Recruitment Company considers: 1) internal vs. external recruitment 2) train or hire with existing skills 3) cost per applicant 4) cost per qualified applicant 5) use of a realistic job preview (RJP) recruitment methods

Evaluating Recruitment Effectiveness Time to fill Retention rates Cost per hire Number of applicants Job performance of new hires EEO/diversity impact

Cover Letter Paragraphs Opening Paragraph Here is my resume This is the job I am applying for This is how I know about the job Second Paragraph I am qualified Here is why Optional Paragraph Why your organization? Last Paragraph Looking forward to hearing from you Here is how to reach me

Sample Professional Strengths Highest degree Work experience Computer skills Other skills Languages spoken Leadership experience International travel Personal traits

Sample Highlights Minor or concentration GPA (overall, major) Clubs Leadership positions Community service Worked to finance education Internships

Optimal Employee Selection Systems Are Valid Based on a job analysis (content validity) Predict work-related behavior (criterion validity) Reduce the Chance of a Legal Challenge Face valid Don’t invade privacy Don’t intentionally discriminate Minimize adverse impact Are Cost Effective Cost to purchase/create Cost to administer Cost to score

Structured Interviews are Optimal…. Unstructured Interviews are NOT!

Interview Steps Conduct a thorough job analysis Determine best way to measure each KSAO Construct Questions Determine rating anchors for each question Choose two or more members for the interview panel

Interviewing Applicants Build rapport Explain the process and the agenda Ask the questions Score the answer and take notes after each question Provide information about the job and the organization (e.g., salary, benefits, climate) Answer interviewee’s questions End the interview on a pleasant note Document, document

Reasons for lack of prediction or Problems with interviews First Impressions & Primacy Effects Lack of Job Relatedness Confirmation of hypothesis Contrast effects Negative Information Bias Similar-to-me Physical attractiveness Sex bias Non-verbal cues Interviewers vary in decision-making Experience has no effect

Ways to make interviews more effective Only use the interview to assess what it can reliably assess Structure the interview (based on job analysis to be reliable and valid) Fit the interview 1. Panel interview 2. Situational interview Interviewer Training