Recruitment and Selection: Hiring the Right Person

Learning Objectives

At the end of this module, students will understand the: > Methods used by organizations to recruit and select employees. > Legal issues that affect recruitment and selection. > HRs role in the recruitment and selection process. > Role of supervisors and peers in the recruitment and selection of team members.
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The Hiring Process

Recruitment Selection Socialization

Hiring the Right Person: Recruitment

RECRUITMENT
> The process of attracting individuals in adequate

numbers with the right skills and at appropriate times to apply for open positions within the organization.

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Recruitment Issues
Alternatives to recruitment:
> Outsourcing.

> Contingent labor.

> Part-time employees. > Overtime.

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Internal Environment
Promotion from within: > Advantages: Promotion as a reward for good work. Motivational tool for other employees. Promoted employee gets up to speed must faster in his or her new job. > Disadvantages: Must fill the position vacated by the promoted employee. Lack of new ideas and creativity that may come from a new person. 6 Jealousy from those not promoted.

Internal Environment

Nepotism: Hiring relatives. > Does your organization have a policy on nepotism? > May be discriminatory. > Must ensure individuals are not in supervisory positions managing their own relatives. > May create issues of favoritism.

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Internal Recruitment
Job Posting: The process of announcing job openings to employees. > Job information must be made available to all employees. > Ensure minority workers and disadvantaged individuals are aware of job opportunities. > Employee cynicism occurs when there is not equal opportunity for open positions. Employee Referrals: > Some believe this is the route to the best employees. > Can continue discriminatory hiring practices.

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External Recruitment
Employment agencies. Executive search firms. In-house recruiters. Local advertising: > Newspaper. > Multimedia. Internships. Job fairs. College recruiting. Walk-in candidates.
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Internet Recruiting
Advantages: > Inexpensive. > Quick and easy to post announcement. > Responses arrive faster and in greater quantity. > Will generate a wider range of applicants. > Applicants can be screened by computer. > Some selection tests can be administered by computer. > Automated applicant tracking. Disadvantages: > Ease of submission will result in a lot of applicants, many whom are not qualified. > May take more HR time to sort through the greater quantity of applicants.
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The Employment Application

Applications must include:
> Applicant information.

> Applicant signature certifying validity of information.

> Statement of employment at will, if permitted. > Permission from the applicant for reference check.

Avoid the following:

> Discriminatory information.
> Citizenship and Social Security data. > Information on past use of FMLA, ADA or Workers > > > >

Compensation. Disability information. Past salary levels. Birth date or education dates. Drivers license information, unless driving is a job requirement.
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Screening Interview

Usually conducted by telephone. Not done in all organizations. A few straight-forward questions. Can eliminate those less qualified early in the selection process.

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Selection

Reliability and validity Selection tools as predictors of job performance Combining analysts Selection and the person/organization fit Reactions to selection devices

 Reliability Consistency of measurement, usually across time but also across judges. (trustworthy) Validity The extent to which the technique measures the intended knowledge, skill, or ability. In the selection context, it is the extent to which scores on a test or interview correspond to actual job performance.

 Selection tools as predictors of job performance

> Letters of recommendation > Application forms > Ability tests > Personality tests > Psychology tests > Honesty tests

> Interviews structured

> Assessment centers > Drug tests > Reference checks > Background checks > Handwriting analysis

Personality Tests Extroversion or self-confidence Friendliness Conscientiousness Emotional stability Openness to experience

Structured Job Interview

Situational Interview Job Knowledge Worker Requirements Questions

Unstructured Does not Mean Unprepared: Making the Most of the Hiring Interview
Six Simple Tasks

Be prepared Put applicants at ease in the first few minutes Dont be ruled by snap judgments or stereotypes Ask results-oriented questions Dont underestimate the power of silence Close the interview with care

Legal Issues in Staffing

Discrimination Laws

Affirmative Action

Negligent Hiring

Develop clear policies on hiring as well as on disciplining and dismissing employees Check state laws regarding hiring applicants with criminal records Learn as much as possible about applicants past work-related behavior

Kinds of Selection Tests

Cognitive aptitude tests measure reasoning, vocabulary, verbal and numeric skills. Job knowledge tests measure knowledge regarding a particular job. Work sample tests allow candidates to demonstrate how they would work on the job. Psychomotor abilities tests assess the skill level of tasks required on the job. Personality tests assess traits and personal characteristics. They are used to determine if the applicant is the right fit for the organization. Vocational interests tests identify occupations in which the candidate is most interested. Honesty and integrity tests try to measure a candidates truthfulness .
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Interviewing Candidates
Team or individual interviewer? Structured or patterned interview:
> Pre-set questions asked of all candidates.

Nondirective interview:
> Minimum of questions, not planned in advance. > Open-ended questions; interviewer follows the

candidates lead.

Situational and problem-solving interview:

> Candidate describes how he or she would solve a

problem.

Behavioral interview:
> Candidate describes how he or she responded to a

specific situation.
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Background Verification and Reference Checks

The importance of checking: > 40 percent of applicants lie about work histories and educational backgrounds. > 20 percent of applicants falsify credentials and licenses. > 30 percent of applicants make misrepresentations on their resumes.

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The Job Offer

Making the job offer:
> May be done by phone, letter or in person. > Make arrangements for further conditions:

Physical exam and drug screen.

> Discuss salary and benefits:

Avoid quoting an annual salary.

> Realistic job preview,

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Evaluating the Recruitment and Selection Process

Cost:
> Did you stay within your recruitment budget?

Time:
> How long did it take you to fill the position?

Quality:
> Were your applicants well qualified for the job?

Longevity:
> What about turnover? Do your new hires stay for the

long term?

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CONGRATULATIONS! You have a new employee!

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