Recruitment and Selection

RECRUITMENT AND SELECTION

Recruitment Searching for, and obtaining, Searching for, and obtaining,

potential job candidates in potential job candidates in sufficient numbers and quality, and sufficient numbers and quality, and at the right cost, for the at the right cost, for the organisation to select the most organisation to select the most appropriate people to fill its jobs. appropriate people to fill its jobs. (Kramar et al 1996)(Kramar et al 1996)

Purposes

Increase size of applicant pool at Increase size of applicant pool at minimum costminimum costIdentify & prepare potential job Identify & prepare potential job applicantsapplicantsIncrease success rate of selection Increase success rate of selection process by reducing over/under process by reducing over/under qualified applicantsqualified applicantsDecrease early turnover of new hiresDecrease early turnover of new hiresIncrease individual/organisational Increase individual/organisational effectivenesseffectiveness

Recruitment planningRecruitment planning

• Estimated no. of contacts needed

• Job specifications

Recruitment philosophy• Internal vs External job filling• Job vs Career orientation• St-term vs long term orientation

Recruitment strategy developmentRecruitment strategy development• choosing reqd. applicant qualifications• choosing recruitment sources and communication channels• choosing inducements• choosing the message : realism vs flypaper

A Simplified Model of the Recruitment Process

Recruitment ActivitiesRecruitment Activities• Job posting• Ads• Other recruitment sources• Follow up actions• Record keeping

Screening / Selecting employees

Recruitment EvaluationRecruitment Evaluation• No. of jobs filled ?• Jobs filled in timely fashion ?• Cost per job filled ?

Recruiting Yield Pyramid

50

100

150

200

1,200

New hires

Offers made (2 : 1)

Candidates interviewed (3 : 2)

Candidates invited (4 : 3)

Leads generated (6 : 1)

How to Recruit

InternalInternalJob PostingsJob Postings

NewslettersNewsletters

Succession Succession Planning eg. Planning eg. promotionpromotion

ExternalExternalAdvertisingAdvertising

Employment AgenciesEmployment Agencies– Govt. employment Govt. employment

exchangeexchange– Private agenciesPrivate agencies– HeadhuntersHeadhunters

CampusCampus

Referrals / Word of Referrals / Word of Mouth / Unsolicited Mouth / Unsolicited ApplicationsApplications

InternetInternet

Advantages of Internal Recruiting

Better assessment of key skills, Better assessment of key skills, knowledge and attitudeknowledge and attitude

Lower costLower cost

Motivator for good performanceMotivator for good performance

Hire at entry-level onlyHire at entry-level only

Familiarity with organisationFamiliarity with organisation

Improved morale and securityImproved morale and security

Can identify long-term interestsCan identify long-term interests

Disadvantages of Internal Recruiting

Inability to find appropriate peopleInability to find appropriate people

Morale problems Morale problems

Political in-fightingPolitical in-fighting

Need for strong T&D programsNeed for strong T&D programs

Non-induction of fresh ideasNon-induction of fresh ideas

Approaches for Attracting External Candidates

The main approaches to attracting applicants can beThe main approaches to attracting applicants can besummarized as follows:summarized as follows:

• • Walk-insWalk-ins• • Employee referralsEmployee referrals• • AdvertisingAdvertising• • WebsitesWebsites• • Professional associationsProfessional associations• • Educational associationsEducational associations• • Professional agenciesProfessional agencies• • E-recruitment (general recruitment agents/ companies’ E-recruitment (general recruitment agents/ companies’

own sites)own sites)• • Word-of-mouthWord-of-mouth

Advantages of External Recruiting

Introduces new ideas and knowledgeIntroduces new ideas and knowledge

Reduced need for trainingReduced need for training

Larger skilled pool availableLarger skilled pool available

Disadvantages of External Recruiting

Problems of fitProblems of fit

Morale problems for internalsMorale problems for internals

Adjustment periodAdjustment period

Relocation costsRelocation costs

Decreased incentive value of Decreased incentive value of promotionspromotions

Job Description

Job Title Job Title

RelationshipsRelationships

Purpose of jobs , overall objectivesPurpose of jobs , overall objectives

Specific responsibilities, dutiesSpecific responsibilities, duties

Physical , economic conditionsPhysical , economic conditions

Job Specification

Physical characteristics Physical characteristics

General intelligence General intelligence

Specific aptitudesSpecific aptitudes

InterestsInterests

DispositionsDispositions

CircumstancesCircumstances

Personnel specifications

Impact on other peopleImpact on other people

Qualifications and experienceQualifications and experience

MotivationMotivation

AdjustmentsAdjustments

Innate abilitiesInnate abilities

Measuring past recruitment can help predict:

