1. Recruitment Company considers: 1) internal vs. external recruitment
2) train or hire with existing skills
3) cost per applicant
4) cost per qualified applicant
5) use of a realistic job preview (RJP)
recruitment methods

2. Evaluating Recruitment Effectiveness
Time to fill
Retention rates
Cost per hire
Number of applicants
Job performance of new hires
EEO/diversity impact

3. Cover Letter Paragraphs
Opening Paragraph
Here is my resume
This is the job I am applying for
This is how I know about the job
Second Paragraph
I am qualified
Here is why
Optional Paragraph
Why your organization?
Last Paragraph
Looking forward to hearing from you
Here is how to reach me

4. Sample Professional Strengths
Highest degree
Work experience
Computer skills
Other skills
Languages spoken
Leadership experience
International travel
Personal traits

5. Sample Highlights Minor or concentration GPA (overall, major) Clubs
Leadership positions
Community service
Worked to finance education
Internships

6. Optimal Employee Selection Systems
Are Valid
Based on a job analysis (content validity)
Predict work-related behavior (criterion validity)
Reduce the Chance of a Legal Challenge
Face valid
Don’t invade privacy
Don’t intentionally discriminate
Minimize adverse impact
Are Cost Effective
Cost to purchase/create
Cost to administer
Cost to score

7. Structured Interviews are Optimal….
Unstructured Interviews are NOT!

8. Interview Steps Conduct a thorough job analysis
Determine best way to measure each KSAO
Construct Questions
Determine rating anchors for each question
Choose two or more members for the interview panel

9. Interviewing Applicants
Build rapport
Explain the process and the agenda
Ask the questions
Score the answer and take notes after each question
Provide information about the job and the organization (e.g., salary, benefits, climate)
Answer interviewee’s questions
End the interview on a pleasant note
Document, document

10. Reasons for lack of prediction or Problems with interviews
First Impressions & Primacy Effects
Lack of Job Relatedness
Confirmation of hypothesis
Contrast effects
Negative Information Bias
Similar-to-me
Physical attractiveness
Sex bias
Non-verbal cues
Interviewers vary in decision-making
Experience has no effect

11. Ways to make interviews more effective
Only use the interview to assess what it can reliably assess
Structure the interview (based on job analysis to be reliable and valid)
Fit the interview
1. Panel interview
2. Situational interview
Interviewer Training