CH 6 Sourcing
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Describe the role of sourcing in the staffing process
Sourcing helps firms ID target markets for hiring or promoting new/old employees. If used
effectively this can create a strategic advantage for a firm. Sourcing helps a firm locate talent
whether it’s online, locally, or in a different city. The type of sourcing method used may also
help find different types of talent./ Marketing but for jobs instead of products.
Explain what makes 1 source more effective than another
Some resources such as social media are better at attracting younger talent, newspapers are
better at targeting older talent, External helps find fresh blood, Internal helps build loyalty,
some types of sourcing produce better results than others. Some types of sourcing are better for
recruiting lots of low skilled laborers that are constantly being replaced while others are better
at targeting high skilled talent that will stick with a company for a long time.
List alternative sources & match them with specific jobs
Non-traditional sources: workers with disabilities, veterans, older workers, welfare recipients.
Create a sourcing plan
1) Profile desirable employees 2) analyze effectiveness of different recruiting sources on an
ongoing basis 3) Utilize different recruiting sources based on the firm’s staffing goals and
employee profiles
Analyze your current employees and ID traits, characteristics, skills, talents, etc. that you
like. Always keep track of where you recruited someone, how you recruited them, why, how
well they are doing, etc. to use for future metrics when trying to source a new employee.
Applicant flows – how many & what type of applicants come from which recruiting source.
Selection ratio – of the applicants considered from each recruitment source, how many of them are
hired
Recruitment yield analysis – tracks recruiting sources that produced each applicant & evaluates each
source based on the number of qualified applicants.
Ch 7 Recruiting
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Describe the purpose of recruiting
To help a firm employ talented employees who contribute to the business and build a
competitive edge.
What are recruitment spillover effects – How an applicant is treated during the interview will
affect how they view the firm afterwards (whether they get the job or not.) In turn the applicant
may tell their friends or post online which can affect more people’s views of the firm.
Explain Employer Value Proposition – the image that a firm creates about what it is like to work
there for both internal and external perceptions.
Various stages used to attract applicants
Advertise for the open position(s), receive & analyze applications, invite desired applicants in for
an interview, invite preferred candidates in for another interview if needed, send candidates a
formal job offer, once job offer has been accepted then recruiting is done.
Describe effective recruiting – The recruiter should appear welcoming, knowledgeable, and be
able to answer any questions the applicant has. Personality of recruiter, demographics of
recruiter, recruiter profile/specialty (is 1 recruiter better at certain people/tasks than another).
Factors influencing a recruiters effectiveness are: The labor market, organizations
characteristics, characteristics of the job, hiring managers, coworkers.
Training topics appropriate for recruiters – recruiters can be trained to improve their
interpersonal skills, presentation skills, be more familiar with firms goals & recruiting objectives,
legal issues, assess for multiple job opportunities, EVP, etc.
Recruiting metrics that are used
o New hire job performance
o NH failure rate
o Turnover rate of NH
o Hiring mgr. satisfaction w/ NH
o NH satisfaction with the job they got
o NH time to productivity
o NH training success
CH 8 Measurement
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Explain why measurements and assessments are important in staffing
Describe data patterns
Correlation & regression, how they’re used
Practical and statistical significance and their importance
Reliability & validity and how they affect evaluation
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Standardization & objectivity importance
Importance of evaluating assessment methods & ways to evaluate
Moral courage
High quality measurement’s importance
-Ghadir questions
random error - error that is not due to any consistent cause
systematic error - error that occurs because of consistent and predictable factors
deficiency error -
error that occurs when you fail to measure important aspects of the attribute you would
like to measure
contamination error -
error that occurs when other factors unrelated to whatever is being assessed affect the
observed scores
predictive data - data is information about measures used to make projections about outcomes.
critereon data - is information about important outcomes of the staffing process.
Scoring - The process of assigning numerical values during measurement
raw scores - the unadjusted scores on a measure
Normal curve - a symmetrical, bell-shaped curve representing the distribution of a characteristic
percentile score - a raw score that has been converted into an expression of the percentage
of people whose score falls at or below that score
central tendency - describes the midpoint or center of data
variability - describes the spread of the data around the midpoint
Correlation coefficient - also called “Pearson’s r” or the “bivariate correlation,” is a single
number that ranges from -1 to +1 that reflects the direction (positive or negative) and
magnitude (strength) of the relationship between two variables
multiple regression - statistical technique that predicts an outcome using one or more predictor
variables; it identifies the ideal weights to assign each predictor to maximize the validity of a set of
predictors
CH 9 & 10 Assessing internal & external candidates
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Multiple assessment methods are used because 1 method might be biased. Multiple methods
also help cover any deficiencies cause by 1 method and can give you a more well-rounded
approach when assessing a candidate
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Try to create a person-job fit. Creates a match between a persons abilities and the demands of
the job as well as the fit between a persons desires/motivation and the jobs attributes/rewards.
