliability and Validity
Interviewers must be able to pick the same qualities
consistently
Intra-rater reliability - Consistency within one interviewers
Inter-rater reliability - Consistency across different interviewers
Inter-Rater Reliability and Validity
Inter-rater reliability becomes important when:
Each of the several interviewers is selecting employees from a
pool of applicants
Employer uses team or panel interviews with multiple
interviewers
Validity can vary depending on the degree of structure that is
utilized in an interview format
Structured Interviews
Biographical Interview
• Focuses on a chronological assessment of the candidate’s past experiences
Behavioral Interview
• Applicants give specific examples of how they have performed a certain task
Competency Interview
• Questions are designed to provide the interviewer results against which to measure the
applicant’s response
• Competency profile - List of competencies necessary to do a particular job
Situational Interview
• Questions about how applicants might handle specific job situations
Structured Interviews
Benefits of Structured
Interviews
Semistructured Interview
• Guided conversation in which broad questions are asked and new questions arise as
a result of the discussion
Stress Interview
• Designed to create anxiety and put pressure on applicants to see how they respond
Nondirective Interview
• Uses questions developed from the answers to previous questions
Interviewers
Individuals
Individuals Sequentially
Panel Interview
Team Interview
Use Effective
Control the
Plan the Interview Questioning
Interview
Techniques
Questions to avoid
Yes/no questions
Obvious questions
Questions that rarely produce a true answer
Problems in the Interview
Background Investigations