1. S.G. Cowen: New Recruits OBHR - E100 March 3, 2009

2. Copyright © Houghton Mifflin Company. All rights reserved. 6–26–2

3. 6–36–3 Recruitment Goals & Priorities Attract large numbers of candidates? Attract highly qualified candidates? Attract candidates who will accept offers? Fill vacancies quickly? Fill at minimal cost? Hire high performers? Hire people who stay? Generate positive perceptions, feelings, spillovers?

4. Copyright © Houghton Mifflin Company. All rights reserved. 6–46–4 Recruitment Philosophy Internal or External Sources? Fill current vacancies or hire for long term potential? How important is diversity? Are applicants commodities or customers? What recruitment practices are unethical?

5. Copyright © Houghton Mifflin Company. All rights reserved. 6–56–5 Note on Hiring - Roberts “Executives make up their minds about whether they like a candidate in the first 20 seconds and spend the next half-hour justifying their decision. It’s called the `halo effect.’ Once you have formed an opinion, you only see what you want to see”

6. Copyright © Houghton Mifflin Company. All rights reserved. 6–66–6 Note on Hiring - Roberts Are the personal characteristics for which they are searching a true reflection of the qualities needed to perform the job, rather than being merely a reaction to the kind of person you like as a friend or tennis partner?

7. Copyright © Houghton Mifflin Company. All rights reserved. 6–76–7 Note on Hiring - Roberts Objective: –Fit between individual and job’s requirements –Find persons whose skills, abilities and personal characteristics suit job

8. Copyright © Houghton Mifflin Company. All rights reserved. 6–86–8 Note on Hiring - Roberts Requires… Fleshing out position requirements, accurately, completely Assessing applicants’ fit with requirements

9. Copyright © Houghton Mifflin Company. All rights reserved. 6–96–9 Note on Hiring - Roberts Two factors for analyzing requirements and fit Background – education, experience Personal factors – intellectual, personality, motivation

10. Copyright © Houghton Mifflin Company. All rights reserved. 6–10 Note on Hiring - Roberts BACKGROUND Education Experience = WHAT a recruit does/has done

11. Copyright © Houghton Mifflin Company. All rights reserved. 6–11 Note on Hiring - Roberts Experience Industry –“Specific knowledge” required Functional –Focus on skills, not title Company –Culture matters Level –Scope, decision making, responsibility

12. Copyright © Houghton Mifflin Company. All rights reserved. 6–12 Note on Hiring - Roberts PERSONAL FACTORS Intellectual ability Personality Motivation = HOW a recruit does/has done his/her work

13. Copyright © Houghton Mifflin Company. All rights reserved. 6–13 Note on Hiring - Roberts Intellectual Ability Analytical ability – problem definition, resolution Creative ability – new ideas, solutions Decision-making style

14. Copyright © Houghton Mifflin Company. All rights reserved. 6–14 Note on Hiring - Roberts Personality Behavior is linked to personality 4 Basic Traits –Dominance – exertion of power over people, events –Extroversion – social interactions –Patience – pace of activity –Formality – attention to rules, structure

15. Copyright © Houghton Mifflin Company. All rights reserved. 6–15 “Big Five” Personality Dimensions (Fisher, et. al.) 1. Extraversion --- introversion 2. Friendliness, agreeableness --- hostility, non-compliance 3. Neuroticism --- emotional stability 4. High conscientiousness --- low conscientiousness 5. High openness to experience --- low openness to experience

16. Copyright © Houghton Mifflin Company. All rights reserved. 6–16 Note on Hiring - Roberts Also think about: Types, set of tasks performed Traits that will translate into good performance Personalities and management styles of peers, superiors, subordinates

17. Copyright © Houghton Mifflin Company. All rights reserved. 6–17 Note on Hiring - Roberts Motivation How much effort will he/she apply? Goals Interests Energy

18. Copyright © Houghton Mifflin Company. All rights reserved. 6–18 Note on Hiring - Roberts The Interview All appear successful! Digging behind to get facts Forming opinion of success patterns Must have an agenda

19. Copyright © Houghton Mifflin Company. All rights reserved. 6–19 Note on Hiring - Roberts Agenda Verify and expand on information Have agenda: don’t let resume be it = only opportunity to probe personal factors Probe responsibilities Look for translation to success

20. Copyright © Houghton Mifflin Company. All rights reserved. 6–20 Note on Hiring - Roberts Interview Strategy Topic opener: “Tell me about…Describe..” Self-appraisal –Follow up to opener –Specific behavior, thinking –Particular qualities leading to success –Test link between self-assessment and behavior Situation-based questions

21. Copyright © Houghton Mifflin Company. All rights reserved. 6–21 Note on Hiring - Roberts Situation-based Questions Problem – how dealt with Continuum – self-assessment (patient v. demanding) Comparison – ask for views on different situations related to job Future assessment – projecting performance

22. Copyright © Houghton Mifflin Company. All rights reserved. 6–22 Effective Structured Interview Formats Situational Interview –What would you do if two of your subordinates were having a conflict? Behavior Description Interview –Tell me about a time two of your subordinates were having a conflict. What did you do? How well did it work? What else did you try?

23. Copyright © Houghton Mifflin Company. All rights reserved. 6–23 Figure 8.7 Cone Method of Semistructured Interviewing

24. Copyright © Houghton Mifflin Company. All rights reserved. 6–24 Assessing Job Candidates: Tools for Selection The Selection Process Application Blanks and Biodata Tests Interviews Physical Testing Reference and Background Checks Selecting Managers Criteria for Choosing Selection Devices

25. Copyright © Houghton Mifflin Company. All rights reserved. 6–25 The Interview Interrater reliability of interviews may be low Validity of interviews depends on structure –Unstructured interviews are least valid –Semi-structured interviews have some pre-planning and some tailoring to the candidate –Structured interviews (same questions asked of each candidate) based on a job analysis are most valid

26. Copyright © Houghton Mifflin Company. All rights reserved. 6–26 Interviewer Errors and Biases –Similarity Error –Contrast Error –Overweighting of Negative Information –Race, Sex, and Appearance Bias –First Impression Error –Halo Error –Nonverbal Factors –Faulty Listening and Memory

27. Copyright © Houghton Mifflin Company. All rights reserved. 6–27 Improving the Interview Base questions on a thorough job analysis Use a more structured format Use situational and/or behavior description questions Have interview conducted by a trained panel of interviewers Assess only qualities that are visible in interviews

28. Copyright © Houghton Mifflin Company. All rights reserved. 6–28 Selecting Managers Assessment Centers –Multiple assessees –Multiple assessors –Multiple exercises: In-basket test, leaderless group discussion, interview, tests Valid but expensive

29. Copyright © Houghton Mifflin Company. All rights reserved. 6–29 Benefits of Careful and Strategic Selection Tradeoff with training/socialization –Hire more carefully, less training may be needed –Hire less carefully, train more afterwards Improved performance Effective strategy implementation –Hire the kind of people needed to implement strategy Sustainable competitive advantage –Match strategy to the unique human resources you have