Chapter 4 EMPLOYEE SELECTION: RECRUITING AND INTERVIEWING Employee Recruitment ● RECRUITMENT: the process of attracting people with the right qualifications to apply for the job. ● Internal Recruitment promotes someone from within the organization. ● External Recruitment hire someone from outside the organization ● Internal promotions can be either competitive or noncompetitive. ○ Noncompetitive promotions usually involve “career progression” ○ Engineer I to Engineer II to Engineer III and so on as they gain experience and knowledge. ○ The number of promotions in a given year is not limited and employees do not compete with other employees ● competitive promotions: several internal applicants compete with one another (and sometimes with external applicants) for a limited number of higher positions. ○ For example, 20 Walmart employees might compete for an assistant manager position. ● EFFECTIVE RECRUITMENT METHODS SHOULD: - Get the attention of the public Screen unqualified applicants Motivate qualified people to apply Be cost effective Be timely Media Advertisements ● Newspaper Ads ○ Applicants can respond in one of four ways: - - - Respond by calling: when an organization wants to either quickly screen applicants or hear an applicant’s phone voice Apply-in-person ads: when they don’t want their phones tied up by applicants calling, want the applicants to fill out a specific job application, or want to get a physical look at the applicant. Send resume: when the organization expects a large response and does not have the resources to speak with thousands of applicants Blind box: a.) the organization doesn’t want its name in public. b.) the company might fear that people wouldn’t apply if they knew the name of the company. c.) a company needs to terminate an employee but wants first to find a replacement ● Electronic Media ○ Television ads ○ Radio ads ● SITUATION-WANTED ADS ○ Ads run by applicants ○ Internet has perhaps made these obsolete ○ Modern versions are social networking sites POINT OF PURCHASE METHODS - Signs Cash register receipts On-hold phone recording (Papa Johns) Restaurant placemats Pizza boxes Table tents Sides of trucks Brochures Milk cartons Book markers 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 ○ Private employment agencies ○ Public employment agencies ○ Executive search firms: Employment agencies, often also called headhunters, that specialize in placing applicants in high-paying jobs. Employment Agencies and Search Firms ● Employment Agencies: An organization that specializes in finding jobs for applicants and finding applicants for organizations looking for employees. ○ if the employment agency cannot find an appropriate candidate, the organization has not wasted money. ○ if the employment agency is successful, the organization gets a qualified employee at no cost. Types Public Employment Agency operated by a state or local government Ex. Philippine Public Employment Service Office (PESO) Private Employment Agency Employer pays fee Applicant pays fee Executive search firms (head hunter) the jobs they represent tend to be higher-paying, nonentry-level positions such as executives, engineers, and computer programmers reputable executive search firms always charge their fees to organizations rather than to applicants. fees charged by executive search firms tend to be about 30% of the applicant’s first-year salary. ● EMPLOYEE REFERRALS: current employees recommend family members and friends for a specific job opening. ○ Employee referrals are more likely to be hired and have longer tenure with an organization than are employees recruited through other means Chapter 4 Why is it Effective? - Realistic job preview Employees and friends are similar (Personality / Ability) Employee can help socialize friend when hired ● DIRECT MAIL: organization sends out mass mailing of information about job openings to potential applicants. ○ Types - E-mail fax Postal ● Internet a. 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. (Normal website, Company blogs, jobs domain) b. Job Boards: A job board is a private company whose website lists job openings for hundreds or thousands of organizations and résumés for millions of applicants. c. Social media: ● Job Fairs: A recruitment method in which several employers are available at one location so that many applicants can obtain information at one time. ○ Typically conducted in one of three ways: 1. 2. 3. Many types of organizations have booths at the same location Many organizations in the same field in one location Organization hold its own Special Recruit Populations: Increasing Applicant Diversity Many organizations make special efforts to recruit underrepresented groups such as women and minorities. Nontraditional Populations: When traditional recruitment methods are unsuccessful, many organizations look for potential applicants from nontraditional populations. Evaluating the Effectiveness of Recruitment Strategies ● ● ● ● ● Number of applicants 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. 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 Number of successful employees Number of minorities that applied for the job and were hired REALISTIC JOB PREVIEWS ● Realistic job preview (RJP) A method of recruitment in which job applicants are told both the positive and the negative aspects of a job (honest assessment of a job). ● Expectation lowering procedure: a form of RJP that lowers an applicant’s expectations about work and expectation in general. Effective Employee Selection Techniques Effective employee selection systems share three characteristics: 1. they are valid, A valid selection test is one that is: based on a job analysis (content validity), predicts work-related behavior (criterion validity), and measures the construct it purports to measure (construct validity). 