Role of Recruitment in the Selection Process Job Analysis (e.g., Job requirements, KSAs HR Planning (e.g., # job openings, time frame) Job Description (e.g., job duties, benefits, applicant qualifications) Recruitment (e.g, methods, processing of applicants) Selection (e.g., assessment of KSAs

~ Attracting Applicants ~ Recruitment Objectives & Strategy How many applicants does the company need to attract for each position? What KSAs do applicants need to possess? What diversity (e.g., demographic, viewpoints) is desired? When should the positions be filled (timeframe)? What financial limitations exist (cost issue)

Yield Pyramid Hires 5 Offers 10 Interviews 40 Invites 60 Selection Ratio: # Openings/Hires # Applicants Offers 10 Interviews 40 Lower # is better for organizations: 1 opening _________ 100 applicants Invites 60 Applicants 240 Adapted from R.H. Hawk, The Recruitment Function (New York: American Management Association, 1967).

Attracting Applicants -- Recruitment Sources/Techniques (See pg Attracting Applicants -- Recruitment Sources/Techniques (See pg. 164 for longer list of recruitment sources) In-House Pros: Quicker Cheaper Know person’s qualifications The applicant knows the company (e.g., people, systems, resources) Newspaper advertising (quick, relatively inexpensive) Trade publications (focused audience) In-house referrals (What are the pros and cons of this approach)? On-site interviews (e.g., college campuses) Executive search firms Web sources (e.g., LinkedIn, Monster.com, Company web page) & Social Media (e.g., links on Twitter, Facebook) In-House Cons: Less diversity (demographics, ideas) Potential interpersonal conflict (now a coworkers boss) Need to fill an opening

Issue Affecting Recruitment (Applicant Interest) Labor market (e.g., unemployment rate) Affirmative Action stance Role of minority representation in job advertisements (attractiveness and compatibility perceptions) Affirmative action policy vs. broad AA statement Medtronic example Use of minority testimonials UWF is an Equal Opportunity/Access/Affirmative Action Employer and applications from women and minorities are especially encouraged.  

Issue Affecting Recruitment/Applicant Interest (cont.) Attractiveness of the organization Image/reputation (e.g., Apple, Google, Starbucks, GE, Johnson & Johnson) Familiarity and product awareness Company size and longevity Financial stability (profit), pay and benefits (e.g., child care, flextime, work/life balance program) Location Social factors/relationships (perceived fairness, climate, likeability of organizational members)

Recruitment Content (Message) Content of the job advertisement --- Amount of information required of applicants Detail regarding job duties/requirements Description of organization (e.g., mission, core values) Minority representation and AA policy Positive and realistic description of jobs (RJPs) Should job salary be included in the advertisement?

Teaching Application Material Example Letter of intent Research Philosophy/Statement Teaching Philosophy/Statement Student (teaching) evaluations Copies of published articles Letter of recommendation (3) Resume Transcript

Realistic Job Preview Effects PERCEPTION OF HONESTY AND CARING RJP VACCINATION OF EXPECTATIONS SELF SELECTION INTERNAL FOCUS OF CONTROL COMMITMENT TO CHOICE OF ORGANIZATION NEEDS ARE MATCHED TO ORGANIZATIONAL CLIMATE ROLE CLARITY JOB SATISFACTION COPING MECHANISMS DEVELOP FOR NEW JOBS JOB PERFORMANCE VOLUNTARY TURNOVER INVOLUNTARY TURNOVER TENURE IN THE ORGANIZATION

Realistic Job Preview!!! Men wanted for hazardous journey. Low wages, bitter cold, long hours of complete darkness. Safe return doubtful. Honour and recognition in event of success. ~ Ernest Shackleton's advertisement for 1914 Trans-Antarctic Expedition

Maintaining Applicant Interest (after applying for position) Administration of recruitment process Communication and treatment by organization (e.g., professional, quality of social exchange process) Type of information provided (e.g., job opportunities, organization characteristics) Applicant reactions to recruitment process (e.g. perceived fairness) * Key role of perceived fit: Person-Job Fit Person-Organization Fit Person-Supervisor Fit Person-Work Group Fit Effect on employee self-selection

Other Recruitment Issues Recruiter Characteristics --- Demographics (e.g., gender, race, age) Functional job area (similarity to job being recruited; role of knowledge) Training (e.g., rapport building) Personality (e.g., warmth, enthusiasm, supportive, personableness) Doverspike, Taylor, Shultz, and McKay (2000) " ... organizations should deploy minorities as recruiters, particularly in settings where minorities are prevalent. ... The presence of successful minority employees sends a signal to applicants that the organization is committed to diversifying its workforce, that potential role models exist, and that minorities have a strong likelihood of success" (p. 452).

(Factors affecting applicant acceptance of offers) Post-Offer Closure (Factors affecting applicant acceptance of offers) Administration of Recruitment --- Promptness of follow-up contact (short timeframe is best, especially with high quality applicants). Better perceptions of organization and higher percent of acceptances Some Key Post Offer Factors for Accepting Offers Work Itself Organizational Culture Location Opportunity for Advancement Pay Type of Industry Other Notable Factors: Treatment by company Interaction with employees Quality of site visit (e.g., organization of trip, hotel, spouse allowed) Timeframe for feedback/decision

Organizational Emphasis on Recruitment Money and time spent on recruiting by HR = 16% Evaluation of recruitment effectiveness (often limited to criteria such as meeting deadlines) Extent of recruiter training (most not trained; less than half of organizations used formal, standardized training programs) Source: Rynes, S. L., & Boudreau, J. W. (1986). College recruiting in large organizations: Practice, evaluation, and research implications. Personnel Psychology, 39, 729-757.

Metrics for Evaluating Recruitment Effectiveness Employee job performance New employee turnover Supervisor satisfaction with new employees New employee performance in training Cost per hire

Some Recruitment Recommendations Carefully consider the sometimes competing objectives of attracting vs. selecting job seekers Identify specific objectives of a recruitment program Formulate a specific strategy for accomplishing recruitment program objectives Ensure that recruitment screens reflect the desired job-related characteristics of job candidates Use targeted recruitment to identify underrepresented protected groups Develop a recruitment Web site that is attractive, easy to navigate, and easy to use for submitting application materials

Recruitment Recommendations (cont.) Incorporate color, pictures, audio, and video on a recruitment web site; all narrative content on the site should be well written in an engaging style; all materials (including pictures and themes presented) must accurately reflect the true nature of the organization Consider using resume screening and applicant tracking software to manage the number of resumes that must be individually reviewed and applicant contacts that must be made Evaluate an organization’s image being communicated by recruitment and related media to insure that image is the desired organizational “brand”

Recruitment Recommendations (cont.) Consider using recruitment web sites Encourage referrals of potential applicants from employees Select recruiters on characteristics associated with dealing with people Using technology to aid in recruiting is an asset. But, use more personal means of communications to applicants who are particularly desirable and stay in touch with them throughout the recruitment process Use realistic job previews (RJPs) Use metrics and other measures to evaluate recruitment programs and associated activities to identify “what works”

Orientation Principles First impressions need to be managed well (1st day and initial few months). A poor first impression can last a long time (e.g., many, many years) Show new workers how their job is important to the overall goals of the organization (need to communicate organizational values and culture) Sequence information that is provided to new employees (e.g., how things are done, key personnel, processes, equipment, terms) --- do not provide everything at once New employee orientation should be the responsibility of the new hire’s immediate supervisor Attend to the needs of the new hire’s significant other and children (if applicable)