1. 1 MGMT 200 Recruitment of Job Candidates & Employee Selection

2. 2 Recruiting Goals ► To provide information that will attract a significant pool of qualified candidates for current or anticipated job vacancies ► Factors that affect recruiting efforts  Organizational size  Employment conditions in the area  Working conditions, salary and benefits offered  Organizational growth or decline  Job appeal/attractiveness  Recruiting source should match position to be filled

3. 3 Before Recruitment Begins… ► Needs Assessment/Performance Expectations  Gap analysis  Skills deficits/new KSAO needs  New position or replacement for existing position (upgrade, downgrade?) ► Workforce/Resource Management  Do the KSAOs currently exist anywhere within the organization?  Short-term need or long-term need? ► Budget Planning  Compensation/benefits allocation based on thorough job analysis and benchmarking

4. 4 Internal Recruiting Sources ► Advantages of internal recruiting include:  good employee relations  morale building  encouragement of ambitious employees and fostering diversity and inclusion  availability of information on existing employee performance  cost-savings  internal candidates’ knowledge of the organization  the opportunity to develop mid and top-level managers

5. 5 External Recruiting Sources ► Employee Referrals  External applicants referred by employees more likely to accept an offer, and remain with organization longer  Issues include favoritism, “just like me” phenomenon, ideal fit for the job ► Advertisements – print & online ► Employment agencies – executive search firms, skill- specific, temporary job needs ► Trade schools, colleges, and universities ► Professional organizations, networking ► Walk-ins ► Passive candidates - technology tools enable greater outreach  Facebook, LinkedIn, Google+

6. 6 Evaluating Recruitment Efforts ► Recruitment outcomes  Costs per hire  Time to fill open positions  Number of qualified candidates ► Applicant predictors and criteria  Which recruitment sources produce more qualified candidates  Measures of selection, performance, turnover ► Applicant reaction measures  Location and wording of advertisement  Interaction with organizational representative  Realistic job preview (RJP) ► Organizational reputation/image  Competitors in industry or location  Benchmarking & best practices Current data, archival data, longitudinal data 

7. 7 7 The Selection Process – 8 Steps 1.Initial screening interview ► Often done by HR 2.Completion of the application form  Legally binding document  Caution with biodata items! 3.Employment tests ► Skills tests ► Performance simulation/in-basket ► Assessment centers 4.Comprehensive interview ► Behavioral/Experiential focus is ideal ► Realistic Job Preview (RJP) should be offered

8. 8 8 Selection Process – 8 Steps 5.Background investigation ► Criminal ► Employment verification ► Education verification ► Driving record ► Credit 6.Conditional job offer ► Employment at will 7.Physical exam/drug testing 8.Official job offer/applicant decision

9. 9 Selection Process: Employment Tests ► Cognitive ability tests: basic skills, question & answer ► Psychomotor/Physical ability tests: manual dexterity, reaction time, lifting strength, speed ► Performance simulation tests: requires the applicant to engage in job behaviors necessary for doing the job successfully ► Work sampling: Job analysis is used to develop a miniature replica of the job on which an applicant demonstrates his/her skills (In-Basket) ► Assessment centers: A series of tests & exercises, including problem solving and role play, used to assess managerial potential or complex sets of skills ► Integrity tests: Ask for honest responses and attitudes about theft and measure traits linked to theft-related employee behaviors (e.g., low work ethic, lack of accountability)

10. 10 Structured Interviews ► Understand the Applicant  Clarify and confirm resume information  Obtain new information ► Predict Job Performance  Ask questions focused on past behavior – why? ► Experiential/Behavioral Interviews  Ask questions focused on knowledge and skills ► Predict Organizational Fit  Use several interviewers  Combine interview impression with test scores ► Sell the Organization to the Applicant  Provide information about the position/organization ► Realistic Job Preview ► Answer applicant questions

11. 11 Factors Impacting Interviews Presence of interviewer stereotypes/bias Presence of interviewer stereotypes/bias similarity of candidate & interviewer similarity of candidate & interviewer Interviewer knowledge of job Interviewer knowledge of job Method used by interviewer to combine information Method used by interviewer to combine information Nonverbal behavior of candidate Nonverbal behavior of candidate Interviewer error Interviewer error halo, leniency halo, leniency Order effects Order effects recency, primacy recency, primacy Quality of competing candidates Quality of competing candidates Interviewer experience Interviewer experience Applicant physical appearance Applicant physical appearance Attention to factual detail by interviewer Attention to factual detail by interviewer Extent to which interview is structured Extent to which interview is structured Note taking by interviewer Note taking by interviewer Use of same interviewer(s) for all candidates Use of same interviewer(s) for all candidates

12. 12 What About References? ► References are not good predictors of performance  Low validity  Low reliability  High leniency ► Potential fear of defamation ► Fear of inaccuracy, negligence ► Higher correlation between two letters written by the same person for two people than between letters written by two people for the same person  They say more about the person writing the letter than the person being written about

13. 13 Job Analysis is Critical to Validity and Reliability of Selection Methods! Job Analysis Are the job elements, or constructs, necessary for effective job performance? Is the assessment tool an appropriate measure of the job elements? How well does the assessment tool predict critical work behaviors? How clear are the KSAOs for test score raters in making accurate and consistent judgments? How well do the assessment items represent the content of the job?

14. 14 Your Job Search: Effective Resumes ► Clear and Succinct  Length  Font & Format  Wording/Language ► No grammar, spelling, or factual mistakes ► Applicant history and professional strengths  Highest degree  Work and volunteer experience  Computer skills  Other skills, relevant accomplishments  Languages spoken  Leadership experience

15. 15 Your Job Search: Effective Cover Letters ► Opening Paragraph  This is the job I am applying for  This is how I know about the job  I have included my resume for your review ► Second Paragraph  I am qualified, and this is why…  These are my relevant KSAOs and how they align with the job posting specifications ► Last Paragraph  Why I am interested in this job and this organization  Looking forward to response when convenient  Contact information is at header of cover letter and resume

16. 16 Your Job Search: Interview Success ► Suggestions for successful interviews as an applicant:  Do some homework on the company.  Develop compelling questions!  Get a good night’s rest the night before.  Dress appropriately.  Arrive for the interview a few minutes early.  Use a firm handshake.  Maintain good eye contact.  Take the opportunity to have practice interviews.  Thank the interviewer(s) at the end of the interview and follow up with thank you notes/emails.