Chapter 7: Recruiting, Selecting,
Training, and Developing Employees
The Meaning of Recruiting
Recruitment and Selection
- The process of recruitment and selection are
the means whereby organizations acquire new
human resources (Due to demand in labor
workforce)
- They work together and if carried out
effectively, organizations will not only have the
numbers but also the type of human resources
it needs for strategy implementation.
Recruiting
- Process of developing a pool of qualified
applicants who are interested in working for
the organization
- Select the best individuals (those who possess
the appropriate KSA)
- The process of locating, identifying, and
attracting capables to an organization
- Organizational Goals:
1. Optimization of qualified applicant pool
2. Generation of a pool of applicants who
are both qualified and interested
3. Providing an honest and candid
assessment of available jobs and
opportunities
- Prospective Employee (Applicant’s) Goal
1. Various potential employment
opportunities
➢ Financial income
➢ Job security
➢ Promotion opportunities
➢ Benefits
➢ Challenging work assignments
The Recruiting and Selection Process
1. Workforce planning and forecasting
2. Build a pool of candidates for these jobs by
recruiting internal or external candidates
3. Have candidates complete application forms
and undergo initial screening interviews
4. Use selection tools like tests, background
investigations, physical examinations to
screen candidates
5. Decide who to make an offer to by supervisors
Workforce Planning
- Process of deciding what positions the firms
will have to fill, and how to fill them.
- Identify and address the gaps between the
employer’s workforce today and its projected
workforce needs (Through forecasting and
looking
into
employees
trends
within
organization, retirees or employees leaving)
-
-
Embrace all future positions from maintenance
clerk to CEO
➢ Succession planning-executive jobs
Employment plans are build on forecast
Basic assumptions about the future
1. Trend analysis
-
examining past data to predict
future demands
2. Ratio analysis
ratio between a particular
business variable and the
number
of
employees
a
company needs
3. The scatter plot
- graphical method used to help
identify
the
relationship
between two variables.
Figure 7.1 Organizational and Individual Goals in
Recruiting
- Shows the psychological contract
1. Organizational Goals
a. Attract a pool of qualified candidates
b. Keep pool at manageable size
c. Provide realistic job previews
2. Individual Goals
a. Meet work-related goals
b. Meet personal goals
c. Address personal needs
Internal and External Recruiting
Internal Recruiting
- Process of looking inside the organization for
existing qualified employees who are eligible
for promotion
- Given large number of lay-offs and workforce
reductions in recent years, potential applicants
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
Increases Motivation
Disadvantages
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
there
is really an posting openings and
opportunity
for getting
inside
advancement (source of applicants
motivation
May be more committed
to the company
Morale and engagement
may rise
Brings the advantage of
familiarity
with
the
company
(heritage,
culture,
policies,
procedures, strategies,
ways
Require less orientation
and training
External Recruiting
- Process of looking to sources outside the
organization for prospective employees
Methods of External Recruiting
1. Drawing from the general pool
- If you already have a list of possible
candidates
2. Using referrals from existing employees
- Use of employees; telling friends or
recommendations
3. Using direct applicants or walk-ins
- Those who have submitted resumes
4. Word of mouth
- Same with referrals
5. Advertisements
- Use of different techniques such as tv
ads, newspaper
6. Employment Agencies
- Public employment agencies
- Private employment agencies
- Agencies associated with non-profit
orgs.
7. Executive search firms
- Headhunter
8. College placements offices
- Inexpensive method
- Can specify qualifications
➢ Major
➢ Grade point average
➢ Work experience
9. Digital recruiting
- More diverse group of applicants
- Time saving
10. Internships
- On-the-job trainings
11. Recruitment Process Outsourcers
- Temporary workers and alternative
staffing
➢ Temporary agencies
12. Offshoring and Outsourcing
●
Note: The organization is liable if an
organization engages in the services of
discriminating agency. So that it is important
that employment
opportunity to all
agencies
offer
equal
External Recruiting
Advantages
Disadvantages
Bringing new ideas, new
perspectives, and new
ways of doing things
Motivational problems
in the organization
Avoids ripple effects
More expensive than
internal
Current Trends in Recruitment
1. Recruiting a more diverse workforce
➢ Recruiting women
➢ Recruiting single parents
➢ Older workers
➢ Recruiting minorities
➢ The disabled
2. External Recruiting and Realistic Job
Previews
- Realistic Job Previews
➢ Technique for ensuring that job
seekers understand the actual
nature of jobs available to them
The Meaning of Selection
Selection
- Concerned with identifying the best candidate
or candidates for the job from among the pool
of qualified applicants developed during the
recruiting process
- Once you have gathered applicants, it's time
to identify who to select
Steps in the Selection Process
1. The recruiting process
2. Gather information about pool of qualified
applicants regarding the levels of requisite
knowledge, skills, and abilities possessed by
each applicant
- What they should look into:
a. Education, experience, and
attitude towards work
b. Impression of current managers
about their likelihood of success
3. Evaluate applications of each applicant
- Application of explicit and implicit
standards assessing how closely the
individual fits the desired profiles
4. Make decisions about employment offers
Developing and Using Application Forms
- First step in the process
- Types of information provided by
➢ Make judgements on substantive
matters such as
a. Education and experience
b. Applicant’s previous progress
and growth
c. Applicant’s stability based on
previous work record
-
d. Predict which candidates will
succeed on the job
Problematical items:
a. Education
b. Arrest record
c. Criminal record
d. Marital status
e. Membership in organization
f. Housing
g. Notification in case of emergency
Basic Selection Criteria
1. Education and experience
- Educational attainment
2. Personal characteristics
- Big Five Personality Traits
a. Neuroticism
b. Extraversion
c. Openness to experience
d. Agreeableness
e. Conscientiousness
3. Skills and abilities
- Characteristics that an employee must
possess
4. Hiring for fit
- The firm might consider hiring a person
not because of skills alone, but whose
personal values or personalities align
with the organization
Popular Selection Techniques
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
-
2.
3.
4.
5.
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
Contrasts error
- Evaluation of a target person in a
group is affected by the level of
performance of others in the group.
Similarity error
- Familiarity; if the interviewer and you
came from the same school; bias
Non-relevancy
- External factors that may not be
included in interview questions such as
appearance, dress, etc.
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