4/20/2017 RECRUITMENT 13.03.2015,Friday

Purpose of RecruItment 4/20/2017 Purpose of RecruItment Activities that will identify potential employees, communicate job and organizational attributes to them and convince them to apply Key to success is finding qualified individuals who have knowledge, skills and abilities (competencies) to do the job Effective recruiting will free managers to spend more time and effort on other management activities

RecruItment Process Decide on the objective for the recruiting process (quick hiring with few applicants or recruit a large number of applicants for best match) Identify the best sources for recruitment Craft the recruitment message Familiarize oneself with the job duties and requirements of the position In small business, managers are involved in all stages. In large businesses, recruiters take the lead

Internal RecruItment Gives opportunities for promotion to employees within the company Word of mouth is simplest, but not always most effective Job posting is most common formal method; posting note on bulletin board, note in company newsletter, or on company intranet Succession planning and replacement charts Rehiring

Other Methods of Sourcing Internal Candidates Performance appraisals or supervisor feedback on candidates Information about other job and career opportunities internally Intranet based one-to-one career coaching and development information Career management tools, self assessments, a resume builder, information on seeking jobs internally Program provided savings about $ 14 millions in few years.

Pros and Cons of Internal RecruItment Most cost-effective Existing employees already familiar with company and its culture Employees motivated by opportunities for advancement Managers have access to applicants’ past performance Cons: Sometimes companies want new ideas Need for diversity

Locating Outside Candidates 4/20/2017 EXTERNAL RECRUITMENT Locating Outside Candidates 1 6 3 2 8 Recruiting via the Internet 7 College Recruiting 4 Advertising Referrals and Walk-ins 5 Employment Agencies Sourcing Temp Agencies and Alternative Staffing Executive Recruiters

External Recruitment Source should be dictated by nature of the job, location, and skill level needed Relevant labor market: Location in which one can reasonably expect to find a sufficient supply of qualified applicants

External Recruitment: Recruiting via the Internet 4/20/2017 External Recruitment: Recruiting via the Internet Kariyer net etc. Company Web sites may contain a “Careers” link design and content of these sites are important because they convey information about the culture of the organization. Detail job descriptions, information about career paths lead to favorable perceptions

EXTERNAL RECRUITMENT: RECRUITING VIA THE INTERNET Advantages Cost-effective way to publicize job openings More applicants attracted over a longer period Immediate applicant responses Online prescreening of applicants Links to other job search sites Automation of applicant tracking and evaluation Disadvantages Excessive number of unqualified applicants Personal information privacy concerns of applicants

Advertising The Media Choice 4/20/2017 Advertising The Media Choice Selection of the best medium depends on the positions for which the firm is recruiting. Should use multiple sources and keep them up-to-date Newspapers (most popular): local and specific labor markets (Sunday vs. weekday) Downside is expense On-line job posting on bulletin boards at colleges, or professional organizations Trade and professional journals: specialized employees Internet job sites: global labor markets

College Recruiting Sending recruiters to college campuses to attract employees right out of college Recruiters usually have multiple openings May speak to student organizations or alumni groups Internships are sometimes offered to evaluate performance and allow student to get to know organization Business- College joint projects

Employment Agencies and Search Firms May benefit small HR departments to make recruiting process more efficient Public employment agency???? Private employment agencies provide job search assistance for a fee Contingency recruiting agencies are paid a fee or percentage of new hire’s salary (% 20 – 30)upon completion of search and placement. 90 days to one year guarantee is given

Search Firms (cont’d) Retained agencies paid a payment by employer to conduct job search (also called executive search firms or headhunters). There is upfront payment and the rest is paid at different times On-demand recruiting services charge based on time spent (weekly, monthly) recruiting rather than per hire for large number of recruitment needs

Other Recruitment Sources (cont’d) Temporary Employees may often become permanent employee (temp to hire) Employee Referrals(Recomendation)— employees can receive a bonus if their referral is hired and many referrals tend to have lower turnover and greater job satisfaction

Pros and Cons of External Recruitment -More costly than internal recruitment -May upset existing employees if internal applicants don’t get the job +Give firm the opportunity to bring in employees with fresh perspective +Allows company to target specific competencies that current employees may not possess

Preparing Recruitment Advertisements Creating a value proposition will help applicants differentiate one company from another Recruitment value proposition should include: Information about job’s duties, working environment, rewards Company’s corporate image and values Level of compensation and leadership development opportunities Social responsibility Helps an applicant understand what day-to-day life in the firm will be like

Appeal of the Recruitment Message Not all applicants will focus on same things when seeking a new job: Company’s culture Development of their careers Opportunities to create innovative products Values of work/life balance Tasks of the job itself Benefits and compensation level

Writing the Recruitment Message Starting point is to answer “why a highly talented person would want to work at the company?” 1. Individuals are attracted to jobs for which they have more information Little information in the ads imply that company does not value its employees highly enough 2. Convey the value proposition and company-related information 3. Create a positive “story” about why employees would want to work for company Include brief description of job, minimum requirements and competencies sought Gear a high quality message to target audience 4. Effective Ads Create attention, interest, desire, and action (AIDA). Create a positive impression of the firm.

