1. 4/20/2017
RECRUITMENT
,Friday

2. Purpose of RecruItment
4/20/2017
Purpose of RecruItment
Activities that will
identify potential employees,
communicate job and organizational attributes to them and
convince them to apply
Key to success is finding qualified individuals who have knowledge, skills and abilities (competencies) to do the job
Effective recruiting will free managers to spend more time and effort on other management activities

3. RecruItment Process
Decide on the objective for the recruiting process (quick hiring with few applicants or recruit a large number of applicants for best match)
Identify the best sources for recruitment
Craft the recruitment message
Familiarize oneself with the job duties and requirements of the position
In small business, managers are involved in all stages. In large businesses, recruiters take the lead

4. Internal RecruItment
Gives opportunities for promotion to employees within the company Word of mouth is simplest, but not always most effective Job posting is most common formal method; posting note on bulletin board, note in company newsletter, or on company intranet Succession planning and replacement charts Rehiring

5. Other Methods of Sourcing Internal Candidates
Performance appraisals or supervisor feedback on candidates
Information about other job and career opportunities internally
Intranet based one-to-one career coaching and development information
Career management tools, self assessments, a resume builder, information on seeking jobs internally
Program provided savings about $ 14 millions in few years.

6. Pros and Cons of Internal RecruItment
Most cost-effective
Existing employees already familiar with company and its culture
Employees motivated by opportunities for advancement
Managers have access to applicants’ past performance
Cons:
Sometimes companies want new ideas
Need for diversity

7. Locating Outside Candidates
4/20/2017
EXTERNAL RECRUITMENT
Locating Outside Candidates 1 6 3 2 8
Recruiting via the Internet 7
College Recruiting 4
Advertising
Referrals and Walk-ins 5
Employment Agencies
Sourcing
Temp Agencies and Alternative Staffing
Executive Recruiters

8. External Recruitment
Source should be dictated by nature of the job, location, and skill level needed Relevant labor market: Location in which one can reasonably expect to find a sufficient supply of qualified applicants

9. External Recruitment: Recruiting via the Internet
4/20/2017
External Recruitment: Recruiting via the Internet
Kariyer net etc.
Company Web sites may contain a “Careers” link
design and content of these sites are important because they convey information about the culture of the organization.
Detail job descriptions, information about career paths lead to favorable perceptions

10. EXTERNAL RECRUITMENT: RECRUITING VIA THE INTERNET
Advantages
Cost-effective way to publicize job openings
More applicants attracted over a longer period
Immediate applicant responses
Online prescreening of applicants
Links to other job search sites
Automation of applicant tracking and evaluation
Disadvantages
Excessive number of unqualified applicants
Personal information privacy concerns of applicants

11. Advertising The Media Choice
4/20/2017
Advertising
The Media Choice
Selection of the best medium depends on the positions for which the firm is recruiting. Should use multiple sources and keep them up-to-date
Newspapers (most popular): local and specific labor markets (Sunday vs. weekday) Downside is expense
On-line job posting on bulletin boards at colleges, or professional organizations
Trade and professional journals: specialized employees
Internet job sites: global labor markets

12. College Recruiting
Sending recruiters to college campuses to attract employees right out of college Recruiters usually have multiple openings May speak to student organizations or alumni groups Internships are sometimes offered to evaluate performance and allow student to get to know organization Business- College joint projects

13. Employment Agencies and Search Firms
May benefit small HR departments to make recruiting process more efficient Public employment agency???? Private employment agencies provide job search assistance for a fee Contingency recruiting agencies are paid a fee or percentage of new hire’s salary (% 20 – 30)upon completion of search and placement. 90 days to one year guarantee is given

14. Search Firms (cont’d)
Retained agencies paid a payment by employer to conduct job search (also called executive search firms or headhunters). There is upfront payment and the rest is paid at different times On-demand recruiting services charge based on time spent (weekly, monthly) recruiting rather than per hire for large number of recruitment needs

