1. Recruitment and Selection in an Internet Context
CHAPTER 12
Recruitment and Selection in an Internet Context

2. RECRUITMENT The Goal Of The Recruitment Function Is
To Identify, Attract, And Hire The
Most Qualified People.
(Cascio, 2006)
Michael J. Kavanagh, Mohan Thite, and Richard D. Johnson - Human Resource Information Systems: Basics, Applications, and Future Directions, 2e © 2012 SAGE Publications, Inc.

3. RECRUITMENT AND TECHNOLOGY
The Goal Of The Recruitment Function Is To Identify, Attract, And Hire The Most Qualified People (Cascio, 2006).
In The U.S., Over 90% Of Large Companies Use The Internet To Recruit Applicants
Over 95% Of Fortune 500 Have An Online Job Page
Over 46 Million People Look For Job Openings Online
Michael J. Kavanagh, Mohan Thite, and Richard D. Johnson - Human Resource Information Systems: Basics, Applications, and Future Directions, 2e © 2012 SAGE Publications, Inc.

4. ONLINE RECRUITMENT AND RECRUITMENT OBJECTIVES
Cost
Speed Of Filling Job Vacancies
Psychological Contract Fulfillment
Satisfaction And Retention Rates
Quality And Quantity Of Applicants
Diversity Of Applicants
Michael J. Kavanagh, Mohan Thite, and Richard D. Johnson - Human Resource Information Systems: Basics, Applications, and Future Directions, 2e © 2012 SAGE Publications, Inc.

5. ATTRIBUTES OF THE RECRUITING WEB SITE
Web Site Usability
Navigability
Content Information
Aesthetic Features
Michael J. Kavanagh, Mohan Thite, and Richard D. Johnson - Human Resource Information Systems: Basics, Applications, and Future Directions, 2e © 2012 SAGE Publications, Inc.

6. RECRUITMENT STRATEGIES AND SOCIAL NETWORKING
Social Networking Sites And Online Search Engines Are Being Used More Frequently Now As An HR Tool Than They Were Two Years Ago.
They Are Primarily Used To Search For Passive Applicants, Particularly At The Middle Management Levels, Who Might Not Otherwise Apply Or Be Contacted By An Organization.
They Are Not Used To Screen Applicants.
Negative Information Provided In The Social Networking Sites, Has A Greater Influence On Hiring Decisions, Than Positive Information.
Michael J. Kavanagh, Mohan Thite, and Richard D. Johnson - Human Resource Information Systems: Basics, Applications, and Future Directions, 2e © 2012 SAGE Publications, Inc.

7. SUMMARY OF ONLINE RECRUITMENT
More Suitable For Well Known Firms With Excellent Employer Brand.
To Be Used As One Of The Many Sources Of Recruitment.
More Suitable When Large Number Of Candidates Are Required For High-level Jobs Requiring High Levels Of Education.
Be Aware Of The Limitations, Such As The Limited Ability To Attract Highly Qualified Candidates And Minority Candidates. It May In Fact Attract Job Hoppers.
The Websites Should Be Easy To Use And Navigate And Designed To Attract Not Screen Candidates.
Online Screening Systems Should Be Based On Job Analyses.
Michael J. Kavanagh, Mohan Thite, and Richard D. Johnson - Human Resource Information Systems: Basics, Applications, and Future Directions, 2e © 2012 SAGE Publications, Inc.

8. SUMMARY OF ONLINE RECRUITMENT (Continued)
E-recruiting systems should provide realistic preview of the job and the firm.
The effectiveness should be regularly reviewed and continuously improved based on feedback from job applicants.
Should be culturally sensitive and suit people from diverse backgrounds including those with low education levels and low computer self-efficacy.
Should incorporate privacy protection policies including collection of only employment specific data and restricting access to and distribution of such data.
Michael J. Kavanagh, Mohan Thite, and Richard D. Johnson - Human Resource Information Systems: Basics, Applications, and Future Directions, 2e © 2012 SAGE Publications, Inc.

9. SELECTION The Process Of Choosing Individuals Who
Have Relevant Qualifications To Fill
Existing Or Projected Job Openings
And “Match” The Needs Of The Company As Well As Those Of The Individual.
This Means A Match On Both KSAs And Company Culture.
Michael J. Kavanagh, Mohan Thite, and Richard D. Johnson - Human Resource Information Systems: Basics, Applications, and Future Directions, 2e © 2012 SAGE Publications, Inc.

10. SELECTION AND TECHNOLOGY
Tests And Assessments Are Used For:
Selection Of Employees
Placing Employees In Positions In The Organization
Training And Development Of Employees
Promotion Of Employees
Evaluation Of Employees
Michael J. Kavanagh, Mohan Thite, and Richard D. Johnson - Human Resource Information Systems: Basics, Applications, and Future Directions, 2e © 2012 SAGE Publications, Inc.