Timeliness of recruitment

Budget needed

Methods that yield greatest number of best quality candidates

Assess performance of recruiters / consultants

Recruitment Evaluation

The Company

•Define the employer •Who are they? •What have they achieved? •What are their plans? •What is their reputation / customer base? •Investment/ signs of positive growth?

The Role

•Define the position •What is its purpose? •What skills / abilities do they need? •What are the targets? •What are the opportunities for progression

Tips to write a good recruitment advertisement

The Candidate

•What kind of knowledge / skills / experience are they likely to have? •What are they likely to have achieved? •What type of personality/temperament will fit in to the culture? •What qualities should they have?

The Benefits

•Not everyone wants money•Opportunities•Broader role •Training •Career progression•Overall benefits•Including being with a market leader or innovator

Tips to write a good recruitment advertisement

SELECTION

Selection is the process of gathering Selection is the process of gathering information for the purposes of evaluating information for the purposes of evaluating and deciding who should be hired, under and deciding who should be hired, under legal guidelines, for the short and long legal guidelines, for the short and long term interests of the individual and the term interests of the individual and the organisation. organisation.

(Schuler, Dowling, & Smart, 1992)(Schuler, Dowling, & Smart, 1992)

Selection: Principles

Underlying the process of selection and the Underlying the process of selection and the choice of techniques are two key principles:choice of techniques are two key principles:

1.1. Individual differencesIndividual differences: : Attracting a wide choice of applicants will be of Attracting a wide choice of applicants will be of little use unless there is a way of measuring little use unless there is a way of measuring how people differ, i.e. intelligence, attitudes, how people differ, i.e. intelligence, attitudes, social skills, psychological and physical social skills, psychological and physical characteristics, experience etc.characteristics, experience etc.

2. 2. Prediction:Prediction: A recognition of the way in which people differ A recognition of the way in which people differ must be extended to a prediction of must be extended to a prediction of performance in the workplace.performance in the workplace.

Steps in Selection Process

Screening of applicationsScreening of applications

TestsTests

InterviewsInterviews

Reference ChecksReference Checks

Medical ExaminationMedical Examination

TESTS

Aptitude Achievement Personality

MentalMechanical

Job knowledgeWork sample

ObjectiveProjectiveSituational

Guidelines for the use of TESTSGuidelines for the use of TESTS• should supplement not substitute other methods• are a screening device • are not precise measures• test conditions are important• must be conducted/assessed by competent persons

Work Sample TestsAdvantagesAdvantages • high reliability high reliability • high content validity since work high content validity since work

samples are a sample of the samples are a sample of the actual work performed on the job actual work performed on the job

• low adverse impact because of low adverse impact because of their relationship to the job, these their relationship to the job, these tests are typically viewed more tests are typically viewed more favorable by examinees than favorable by examinees than aptitude or personality tests aptitude or personality tests

• difficult for applicants to fake job difficult for applicants to fake job proficiency which helps to proficiency which helps to increase the relationship between increase the relationship between score on the test and score on the test and performance on the job performance on the job

• Work Sample tests use Work Sample tests use equipment that is the same or equipment that is the same or substantially similar to the actual substantially similar to the actual equipment used on the jobequipment used on the job

Disadvantages • costly to administer; often can

only be administered to one applicant at a time

• although useful for jobs where tasks and duties can be completed in a short period of time, these tests have less ability to predict performance on jobs where tasks may take days or weeks to complete

• less able to measure aptitudes of an applicant thus restricting the test to measuring ability to perform the work sample and not more difficult tasks that may be encountered on the job

