Staffing Process 3 Parts: Recruitment, Selection, Hiring 3 Parts: Recruitment, Selection, Hiring Recruiting – the process of attracting qualified applicants Recruiting – the process of attracting qualified applicants Selecting – the process of screening applicants and narrowing the job pool Selecting – the process of screening applicants and narrowing the job pool Hiring – the process of extending offers to the most desirable applicants Hiring – the process of extending offers to the most desirable applicants

Major Selection Tools Application Blanks Application Blanks Personal Interviews Personal Interviews Psychological Tests Psychological Tests Reference and Credit Checks Reference and Credit Checks Remember: The least costly tools should be used first to narrow the applicant pool. Remember: The least costly tools should be used first to narrow the applicant pool.

Civil Rights Act of 1964 The selection of employees must be based on objective criteria The selection of employees must be based on objective criteria The criteria must be job-related and able to predict performance The criteria must be job-related and able to predict performance

Validation: The process of measuring the extent to which a tool or qualification is related to or able to predict job performance The process of measuring the extent to which a tool or qualification is related to or able to predict job performance Tools should be validated before they are used in selection. Tools should be validated before they are used in selection.

What not to ask! Age, race, marital status Age, race, marital status # and ages of children, child care arrangements # and ages of children, child care arrangements Height, weight, sexual preference Height, weight, sexual preference Religious affiliation or memberships Religious affiliation or memberships Spouse’s maiden name, living arrangements Spouse’s maiden name, living arrangements Arrest record Arrest record

What is a “BFOQ”? Bona Fide Occupational Qualification Bona Fide Occupational Qualification A qualification that has been tested and found to be job-relevant A qualification that has been tested and found to be job-relevant

Uses of the Application Blank: Puts all candidate information in a uniform format Puts all candidate information in a uniform format Asks for more specific information than is provided on the resume Asks for more specific information than is provided on the resume

Advantages of the Interview There is no satisfactory substitute for personal interaction with the applicant. There is no satisfactory substitute for personal interaction with the applicant. Reveals conversational ability, social intelligence, poise Reveals conversational ability, social intelligence, poise Reveals how badly the candidate wants the job Reveals how badly the candidate wants the job Gives the company a chance to “sell” itself Gives the company a chance to “sell” itself

Problems with the Interview: In general, they are not good predictors of job performance. In general, they are not good predictors of job performance. The interviewer may bias the process, by not knowing how to correctly or effectively interview. The interviewer may bias the process, by not knowing how to correctly or effectively interview. The interviewer asks the wrong questions or does not use objective criteria. The interviewer asks the wrong questions or does not use objective criteria. Problems occur when comparing the interviews of several applicants. Problems occur when comparing the interviews of several applicants.

How to Improve Interview Validity: Thoroughly review the applicant’s resume and application beforehand. Thoroughly review the applicant’s resume and application beforehand. Use standardized rating forms – fill them out immediately afterward. Use standardized rating forms – fill them out immediately afterward. Have more than one interview with each candidate; let others participate. Have more than one interview with each candidate; let others participate. Train the interviewers how to conduct the interview and fill out the rating forms. Train the interviewers how to conduct the interview and fill out the rating forms.

Types of Interviews: Guided Guided Highly standardized; order and format of questions the same across candidates. Highly standardized; order and format of questions the same across candidates. Makes it easy to compare candidates. Makes it easy to compare candidates. Non-directed Non-directed Very informal; no set order or format is used Very informal; no set order or format is used Interpretation/rating is very difficult. Interpretation/rating is very difficult.

New Types of Interviews: Behavioral Behavioral Asks candidates to describe past or intended behaviors in specific situation Asks candidates to describe past or intended behaviors in specific situation Performance Performance Asks candidate to perform an exercise Asks candidate to perform an exercise Stress Stress Intentionally puts candidate under stress to judge reaction/abilities Intentionally puts candidate under stress to judge reaction/abilities

Psychological Tests The most controversial of all selection tools The most controversial of all selection tools Several types: IQ, aptitude, personality, interest Several types: IQ, aptitude, personality, interest Use is on the rise (Can be validated and standardized) Use is on the rise (Can be validated and standardized) Studies show they are better predictors of performance than any other tool. Studies show they are better predictors of performance than any other tool.

