PROSES REKRUTMEN Pertemuan 3 & 4 Matakuliah: L0064 / Psikologi Industri & Organisasi 1 Tahun: 2007 / 2008

Bina Nusantara After reading Chapter 3, you should be able to: 1.Explain the recruitment process and the importance of recruiter characteristics, campus recruiting, and realistic job previews 2.Understand the selection process and the critical contribution of job and worker analyses 3.Explain the legal and regulatory aspects of fair employment practices, including how to determine adverse impact, what are discriminatory questions, and reverse discrimination 4.Define job analysis, what it’s used for, and how it is conducted 5.Compare and contrast four major techniques for employee selection: biographical information, interviews, references and letters of recommendation, and assessment centers Learning Objectives 3

What Are You Looking For In A Job? Challenging work High salary Job security Stock options Good working hours Good working conditions Compatible co- workers Respect from one’s boss Opportunity to learn new skills Fair/loyal supervisor Being asked for your opinion Help with personal problems Bina Nusantara 4

Recruiting Sources Online search services Help-wanted ads Current employee referrals Networking & personal contacts Employment agencies/headhunters Professional associations Job fairs Outplacement agencies Campus interviews Bina Nusantara

Characteristics of Successful Recruiters Personal characteristics –Smiles & nods –Eye contact & Empathy –Thoughtful & Warm –Competent Stays on topic Provides information about company Solicits information about applicant Answers applicant’s questions Bina Nusantara

Realistic Job Preview A recruitment technique that acquaints prospective employees with positive and negative aspects of a job Correlates positively with –job satisfaction –job performance –reduced turnover Bina Nusantara

Steps in the Selection Process Job analysis Worker analysis Determine anticipated selection ratio Identify selection techniques Select and classify new employees Evaluate selection methods for: –Validity – did we hire the right people? –Fair employment practices –Evidence of adverse impact Bina Nusantara

Fair Employment Practices Conformity with: –EEOC regulations –1964 & 1991 Civil Rights Acts Equal opportunities in employment for all, regardless of race, religion, sex, or national origin Protect against.... –Adverse impact on minority or protected groupsAdverse impact –Discriminatory questions in interviews or on application blanks –Reverse discrimination Bina Nusantara

Determining Adverse Impact Four Fifths” Rule –Selection ratio for minority group may be no less than 80% of that of the majority group Selection ratio is the number of applicants selected divided by the number of applicants –Example: If the selection ratio for the majority group is 50%, then the selection ratio for the minority group should not be less than 40% Bina Nusantara

Possible Disadvantages of Equal Opportunity Programs Perception of reverse discrimination –Which groups are most positive toward affirmative action? Women Blacks Hispanics Stigmatizing of those hired (e.g., Heilman research) Bina Nusantara

Federally Protected Groups An employer cannot discriminate based on: –Sex –Race –National Origin –Religion –Age - workers over 40 –Disability –Status as Vietnam veteran Not protected on the basis of: –Sexual orientation –Physical attractiveness Bina Nusantara

Purpose of Job & Work Analysis Job analysis –The study of a job to describe in specific terms the nature of the component tasks performed by the workers Work analysis –The study of specific tasks and worker skills that can be transferred from one job to another Bina Nusantara

Conducting Job & Work Analysis Refer to previously conducted analyses –U.S. Department of Labor’s Occupational Information Network (O*NET)O*NET Interviews Direct observation Systematic activity logs Critical incidents Bina Nusantara

Information Provided by O*NET Person requirements Person characteristics Experience requirements Job requirements Labor market Bina Nusantara

Job Analysis Interview Performed by Subject Matter Experts (SME’s) –Incumbent workers –Supervisors –Trained HR personnel Person interviewed should be told purpose of interview and need to answer accurately and completely. Bina Nusantara

Job Analysis Questionnaires Unstructured questionnaire –open-end approach Structured questionnaire –Position Analysis Questionnaire (PAQ) 194 job elements organized into six categories –information input –mental processes –work output –relationships with other persons –job context –other job activities & conditions Bina Nusantara

Direct Observation in Job Analysis Beware –People may behave differently when they are being watched –Hawthorne Effect Analyst should be unobtrusive Sample should be representative Electronic monitoring is a possibility –privacy issues Bina Nusantara