Personality Tests - for traits assessment

AdvantagesAdvantages

• can result in lower turnover due if can result in lower turnover due if applicants are selected for traits applicants are selected for traits that are highly correlated with that are highly correlated with employees who have high employees who have high longevity within the organization longevity within the organization

can reveal more information can reveal more information about applicant’s abilities and about applicant’s abilities and interests interests

can identify interpersonal traits can identify interpersonal traits that may be needed for certain that may be needed for certain jobs jobs

Disadvantages

• difficult to measure personality traits that may not be well defined

• applicant’s training and experience may have greater impact on job performance than applicant’s personality

• responses by applicant may be altered by applicant’s desire to respond in a way they feel would result in their selection

• lack of diversity if all selected applicants have same personality traits

• cost may be prohibitive for both the test and interpretation of results

• lack of evidence to support validity of use of personality tests

Psychometric Testing

Psychometric TestingPsychometric Testing

On-line testing, or e-assessment, is also used forOn-line testing, or e-assessment, is also used forselection and other HR purposes.selection and other HR purposes.

BenefitsBenefits::

Online testing enables organizations to test at anyOnline testing enables organizations to test at anytime and anywhere in the world.time and anywhere in the world.

It enables the quick processing of applicants.It enables the quick processing of applicants.Drawback:Drawback:

Loss of control over the administration of the tests –Loss of control over the administration of the tests –E-assessmentE-assessment

Types of Interviews

Unstructured / Non-directiveUnstructured / Non-directive

Structured / PatternedStructured / Patterned

PanelPanel

GroupGroup

StressStress

Behavioural (BDI)Behavioural (BDI)

Situational (SI)Situational (SI)

Assessment CentreAssessment Centre

Interviews using other mediaInterviews using other media

Selection Interviews

• Information elicited Information elicited – interviews have a specific – interviews have a specific focus, i.e. facts, subjective information, underlying focus, i.e. facts, subjective information, underlying attitudes.attitudes.

• Structure Structure – ranging from the completely structured – ranging from the completely structured to the unstructured. A compromise between the two to the unstructured. A compromise between the two enables the interviewer to maintain control yet enables the interviewer to maintain control yet allowing the interviewee free expression.allowing the interviewee free expression.

• Order and involvement Order and involvement – the need to obtain different – the need to obtain different kinds of information may mean the involvement of kinds of information may mean the involvement of more than one interviewer. Applicants may be more than one interviewer. Applicants may be interviewed serially or in a panel.interviewed serially or in a panel.

Selection Interviews

InterviewingInterviewing– Interviews are the most common selection tool.Interviews are the most common selection tool.– There is unsubstantiated confidence in the traditional interview.There is unsubstantiated confidence in the traditional interview.

Unstructured InterviewsUnstructured Interviews– No fixed question format or systematic scoringNo fixed question format or systematic scoring

– Shortcomings:Shortcomings:Susceptible to distortion and interviewer biasSusceptible to distortion and interviewer biasOpen to legal attack; legally indefensible if contested.Open to legal attack; legally indefensible if contested.Apparent but no real validity; may not be totally job-related Apparent but no real validity; may not be totally job-related and possibly invasive of privacy.and possibly invasive of privacy.Highly inconsistent in application as selection tool.Highly inconsistent in application as selection tool.Lack of feedback to interviewers about selection errors.Lack of feedback to interviewers about selection errors.

Selection Interviews

Structured InterviewStructured Interview

– A set of job-related questions with standardized answers.A set of job-related questions with standardized answers.– Question types used in structured InterviewsQuestion types used in structured Interviews

Hypothetical situationsHypothetical situationsJob knowledgeJob knowledgeJob sample simulationJob sample simulation

Behavioral InterviewingBehavioral Interviewing

– Posing detailed questions to candidates about their personal, Posing detailed questions to candidates about their personal, specific behaviors in actual past job-related situations.specific behaviors in actual past job-related situations.

Behaviour Description Interview (BDI)

AssumptionAssumption: "Best predictor of future : "Best predictor of future performance is past performance in similar performance is past performance in similar circumstances.” circumstances.”

Overcomes excellence assumptionOvercomes excellence assumption "Experience equals excellence" (i.e. tasks "Experience equals excellence" (i.e. tasks have been performed well.)have been performed well.)