15. Other Recruitment Sources (cont’d)
Temporary Employees may often become permanent employee (temp to hire)
Employee Referrals(Recomendation)— employees can receive a bonus if their referral is hired and many referrals tend to have lower turnover and greater job satisfaction

16. Pros and Cons of External Recruitment
-More costly than internal recruitment -May upset existing employees if internal applicants don’t get the job +Give firm the opportunity to bring in employees with fresh perspective +Allows company to target specific competencies that current employees may not possess

17. Preparing Recruitment Advertisements
Creating a value proposition will help applicants differentiate one company from another
Recruitment value proposition should include:
Information about job’s duties, working environment, rewards
Company’s corporate image and values
Level of compensation and leadership development opportunities
Social responsibility
Helps an applicant understand what day-to-day life in the firm will be like

18. Appeal of the Recruitment Message
Not all applicants will focus on same things when seeking a new job:
Company’s culture
Development of their careers
Opportunities to create innovative products
Values of work/life balance
Tasks of the job itself
Benefits and compensation level

19. Writing the Recruitment Message
Starting point is to answer “why a highly talented person would want to work at the company?”
1. Individuals are attracted to jobs for which they have more information
Little information in the ads imply that company does not value its employees highly enough
2. Convey the value proposition and company-related information
3. Create a positive “story” about why employees would want to work for company
Include brief description of job, minimum requirements and competencies sought
Gear a high quality message to target audience
4. Effective Ads
Create attention, interest, desire, and action (AIDA).
Create a positive impression of the firm.

20. Minimum Requirements for a Job AdV
Content
Job title
Brief description of duties
Minimum education, experience and skill levels required
Special criteria like extensive tavel or relocation
Brief overview of the company
Benefits provided
Writing
Start with an attention-getter (Looking for a great place to work?)
Use proper grammer and punctuation
Minimize the use of abbreviations
Keep it focused
Avoid discriminatory language (young and energetic employees sought)
Applying
How to apply
Where to apply
Deadline
Privacy promise

21. Human Resources Management 12e Gary Dessler
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Human Resources Management 12e Gary Dessler
Ineffective and Effective Web Ads
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22. Recruiters
Includes professional recruiters and managers involved in identifying and attracting employees Personality of recruiter (warmer) and knowledge about job and company are important Need to be trained on value proposition, and issues about false representation

23. Recruitment Follow Up
Maintaining communication with prospective employees conveys your company’s interest in them
The way you communicate affects company image
Let each applicant know their status by sending a personalized letter
Measure effectiveness of recruitment effort with yield ratio (ratio of number selected to number applied)cost-per-hire, time to fill, and managers’ feedback

24. Choice of Recruitment Methods
Word-of-mouth (employee referrals) is low-cost Trade publications and Web sources target individuals with specific backgrounds or skills More established firms have more formal recruitment processes

25. Managing Recruitment
Smaller companies require managers take lead in recruitment process Larger companies will have staffing departments Companies should focus on specific job information, reputation of company, and compensation and benefits package

26. Ethics and Regulatory Issues
Code of ethics should be shared with applicants during recruitment process Poaching (taking employees from competitors) may backfire when new employees leave for the next best offer Recruitment activities cannot discriminate, firms should use multiple sources for applicants Recruiters should be trained on behavior and what questions to ask job applicants Careful attention to recordkeeping of resumes and applications

27. Homework Pick an employee add from an HR section of a newspaper
Analyze the add in terms off
its source (is it the best source to post this ad?)
format
information given
value proposition offered
Please attach the add to your analysis when you hand in your homework

28. 4/20/2017
SELECTION
,Friday

29. Selection and Performance
4/20/2017
Selection and Performance
1. Hiring manager has ultimate responsibility for selection of employees, not HR manager 2. Performance of company is directly correlated to employees hired and the competencies they bring to the job 3. Employees who are not a good fit tend to make mistakes and/or leave often resulting in lost customers and money