2. reduce the chance of a legal challenge, 3. and cost effective. Employment Interviews ● 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 interview vary in three ways: • Structure a. structured interview: (1) the source of the questions is a job analysis (job-related questions), (2) all applicants are asked the same questions, and (3) there is a standardized scoring key to evaluate each answer.(all three criteria are met) STRUCTURED INTERVIEWS ARE OPTIMAL They are: Reliable, Valid, Not as prone to legal challenge Because they: Are based on a job analysis, Ask the same questions of each applicant, Have a standardized scoring procedure b. moderately structured: (two criteria are met) c. slightly structured (one criterion is met) d. An unstructured interview : interviewers are free to ask anything they want, are not required to have consistency in what they ask of each applicant, and may assign numbers of points at their own discretion. (none of the three criteria are met). UNSTRUCTURED INTERVIEWS ARE NOT OPTIMAL They are: Unreliable, Not valid, Legally problematic Because they: Are not job related, Rely on intuition, “amateur psychology,” and talk show methods, Suffer from : Poor Intuitive Ability Interviewers often base their hiring decisions on “gut reactions, Primacy effect The fact that information presented early in an interview carries more weight than information presented later Chapter 4 - - - Contrast effect When the performance of one applicant affects the perception of the performance of the next applicant. Negative-information bias The fact that negative information receives more weight in an employment decision than does positive information. Interviewer-Interviewee Similarity - - • Style a. One-on-one interviews involve one interviewer interviewing one applicant. b. Serial interviews involve a series of single interviews c. Return interviews are similar to serial interviews with the difference being a passing of time between the first and subsequent interview d. Panel interviews have multiple interviewers asking questions and evaluating answers of the same applicant at the same time e. group interviews have multiple applicants answering questions during the same interview. • Medium face-to-face interviews, both the interviewer and the applicant are in the same room. b. Face-to-face interviews provide a personal setting and allow the participants to use both visual and vocal cues to evaluate information. c. Telephone interviews are often used to screen applicants but do not allow the use of visual cues d. Videoconference interviews are conducted at remote sites. The applicant and the interviewer can hear and see each other, but the setting is not as personal, nor is the image and vocal quality of the interview as sharp as in face-to-face interviews. e. Written interviews involve the applicant answering a series of written questions and then sending the answers back through regular mail or through email. - 4. - - a. Creating a Structured Interview STEPS 1. Conduct a thorough job analysis - Tasks performed Conditions under which they are performed KSAOs needed to perform the tasks When KSAOs are needed: Before hire and After hire Critical incidents of poor and excellent performance 2. Determine best way to measure each KSAOs - Interview questions Psychological tests Simulations or job samples Reference or background checks Training and experience ratings 3. Creating Interview Questions - 5. - Clarifiers: A type of structured interview question that clarifies information on the résumé or application Disqualifiers: A type of structured interview question in which a wrong answer will disqualify the applicant from further consideration. Skill-level determiner (Skill or knowledge focus): A type of structured-interview question designed to tap an applicant’s knowledge or skill. Past focus or patterned-behavior description interviews (PBDIs), (behavioral description): type of structured-interview question that taps an applicant’s experience/ previous jobs Future focus (situational): applicants are given a situation and asked how they would handle it Organizational fit focus: A type of structuredinterview 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 Choose two or more members for the interview panel/ Conducting the Structured Interview Use at least 2 interviewers Consider gender and race representation Consider best format Panel interview Multiple interviews Successfully Surviving the Interview Process ● Scheduling the Interview neither day of week nor time of day affect interview scores What will affect the score is when applicants arrive for the interview. (If they arrive late, the score will be drastically lower) ● Before the Interview ● INTERVIEWING APPLICANTS Build rapport Explain the process and the agenda Ask the questions Score the answer and take notes after each question Chapter 4 ● - Provide information about the job and the organization (e.g., salary, benefits, climate) Answer interviewee’s questions End the interview on a pleasant note AFTER THE INTERVIEW Keep all interviewees informed of your progress Tactfully reject the applicants who are not hired