Minimum Requirements for a Job AdV Content Job title Brief description of duties Minimum education, experience and skill levels required Special criteria like extensive tavel or relocation Brief overview of the company Benefits provided Writing Start with an attention-getter (Looking for a great place to work?) Use proper grammer and punctuation Minimize the use of abbreviations Keep it focused Avoid discriminatory language (young and energetic employees sought) Applying How to apply Where to apply Deadline Privacy promise

Human Resources Management 12e Gary Dessler 4/20/2017 Human Resources Management 12e Gary Dessler Ineffective and Effective Web Ads Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 5–21

Recruiters Includes professional recruiters and managers involved in identifying and attracting employees Personality of recruiter (warmer) and knowledge about job and company are important Need to be trained on value proposition, and issues about false representation

Recruitment Follow Up Maintaining communication with prospective employees conveys your company’s interest in them The way you communicate affects company image Let each applicant know their status by sending a personalized letter Measure effectiveness of recruitment effort with yield ratio (ratio of number selected to number applied)cost-per-hire, time to fill, and managers’ feedback

Choice of Recruitment Methods Word-of-mouth (employee referrals) is low-cost Trade publications and Web sources target individuals with specific backgrounds or skills More established firms have more formal recruitment processes

Managing Recruitment Smaller companies require managers take lead in recruitment process Larger companies will have staffing departments Companies should focus on specific job information, reputation of company, and compensation and benefits package

Ethics and Regulatory Issues Code of ethics should be shared with applicants during recruitment process Poaching (taking employees from competitors) may backfire when new employees leave for the next best offer Recruitment activities cannot discriminate, firms should use multiple sources for applicants Recruiters should be trained on behavior and what questions to ask job applicants Careful attention to recordkeeping of resumes and applications

Homework Pick an employee add from an HR section of a newspaper Analyze the add in terms off its source (is it the best source to post this ad?) format information given value proposition offered Please attach the add to your analysis when you hand in your homework

4/20/2017 SELECTION 20.03.2015,Friday

Selection and Performance 4/20/2017 Selection and Performance 1. Hiring manager has ultimate responsibility for selection of employees, not HR manager 2. Performance of company is directly correlated to employees hired and the competencies they bring to the job 3. Employees who are not a good fit tend to make mistakes and/or leave often resulting in lost customers and money

Why Careful SelectIon Is Important 4/20/2017 Human Resources Management 12e Gary Dessler Why Careful SelectIon Is Important Organizational performance Costs of recruiting and hiring The Importance of Selecting the Right Employees Legal obligations and liability Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 6–30

Selection Systematic process of deciding which applicants to hire, promote or move to other jobs 1. Prediction—selecting an applicant that can do the job or learn to do it well 2.Internal selection is moving current employees into vacant positions

Person-Job Fit 1. A good match between applicant’s CSAs and interests with those of the job 2. Satisfied employees tend to be more productive 3. A strong fit maximizes the benefits for employees and the organizations for which they work

Selection Methods Initial screening involves reviewing the information provided by applicants to decide which applicants are worthy of consideration Review application form answers and resumes Conduct screening interviews Final screening is taking a more in-depth look at applicants. Final screening narrows down number of candidates to enable final selection Use employment tests Conduct interviews Conduct reference and backgroud checks Use “assessment centers” Drug tests, medical examinations

Screening Interviews 1. Calling applicant and conducting a short telephone interview 2. Confirms person is still looking for a job 3. Provides clues about person’s oral communication skills

Use of Tests in Selection Process Use tests as supplements Check the reliability and validity of the test in Turkish Culture Ask other firms who uses these tests for referance before you start to use one Use a certified person or rather a psychologist for personality inventories

Human Resources Management 12e Gary Dessler 4/20/2017 Human Resources Management 12e Gary Dessler Types of Tests Aptitude Tests Motor and physical abilities Personality and interests What Different Tests Measure Current achievement Basic talents & abilitis Personality traits & characteristics Endurance, strength or general fitness Current knowledge or skill level Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 6–36

Human Resources Management 12e Gary Dessler 4/20/2017 Human Resources Management 12e Gary Dessler Types of Tests Cognitive abilities Work sample test Knowledge tests What Different Tests Measure Combined tests Reasoning, memory, comprehension Sample of work representative of the job Mastery of subject matter Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 6–37

When to Use Employment Tests Current selection process does not result in quality of employees desired Turnover or absenteeism is high Current selection methods do not meet professional or legal standards Productivity is low Errors made by employees could have safety, health, or financial consequences COPYRIGHT © 2010 PEARSON EDUCATION, INC. PUBLISHING AS PRENTICE HALL

SELECTION INTERVIEW FORMATS Human Resources Management 12e Gary Dessler SELECTION INTERVIEW FORMATS Interview structure Interview administration Selection Interview Characteristics Interview content Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 7–39 Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 7–39