Person-group fit. The match between an individual and their work group, including the
supervisor.
Person-organization fit. The match between an individuals values, beliefs, attitude, etc. and the
organizations.
Person-vocation fit. Fit between a persons interests, abilities, values, and their occupation
regardless of employer.
Possible hiring outcomes: False positive (Hired, poor performer, frowny face). True positive
(hired, good performer, happy face). True negative (not hired, poor performer, happy face).
False negative ( not hired, good performer, frowny face, hard to know unless you hear about it
in the news etc.)
Stereotype threat – awareness of subgroup differences on standardized tests that creates
frustration among minority test takers and ultimately lowers test scores.
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Evaluative assessment methods – evaluate the entire pool of candidates in depth
Contingent assessment method – a job offer is extended upon a candidate passing a
contingent assessment ex SAT test. Used when firm ID’s who it wants to hire and just needs
them to pass a specific assessment
Structured interview – uses a series of standardized questions, job related questions w/
predetermined scores for different answers. Top tier assessment method, also by being
structured you can plan it ahead of time and avoid a lot of potential legal trouble.
o Semi-structured – same as structured, but allows for follow up questions to get
more information.
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Unstructured interview – not nearly as good as structured, but allows you to move away
from a standardized set of questions and ask more personal questions to the candidate. Can
lead to legal trouble quickly if not careful.
Behavioral interview questions – asks applicants what they have done in the past to give an
idea of how they will act in the future.
Situational interview ?s – asking how you might react to a hypothetical situation.
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STAR method for answering interview ?s
o Situation or Task: that you had to deal with
o Action: how you responded to the situation/task
o Result: what was the result of your action? Succeed yes/no?
The above are evaluative assessment methods
These are contingent assessment methods, ana employee must pass these none, one, or
all of these assessments before they can get the job: medical/drug tests, background
check
Internal recruiting-----------------------------Internal assessment methods include
o Mentor
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Skills inventory
Performance reviews
Knowledge test
Assessment center
Clinical assessment – psychologist analyzes employees attributes and values
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CH 11 Choosing and hiring candidates
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2 common ways to choose and hire a candidate. Combine their scores and then perform either
o Multiple hurdle method – Candidates must receive a passing score on every assessment
method to continue moving forward. This is the most common practice and the most
useful method for most jobs.
o Compensatory approach – Candidates only need to pass specific assessments and can
fail other less necessary assessments before moving forward. This can be good for
specific jobs and/or when you already know who/what you are looking for and want to
hire.
Unit weighing – gives multiple assessments equal weight when computing overall score
Rational weighing – assign a different subjective weight to each assessment
Statistical weighing – may use multiple regression to weigh each assessment method
o Overall score = c + (b1 x a1) + (b2 x a2) + …
o C = constant number
o B = the % importance place on each assessment method, i.e. 15% importance in
determining how well this assessment can determine the worth of a candidate.
o A = candidates test score
After a way to determine each candidates worth is chosen you can use on of these methods to
choose which candidates are valid for hiring
o Cut scores – candidates who place below this threshold are not considered, candidates
who place above can continue
o Ranking – rank your candidates in the order of their scores, only top rank(ed) can move
on
o Banding – band candidates scores together from high-low and only the top band can
move forward
Laws in regard to hiring
o FLSA Fair Labor Standards act of 1938 – 1st of its kind, non-exempt employees must be
paid 1.5x salary for over time, exempt employees are exempt
o FMLA Family Medical Leave Act of 1993 – provides for up to 12 weeks of unpaid leave
(in CA the law mandates employees receive 50%-60% of their pay while one leave)
▪ Birth
▪ Care for an immediate family member
▪ A serious health condition, etc…
o UGESP Uniform Guidelines on Employee Selection Procedures –
o EEO/C
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The employment contract
o Legally binding contract once accepted
o Common contract content (401k, retirement, insurance, etc.)
o Additional agreements such as
▪ Non-compete – don’t go to rival company for employment
▪ Non-disclosure NDA – don’t discuss company secrets
▪ Non-solicitation – prevents employees from taking current customers with them
when they leave
▪ Mandatory arbitration