Requires candidate to give Requires candidate to give specificspecific examplesexamples of of howhow they performed job they performed job duties.duties.

Example BDI: Middle Manager

““Meetings & presentations are an Meetings & presentations are an important part of a Manager's job. Tell important part of a Manager's job. Tell me about your most successful me about your most successful presentation to a management meeting.”presentation to a management meeting.”– What was the topic of the presentation?What was the topic of the presentation?– What were your objectives for the meeting?What were your objectives for the meeting?– When did you start preparing for the meeting? When did you start preparing for the meeting?

What did you do to prepare?What did you do to prepare?– What was your role at the meeting?What was your role at the meeting?

Situational Interview (SI)

HypotheticalHypothetical– Questions focus on what an applicant Questions focus on what an applicant

would do in a hypothetical situation. would do in a hypothetical situation. e.g. scenarioe.g. scenario

Why Situational Interviewing

Based on goal-setting theory which states Based on goal-setting theory which states that intentions are related to behaviourthat intentions are related to behaviour

Job Experts Develop Questions and sample Job Experts Develop Questions and sample GOOD, AVERAGE & POOR answers. GOOD, AVERAGE & POOR answers.

Assessment Centre

Assessment center is designed to yield information Assessment center is designed to yield information that can be used to make decisions concerning that can be used to make decisions concerning suitability for a job.suitability for a job.

They provide a fuller picture by combining a range of They provide a fuller picture by combining a range of techniques.techniques.

General methods used include group discussions, General methods used include group discussions, role plays and simulations, interviews and tests.role plays and simulations, interviews and tests.

Candidates attending an assessment centre will be Candidates attending an assessment centre will be observed by assessors who should be trained to observed by assessors who should be trained to judge candidates’ performance against criteria judge candidates’ performance against criteria contained within the competency framework.contained within the competency framework.

Multi Modality Approach

The principle of (diagnostic) measurement using several The principle of (diagnostic) measurement using several assessment approaches combined :assessment approaches combined :

Simulation approach Simulation approach Biographical approachBiographical approachTrait approachTrait approach

Reliability and Validity

ReliabilityReliability refers to the extent to which a refers to the extent to which a selection technique achieves consistency in selection technique achieves consistency in what it is measuring over repeated use.what it is measuring over repeated use.

ValidityValidity refers to the extent to which a selection refers to the extent to which a selection technique actually measures what it sets out to technique actually measures what it sets out to measure.measure.

Validity

Content validityContent validity

• • Ability of the test to measure knowledge and skills needed Ability of the test to measure knowledge and skills needed to do the job.to do the job.

Construct validityConstruct validity

• • Ability of the test to measureAbility of the test to measure– – underlying constructs, e.g. intelligence,underlying constructs, e.g. intelligence,motor skills, etc.motor skills, etc.– – Traits, e.g., sociability, musically inclined,Traits, e.g., sociability, musically inclined,conscientiousness, etc.conscientiousness, etc.

1.0

0.9

0.8

0.7

0.6

0.5

0.4

0.3

0.2

0.1

0.0

-0.1

Perfect prediction

Work sample tests (0.54 corrected)General mental ability (0.53 corrected)

Assessment centres (0.41)

Biodata (0.37 corrected)Structured interviews (0.35)Personality tests (up to 0.33)

Unstructured Individual Interviews (0.11)ReferencesAstrology (0.0)Graphology (0.0)Chance prediction

(Corrected = corrected for measurement error / range restriction)

Meta-Analysis - What Works?

Problems with Selection Interviews

The selection interview is a subjective The selection interview is a subjective process and prone to:process and prone to:

biasbias

stereotypesstereotypes

initial impressionsinitial impressions

memory capacity of interviewersmemory capacity of interviewers

Costs of Poor Selection

Direct CostsDirect Costs– Re-advertising costsRe-advertising costs– Panel time and effortPanel time and effort– HR staff time and effortHR staff time and effort

Hidden CostsHidden Costs– Reduced productivityReduced productivity– Lost productivity whilst position vacantLost productivity whilst position vacant– Time taken for new hire to become Time taken for new hire to become

productiveproductive

Evaluating a Selection Program

Reliable-must measure or predict behavior with Reliable-must measure or predict behavior with a high degree of consistency.a high degree of consistency.