Systematic Activity Logs Employees and supervisors maintain detailed written records of their activities during a specified time Logs can provide job details not available from other methods Bina Nusantara

The Critical-Incidents Technique Identifies incidents or behaviors that are necessary to successful job performance Focuses on specific activities or behaviors that lead to desirable or undesirable consequences on the job Goal is to have SME’s indicate behaviors that separate a good from a bad performer Bina Nusantara

Employee Selection Techniques Biographical information (Biodata)Biographical information Interviews References and letters of recommendation Assessment centers Psychological tests (Chapter 4) Bina Nusantara

Biodata Collecting biographical information is a common method of job selection –Assumes that past experiences and personal traits can predict work behavior & success –May be paper or online home computer kiosks recruiting stations computer generated phone screening Bina Nusantara

Techniques For Collecting Biodata Application blanks Biographical inventory Bina Nusantara

Application Blanks It’s crucial to determine what information to request Each question must be correlated with job success How honest is the response? –Use follow-up interviews –Check employers & references Bina Nusantara

Biographical Inventory A more systematized form of application blank –Longer and in greater detail –Assumes on-the-job behavior is related to biodata –Each item must be researched and validated Properly developed biographical inventories show high predictive value Bina Nusantara

Interviews and First Impressions Key variables –Perceived attractiveness, sociability, & skill at self- promotion Verbal and Non-verbal cues –Maintaining eye contact, smiling, leaning toward the interviewer, & friendly hand gestures –Low pitched voice with vocal inflections Impression Management –Ingratiation –Self-promotion Bina Nusantara

Types of Interviews Unstructured interview Structured interview Situational interview Bina Nusantara

The Unstructured Interview Format and questions asked are left to the discretion of the interviewer –Lacks advance planning –Potentially different questions for each candidate Criticisms –Lack of consistency in assessing candidates –Low validity for predicting job performance Interviewer training can improve usefulness Bina Nusantara

The Structured Interview Uses a predetermined list of questions asked of every candidate –Printed form –Applicant’s responses recorded Results are greatly improved over unstructured interviews Structured interviews can be as valid as cognitive ability tests Still rarely used due to perceived cost, time and loss of control by interviewer Bina Nusantara

The Situational Interview Focus is on the behaviors needed for successful performance Development of interview 1.Prepare list of critical incidents 2.Determine benchmarks for scoring the incidents 3.Translate incidents into interview questions Generally used to select workers for semi-skilled and skilled factory jobs, sales, & first line supervisors Correlate positively with later work performance Bina Nusantara

Influences on Interviewer Judgment Applicant characteristics –Personality, physical attractiveness, etc. Prior information –May predispose interviewer to favor a particular candidate (e.g., knowledge of psych eval. results) Contrast effect –Impressions of prior candidates influence opinion of subsequent candidates Personal prejudices –e.g., Halo effect – tendency to judge all aspects of a person’s behavior or character on the basis of a single attribute Bina Nusantara

References and Letters of Recommendation Intended to examine others’ opinions of candidate and verify information provided by candidate Often paint a false picture of the applicant –Positive bias –Fear of lawsuits for defamation or providing inaccurate information Bina Nusantara

Assessment Centers Method of selection that places candidate in a simulated job situation to evaluate behavior under stress Originally called situational testing Usually involve 6-12 candidates –Evaluated through a series of exercises over several days In-basket technique Leaderless group discussions Bina Nusantara

Advantages of Assessment Centers Can be highly valid predictor of job success for management and entry-level positions –On the job evaluations 2-4 years later correlated highly with assessment center results (Dayan, Kasten, & Fox, 2002) May be a more equitable way of evaluating management skills of candidates of different racial and ethnic backgrounds But... –Interpersonal skills count strongly, and active and forceful participants are rewarded –Negative impact on self concept if they perform poorly Bina Nusantara

Key Terms Adverse impact Assessment centers Biographical inventories Critical-incidents technique Halo effect Impression management In-basket technique Job analysis Leaderless group discussion Realistic job previews Reverse discrimination Selection ratio Situational interviews Situational testing Structured interviews Unstructured interviews Work analysis Bina Nusantara