30. Why Careful SelectIon Is Important
4/20/2017
Human Resources Management 12e Gary Dessler
Why Careful SelectIon Is Important
Organizational performance
Costs of recruiting and hiring
The Importance of Selecting the Right Employees
Legal obligations and liability
Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall
6–30

31. Selection
Systematic process of deciding which applicants to hire, promote or move to other jobs 1. Prediction—selecting an applicant that can do the job or learn to do it well 2.Internal selection is moving current employees into vacant positions

32. Person-Job Fit
1. A good match between applicant’s CSAs and interests with those of the job 2. Satisfied employees tend to be more productive 3. A strong fit maximizes the benefits for employees and the organizations for which they work

33. Selection Methods
Initial screening involves reviewing the information provided by applicants to decide which applicants are worthy of consideration
Review application form answers and resumes
Conduct screening interviews
Final screening is taking a more in-depth look at applicants. Final screening narrows down number of candidates to enable final selection
Use employment tests
Conduct interviews
Conduct reference and backgroud checks
Use “assessment centers”
Drug tests, medical examinations

34. Screening Interviews
1. Calling applicant and conducting a short telephone interview
2. Confirms person is still looking for a job
3. Provides clues about person’s oral communication skills

35. Use of Tests in Selection Process
Use tests as supplements
Check the reliability and validity of the test in Turkish Culture
Ask other firms who uses these tests for referance before you start to use one
Use a certified person or rather a psychologist for personality inventories

36. Human Resources Management 12e Gary Dessler
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Human Resources Management 12e Gary Dessler
Types of Tests
Aptitude Tests
Motor and physical abilities
Personality and interests
What Different Tests Measure
Current achievement
Basic talents & abilitis
Personality traits & characteristics
Endurance, strength or general fitness
Current knowledge or skill level
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37. Human Resources Management 12e Gary Dessler
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Human Resources Management 12e Gary Dessler
Types of Tests
Cognitive abilities
Work sample test
Knowledge tests
What Different Tests Measure
Combined tests
Reasoning, memory, comprehension
Sample of work representative of the job
Mastery of subject matter
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6–37

38. When to Use Employment Tests
Current selection process does not result in quality of employees desired
Turnover or absenteeism is high
Current selection methods do not meet professional or legal standards
Productivity is low
Errors made by employees could have safety, health, or financial consequences
COPYRIGHT © 2010 PEARSON EDUCATION, INC. PUBLISHING AS PRENTICE HALL

39. SELECTION INTERVIEW FORMATS
Human Resources Management 12e Gary Dessler
SELECTION INTERVIEW FORMATS
Interview structure
Interview administration
Selection Interview Characteristics
Interview content
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7–39

40. INTERVIEW ADMINISTRATION
Human Resources Management 12e Gary Dessler
INTERVIEW ADMINISTRATION
Face to Face
Interview
Group
Informal
Types of Interview Administration
Panel Interview
Several people interviewing applicant at the same time
One or several people interviewing more than one applicant at the same time
Often takes place outside of the office
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7–40

41. SELECTION INTERVIEW STRUCTURE
Human Resources Management 12e Gary Dessler
SELECTION INTERVIEW STRUCTURE
Unstructured (nondirective) interview
Structured (directive) interview
Interview Structure Formats
No set format to follow, no guide to score answers
Job oriented questions, acceptable answers and how the responses will be rated are written beforehand
More reliable and valid
Reduces subjectivity
Consistentency across applicants
7–41
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7–41

42. Human Resources Management 12e Gary Dessler
IntervIew Content
Situational interview
Behavioral interview
Job-related interview
Types of Questions Asked
Stress interview
Ask questions about the job content
Ask what his behavior would be in a given situation
Make applicant uncomfortable by asking rude questions occasionally
Zero in on weaknesses
Ask how they reacted to actual situations in the past
What did you do?
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43. Human Resources Management 12e Gary Dessler
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Human Resources Management 12e Gary Dessler
Examples of Questions
Situational Questions
1.Suppose a more experienced coworker was not following standard work procedures and claimed the new procedure was better. Would you use the new procedure?
2.Suppose you were giving a sales presentation and a difficult technical question arose that you could not answer. What would you do?
Past Behavior Questions
3.Based on your past work experience, what is the most significant action you have ever taken to help out a coworker?
4.Can you provide an example of a specific instance where you developed a sales presentation that was highly effective?
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7–43