Valid-measures the degree to which inferences Valid-measures the degree to which inferences made from interviewing and reference checks made from interviewing and reference checks are correct and accurate.are correct and accurate.

Job related predictorJob related predictor

Equal Employment Opportunity (EEO)

– In virtually all aspects of employment, it is In virtually all aspects of employment, it is unlawful to discriminate on the basis of race, unlawful to discriminate on the basis of race, color, sex, religion, age, national origin, color, sex, religion, age, national origin, disability, or veteran status.disability, or veteran status.

– Aimed at preventingAimed at preventing future future discrimination. discrimination.

Affirmative Action Program (AAP)Affirmative Action Program (AAP)– Actively seeking out, employing, and Actively seeking out, employing, and

developing the talents of those groups developing the talents of those groups traditionally discriminated against in traditionally discriminated against in employment in the employment in the pastpast..

Implementing an Affirmative Action Program

Measures Employed in AAPs to Prevent Discrimination:Measures Employed in AAPs to Prevent Discrimination:

– ActiveActive recruitment of women and minorities. recruitment of women and minorities.– Elimination of prejudicial questions on employment Elimination of prejudicial questions on employment

application forms.application forms.– Establishment of specific goals and timetables for Establishment of specific goals and timetables for

minority hiring.minority hiring.– Statistical validation of employment testing Statistical validation of employment testing

proceduresprocedures

Toward Managing Diversity

From Affirmative Action to Managing DiversityFrom Affirmative Action to Managing Diversity– The objective is to develop an appreciation of The objective is to develop an appreciation of

interpersonal differences and to create a dominant interpersonal differences and to create a dominant heterogeneous culture.heterogeneous culture.

Accommodating The Needs of People with Accommodating The Needs of People with DisabilitiesDisabilities– Requires that employers to make Requires that employers to make reasonable reasonable

accommodationsaccommodations to the needs of present and future to the needs of present and future employees with physical and mental disabilities.employees with physical and mental disabilities.

Staffing System ComponentsStaffing System Components

Applicant(Person)

Organization(Job)

Recruitment(identification & attraction)

Selection(assessment & evaluation

Employment(decision making & final match)

ORIENTATION or INDUCTION

a planned introduction of employees a planned introduction of employees to their jobs, co-workers and the to their jobs, co-workers and the organisationorganisation

WHY INDUCTION

Reduce the cost and inconvenience Reduce the cost and inconvenience of early leaversof early leavers

Increase commitmentIncrease commitment

SocializationSocialization

Accelerate progress up the ‘learning Accelerate progress up the ‘learning curve’curve’

3 BASIC COMPONENTS

Company / Organisational InductionCompany / Organisational Induction

Departmental InductionDepartmental Induction

Follow UpFollow Up

CHOICES IN DESIGNING INDUCTION PROGRAMS

Formal or InformalFormal or Informal

Individual or CollectiveIndividual or Collective

PLACEMENT

The assignment The assignment or allocation or allocation of people to of people to jobs in the jobs in the organizationorganization

2 ways Placement can happen

Match 1Match 1 – looking for an individual for – looking for an individual for a specific joba specific job

Match 2Match 2 – looking for a job to match – looking for a job to match an individualan individual

Reading Assignment

Getting to “yes” with the right candidates. Lauren Bielski. Getting to “yes” with the right candidates. Lauren Bielski. American Bankers Association. ABA Journal. New York: Mar American Bankers Association. ABA Journal. New York: Mar 2007. Vol.99,Iss. 3;pg.302007. Vol.99,Iss. 3;pg.30

Recruitment and Retention of a Diverse workforce: Recruitment and Retention of a Diverse workforce: Challenges and Opportunities. Valerie L Myers, Janice L Challenges and Opportunities. Valerie L Myers, Janice L Dreachslin. Journal of Healthcare Management. Chicago: Dreachslin. Journal of Healthcare Management. Chicago: Sep/Oct 2007. Vol. 52,Iss5; pg. 290Sep/Oct 2007. Vol. 52,Iss5; pg. 290

URL: http://proquest.umi.com/URL: http://proquest.umi.com/