Problems with Testing When tests are used as the sole knockout factor in selection When tests are used as the sole knockout factor in selection When scores are interpreted individually rather than within a range When scores are interpreted individually rather than within a range When applicant fakes answers When applicant fakes answers

Pre-offer Planning Step 1a. Rank the recruits in order of the firm’s preference for them. Step 1a. Rank the recruits in order of the firm’s preference for them. Step 1b. Rank the recruits in order of their perceived preference for the firm. Step 1b. Rank the recruits in order of their perceived preference for the firm. What if the two lists don’t produce the same order? What if the two lists don’t produce the same order? Should we waste time making an offer to a recruit who’s unlikely to accept? Should we waste time making an offer to a recruit who’s unlikely to accept?

Pre-offer Planning Step 2. Decide the terms of the offer. Step 2. Decide the terms of the offer. Terms include: compensation, starting date, vacation pay, insurance, retirement benefits, other amenities Terms include: compensation, starting date, vacation pay, insurance, retirement benefits, other amenities Many large firms pay for moving expenses, commissions and legal fees on buying/selling homes, temporary housing expenses, costs of house hunting and family lodging. Many large firms pay for moving expenses, commissions and legal fees on buying/selling homes, temporary housing expenses, costs of house hunting and family lodging.

Preoffer Planning Step 3. Decide who will make the offer and how long will be allowed for acceptance. Step 3. Decide who will make the offer and how long will be allowed for acceptance. Most job offers are made by phone and followed up with a formal letter. Most job offers are made by phone and followed up with a formal letter.

Pre-Entry Socialization Socialization – the process by which a new recruit takes on the values and attitudes of the firm Socialization – the process by which a new recruit takes on the values and attitudes of the firm Pre-entry Socialization – providing a recruit accurate information about the job and company before hiring Pre-entry Socialization – providing a recruit accurate information about the job and company before hiring Examples: company brochures, videotapes, newsletters, mission statement, job details, description of culture, ride-alongs, interview information, web site information Examples: company brochures, videotapes, newsletters, mission statement, job details, description of culture, ride-alongs, interview information, web site information

Assimilation The process of getting oriented to one’s job, company, and co-workers The process of getting oriented to one’s job, company, and co-workers Occurs the first few weeks or months on the job Occurs the first few weeks or months on the job Some firms have formal, organized orientation programs and materials (e.g. employee handbook) Some firms have formal, organized orientation programs and materials (e.g. employee handbook)

Orientation Information Paycheck – when paychecks are issued, what deductions are made, special services available (e.g. draw account) Paycheck – when paychecks are issued, what deductions are made, special services available (e.g. draw account) Expense Account – what expenses will be paid for, when expenses will be paid Expense Account – what expenses will be paid for, when expenses will be paid Office Practices – where supplies are located, office policies, informal office practices (best done by a co-worker) Office Practices – where supplies are located, office policies, informal office practices (best done by a co-worker) What is Going to Happen Next – explain org. chart, make formal introductions, detail the training program What is Going to Happen Next – explain org. chart, make formal introductions, detail the training program

Consider this: It is harder to assimilate new reps when they are immediately put into a territory It is harder to assimilate new reps when they are immediately put into a territory The manager should spend time with the new rep for the first few weeks – maybe check in at the start of each day The manager should spend time with the new rep for the first few weeks – maybe check in at the start of each day Most employees welcome supervision and attention when new to the job Most employees welcome supervision and attention when new to the job New employees should not have to rely on the “grapevine” for accurate info – this may encourage undesirable associations. New employees should not have to rely on the “grapevine” for accurate info – this may encourage undesirable associations.

Meeting Other Needs The manager should help the recruit to initiate relationships with co-workers. The manager should help the recruit to initiate relationships with co-workers. The acceptance of a new recruit depends heavily on the way management regards him or her and management’s attitude toward the new person. The acceptance of a new recruit depends heavily on the way management regards him or her and management’s attitude toward the new person.

The Value of Mentoring Mentor – someone with knowledge, experience, position, or power who counsels and guides a younger or newer employee Mentor – someone with knowledge, experience, position, or power who counsels and guides a younger or newer employee Formal program – the mentor is assigned and engages in prescribed mentoring activities Formal program – the mentor is assigned and engages in prescribed mentoring activities Informal program – a relationship develops without a formal assignment or contract Informal program – a relationship develops without a formal assignment or contract Types – manager to rep, senior executive to rep, co-worker to rep Types – manager to rep, senior executive to rep, co-worker to rep