44. Competency Based Interviews
Competency based interviews are structured behavioral interviews that are designed to seek if the candidate has certain key competencies that are important in conducting a certain job. The interviewer tries to figure whether the candidate got the right skills and strengths to do the job by asking the candidate to provide real life examples as the basis of his/her answer These interviews are based on the premise that past behaviour is a good predictor of future behaviour. The idea is that how one behaved in past situations will be a good indicator of how she/he will behave in future situations.

45. Competency Based Interviews
CBI’s are more systematic than unstructured interviews. Candidates are asked questions relating to their behaviour in specific circumstances, which they then need to back up with concrete examples. The answer is then matched against pre-decided criteria and marked accordingly.

46. Example: Competency based interview question
Adaptability (for project management)
***Tell us about a situation in which you had to adjust to changes over which you had no control? How did you handle it?
***What do you do when priorities change quickly? Give one example of when this happened.
Rating
Stays calm in the face difficulties
Develops strategies, not plans (seeks alternative options without deviating from project scope)
Thinks quickly and responds to sudden changes
Keeps a positive attitude towards all courses of action
Reprioritizes workload when faced with unexpected changes

47. Examples: Competency based interview questions
Initiative (for business or market development)
***Describe a project or idea that was implemented primarily because of your efforts. What was your role? What was the outcome?
***Give some instances in which you anticipated problems and were able to influence a new direction
Communication (for deal negotiation)
***Describe a situation in which you were able to effectively “read” another person and guide your actions by your understanding of their individual needs or values
***Describe a situation where you felt you had not communicated well. How did you correct the situation?

48. BIASES AND ERRORS OF INTERVIEWERS
4/20/2017
Human Resources Management 12e Gary Dessler
BIASES AND ERRORS OF INTERVIEWERS
Impression management -self promotion, ingratiation
Applicant’s personal characteristics (gender, attractiveness etc.)
Interviewer’s inadvertent behavior
(demographic similarity, playing the psychologist etc.)
Factors Affecting An Interview’s Usefulness
Halo effect- first impressions affect the other attributes
Interviewer’s misunderstanding of the job
Contrast Effect – Candidate order affects the evaluation
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Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall
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49. Other Screening Techniques
Reference checks—potential employer can contact applicant’s references to verify information (applicants should sign release form granting permission) Background checks—verifying information provided during the application process or to obtain additional information (education, criminal check, credit reports)

50. Drug and Medical Tests
Drug testing is used extensively in some countries
Medical exams can only be required after an offer of employment has been made

51. Strategy and Selection Practices
Company’s strategy and core competencies required of all employees
Low-cost strategy might focus on efficiency and productivity using simple application, short interview
Differentiation might focus on customer service using role plays, situational interviews, etc.

52. Technology and Selection
4/20/2017
Technology and Selection
Applications are completed at a computer kiosk Computer based personality or situational judgment questionnaire used for screening interview Applicants call in to respond to questions Reference and background checking may now be done by companies online

53. Globalization and Selection
Hiring increasingly large numbers of international employees to work domestically Selecting internal candidates to send to other countries Hiring host-country nationals to work in host countries Hiring international employees to work for company abroad
COPYRIGHT © 2010 PEARSON EDUCATION, INC. PUBLISHING AS PRENTICE HALL

54. Homework: Preparing Questions to Ask During an Interview
Use the job descriptions you have done as homework to write questions, you would ask to an applicant during an interview if you were to select someone for that position.
Hint: Review the responsibilities and competencies sections carefully.
Write 3 behavioral and 3 situational questions.