INTERVIEW ADMINISTRATION Human Resources Management 12e Gary Dessler INTERVIEW ADMINISTRATION Face to Face Interview Group Informal Types of Interview Administration Panel Interview Several people interviewing applicant at the same time One or several people interviewing more than one applicant at the same time Often takes place outside of the office Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 7–40

SELECTION INTERVIEW STRUCTURE Human Resources Management 12e Gary Dessler SELECTION INTERVIEW STRUCTURE Unstructured (nondirective) interview Structured (directive) interview Interview Structure Formats No set format to follow, no guide to score answers Job oriented questions, acceptable answers and how the responses will be rated are written beforehand More reliable and valid Reduces subjectivity Consistentency across applicants 7–41 Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 7–41

Human Resources Management 12e Gary Dessler IntervIew Content Situational interview Behavioral interview Job-related interview Types of Questions Asked Stress interview Ask questions about the job content Ask what his behavior would be in a given situation Make applicant uncomfortable by asking rude questions occasionally Zero in on weaknesses Ask how they reacted to actual situations in the past What did you do?........ Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 7–42

Human Resources Management 12e Gary Dessler 4/20/2017 Human Resources Management 12e Gary Dessler Examples of Questions Situational Questions 1.Suppose a more experienced coworker was not following standard work procedures and claimed the new procedure was better. Would you use the new procedure? 2.Suppose you were giving a sales presentation and a difficult technical question arose that you could not answer. What would you do? Past Behavior Questions 3.Based on your past work experience, what is the most significant action you have ever taken to help out a coworker? 4.Can you provide an example of a specific instance where you developed a sales presentation that was highly effective? Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 7–43

Competency Based Interviews Competency based interviews are structured behavioral interviews that are designed to seek if the candidate has certain key competencies that are important in conducting a certain job. The interviewer tries to figure whether the candidate got the right skills and strengths to do the job by asking the candidate to provide real life examples as the basis of his/her answer These interviews are based on the premise that past behaviour is a good predictor of future behaviour. The idea is that how one behaved in past situations will be a good indicator of how she/he will behave in future situations.

Competency Based Interviews CBI’s are more systematic than unstructured interviews. Candidates are asked questions relating to their behaviour in specific circumstances, which they then need to back up with concrete examples. The answer is then matched against pre-decided criteria and marked accordingly.

Example: Competency based interview question Adaptability (for project management) ***Tell us about a situation in which you had to adjust to changes over which you had no control? How did you handle it? ***What do you do when priorities change quickly? Give one example of when this happened. Rating Stays calm in the face difficulties Develops strategies, not plans (seeks alternative options without deviating from project scope) Thinks quickly and responds to sudden changes Keeps a positive attitude towards all courses of action Reprioritizes workload when faced with unexpected changes

Examples: Competency based interview questions Initiative (for business or market development) ***Describe a project or idea that was implemented primarily because of your efforts. What was your role? What was the outcome? ***Give some instances in which you anticipated problems and were able to influence a new direction Communication (for deal negotiation) ***Describe a situation in which you were able to effectively “read” another person and guide your actions by your understanding of their individual needs or values ***Describe a situation where you felt you had not communicated well. How did you correct the situation?

BIASES AND ERRORS OF INTERVIEWERS 4/20/2017 Human Resources Management 12e Gary Dessler BIASES AND ERRORS OF INTERVIEWERS Impression management -self promotion, ingratiation Applicant’s personal characteristics (gender, attractiveness etc.) Interviewer’s inadvertent behavior (demographic similarity, playing the psychologist etc.) Factors Affecting An Interview’s Usefulness Halo effect- first impressions affect the other attributes Interviewer’s misunderstanding of the job Contrast Effect – Candidate order affects the evaluation COPYRIGHT © 2010 PEARSON EDUCATION, INC. PUBLISHING AS PRENTICE HALL Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 7–48

Other Screening Techniques Reference checks—potential employer can contact applicant’s references to verify information (applicants should sign release form granting permission) Background checks—verifying information provided during the application process or to obtain additional information (education, criminal check, credit reports)

Drug and Medical Tests Drug testing is used extensively in some countries Medical exams can only be required after an offer of employment has been made

Strategy and Selection Practices Company’s strategy and core competencies required of all employees Low-cost strategy might focus on efficiency and productivity using simple application, short interview Differentiation might focus on customer service using role plays, situational interviews, etc.

Technology and Selection 4/20/2017 Technology and Selection Applications are completed at a computer kiosk Computer based personality or situational judgment questionnaire used for screening interview Applicants call in to respond to questions Reference and background checking may now be done by companies online

Globalization and Selection Hiring increasingly large numbers of international employees to work domestically Selecting internal candidates to send to other countries Hiring host-country nationals to work in host countries Hiring international employees to work for company abroad COPYRIGHT © 2010 PEARSON EDUCATION, INC. PUBLISHING AS PRENTICE HALL

Homework: Preparing Questions to Ask During an Interview Use the job descriptions you have done as homework to write questions, you would ask to an applicant during an interview if you were to select someone for that position. Hint: Review the responsibilities and competencies sections carefully. Write 3 behavioral and 3 situational questions.