11. SPECIFIC EXAMPLES OF TESTS AND ASSESSMENTS (Figure 12.1)
Knowledge test: A multiple-choice training posttest of knowledge of the tools, machines, and equipment used in a factory and designed to measure how well the new hire has learned essential job information taught in classroom training.
Skill test: A practical exercise or simulation that tests the candidate’s effectiveness in using Microsoft Word software.
Ability test: The Watson-Gleser Critical Thinking Appraisal, a multiple-choice reasoning test, in which the examinee reads a short or medium-length passage and draws logical conclusions about the statements, choosing the answer that makes the best logical sense. Many other ability tests are similar in appearance and format to educational tests that are familiar to students (e.g,. the Scholastic Aptitude Test [SAT], the Miller Analogies Test [MAT], and the Graduate Record Examination [GRE]).
Personal attributes test: A multiple-choice personality assessment, in which the examinee reads statements, such as “I enjoy making presentations in front of large groups of people,” and indicates the extent to which she or he agrees or disagrees with the statement. Results are scored on several scales or dimensions.
Work simulation: An in-basket exercise in which the examinee must examine the variety of types of information (correspondence, reports, and other information) and also interact with simulated coworkers, employees, or other business associates (whether computer simulated or role played by actors over the telephone or in person). The examinee is evaluated on a variety of dimensions, from accuracy and the quality of decisions to work-related competencies, interpersonal skills, and other personal attributes.
Michael J. Kavanagh, Mohan Thite, and Richard D. Johnson - Human Resource Information Systems: Basics, Applications, and Future Directions, 2e © 2012 SAGE Publications, Inc.

12. SELECTION TESTS AND ASSESSMENTS
Selection Procedures Refer To Any Procedure Used Singly Or In Combination To Make A Personnel Decision.
Selection Tests And Assessments Are Job Related Decision-making Tools That Provide Information About Candidates That Organizations Can Use In Selection.
Michael J. Kavanagh, Mohan Thite, and Richard D. Johnson - Human Resource Information Systems: Basics, Applications, and Future Directions, 2e © 2012 SAGE Publications, Inc.

13. WHY IS ASSESSMENT IMPORTANT FOR HRIS?
All Organizations Use Assessments
Organization Leaders Know That Employees’ Abilities, Skills, and Personal Attributes Are Critical for Success
Some Selection Systems Work Better Than Others
Employee Selection Is Regulated by Antidiscrimination Laws
The Value of Selection Is Quantifiable
Michael J. Kavanagh, Mohan Thite, and Richard D. Johnson - Human Resource Information Systems: Basics, Applications, and Future Directions, 2e © 2012 SAGE Publications, Inc.

14. HR’S VALUE WITH HRIS SELECTION APPLICATIONS
HRIS Manager Plays A Key Role
In Proving The Value Of A Selection System, Through Knowledge Of How To Obtain And Use The Right Data On Individual And Organizational Outcomes That Will Demonstrate A Return On Investment In The System.
Michael J. Kavanagh, Mohan Thite, and Richard D. Johnson - Human Resource Information Systems: Basics, Applications, and Future Directions, 2e © 2012 SAGE Publications, Inc.

15. HR’S VALUE WITH HRIS SELECTION APPLICATIONS
The Quality Of The Candidates May Be Defined In Terms Of One Of More Of The Following (Cascio, 1991):
The Proportion Who Are Successful On The Job
The Average Numeric Value Of An Outcome Of Interest (Performance Criterion)
The Dollar Amount Of Benefit Resulting To The Organization (Such As The Annual Increase In Revenue).
Michael J. Kavanagh, Mohan Thite, and Richard D. Johnson - Human Resource Information Systems: Basics, Applications, and Future Directions, 2e © 2012 SAGE Publications, Inc.

16. HR’S VALUE WITH HRIS SELECTION APPLICATIONS
Simplest Approach To Estimating Utility Is To Conduct Pre/Post Comparisons Of Measurable Performance To See If The Selection System Has Coincided With A Change In Performance.
A Complex Approach (More Precise) Is To Use A Utility Formula That Takes Several Factors Into Account:
The Selection Ratio
The Validity Coefficient, Expressed As The Correlation Between Assessment Scores And Criteria (Outcomes)
Information About The Dollar Value Of Performance.
Michael J. Kavanagh, Mohan Thite, and Richard D. Johnson - Human Resource Information Systems: Basics, Applications, and Future Directions, 2e © 2012 SAGE Publications, Inc.