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In-house recruiting is recommended for
large companies
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For recruiting, smaller companies may rely on
external recruitment resources
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Cooperative alliances involve
arrangements to share recruitment resources
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9 Administrative Recruitment Issues
- 1. In-house vs. external recruitment agency
- 2. Individual vs cooperative recruitment alliances
- 3. Centralized vs. decentralized recruitment
- 4. Requisitions
- 5. Number of Contacts
- 6. Types of Contacts
- 7. Development of a recruitment guide
- 8. Process flow and record keeping
- 9. Recruiters
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Number of contacts- yield ratio:
Relationship of applicant inputs to outputs at various decision points
-
Should recruitment expenses be charged to HR or to the business unit using HR services?
-Most organizations charge the HR department, possibly to encourage each business unit to use the recruitment services of the HR group
-May result in the business unit users not being concerned about minimizing costs
-
The administrative issue of recruiters involves
selecting and training recruiters
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4 Desirable Characteristics of Recruiters
- 1. Strong interpersonal skills
- 2. Knowledge about company, jobs, and career-related issues
- 3. Technology skills
- 4. Enthusiasm
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3 Sources of recruiters
- 1. HR professionals
- 2. Line managers
- 3. Employees
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3 elements of recruiting budget
- 1. Administrative Expenses
- 2. Recruiter Expenses
- 3. Candidate Expenses
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Open recruitment technique:
advertising positions with a message appealing to a wide variety of job seekers in a variety of media outlets that will reach the largest possible audience
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Targeted recruitment technique
focusing advertising and recruiting efforts and tailoring message content to attract segments of the labor market with specific KSAOs or demographic characteristics
-
open recruitment advantages
-ensures that a diverse set of applicants are contacted and considered
-lower resource and personnel cost per applicant located
-
Targeted recruitment advantages
-narrows the pool of potential applicants, allowing the organization to concentrate efforts on the most qualified
-facilitates a more personal approach to each applicant
-
open recruiting is best when
-large numbers of applicants are required
-pre=entry qualifications are not as important
-
targeted recruiting is best when
-the organization needs specific skill sets that are in short supply
-hiring for high-leverage positions
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13 Recruitment sources
- 1. Applicant initiated
- 2. Employee referrals
- 3. Employee networks
- 4. Advertisements
- 5. Employment websites
- 6. Colleges and placement offices
- 7. Employment agencies
- 8. Executive search firms
- 9. Professional associations and meetings
- 10. Social service agencies
- 11. Outplacement services
- 12. Job fairs
- 13. Co-ops and interships
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7 features of High-Impact Organizational Websites
- 1. Easily navigated
- 2. A "job cart" function
- 3. Resume builders
- 4. Detailed information on career opportunities
- 5. Clear graphics
- 6. Allow applicants to create profiles
- 7. Self-assessment inventories
-
One of the most common recruiting methods is
employee referrals
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Benefits of Employee referrals
-finds candidates who are better informed about organizational culture and values
-lower turnover rates
-
Employee referrals are often boosted by
providing cash bonuses to employees who refer successful candidates
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4 points of Functionality of Employment Websites
- 1. Ability to create and approve job requisitions online
- 2. Manage recruiting tasks
- 3. Track the progress of open positions and candidates
- 4. Report on recruiting metrics like time to hire, cost per hire, or equal employment opportunity
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General employment websites
-attract a wider variety of potential applicants (millions of users)
-
Niche employment websites
-Target individuals with specific skill sets who are more qualified and motivated
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4 Metrics for Evaluating Recruiting Methods
- 1. Quantity
- 2. Quality
- 3. Cost
- 4. Impact on HR Outcomes
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Metrics: the impact on HR outcomes includes
- 1. Employee satisfaction
- 2. Job performance
- 3. Diversity
- 4. Retention
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Information conveyed in Realistic messages
both positive and negative aspects of a job and organization are described
-
Applicant reactions to Realistic messages
-some self-select out
-those who remain will have a better understanding of the job and will be less likely to leave
-
Potential drawbacks of Realistic messages
the best potential applicants may be more likely to leave
-
Realistic messages are best for
loose labor markets or when turnover is costly
-
Information conveyed in Branded messages
an appealing description is developed based on marketing principles, emphasizing unique features of the organization
-
Applicant reactions to Branded messages
-Positive view of the organization
-increased intention to apply for jobs
- better prehire information about benefits of the job
-
Potential drawback of Branded messages
overly positive message may result in employee dissatisfaction after hire
-
Branded messages are best fo
tight labor markets or higher-value jobs
-
Information conveyed in Targeted messages
advertising themes are designed to attract a specific set of employees
-
Applicant Reactions to Target Messages
Better fit between application message and specific applicant groups
-
Potential drawbacks of Targeted Messages
may dissuade applicants who aren't interested in the work attributes featured in the message from applying
-
Targeted messages are best for
when you are seeking specific KSAOs or types of applicants
-
5 Examples of Communication Mediums
- 1. Recruitment brochures
- 2. Videos and videoconferencing
- 3. Advertisements (classifieds, online/banned ads, radio/tv ads)
- 4. Organizational websites
- 5. Direct contact (phone or email)
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4 Applicant Reactions to Recruiters
- 1. the influence of the recruiter vs the job characteristics
- 2. the influence of a recruiter on attitudes and behaviors
- 3. Demographics of recruiters
- 4. influential recruiter behaviors (warmth and knowledge of the job)
-
4 Applicant Reactions to the recruitment process
- 1. Relationship of screening devices to the job
- 2. Delay times in recruitment process
- 3. Funding of recruitment process
- 4. Credibility of recruiter during recruitment process
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Definition of job applicant
-definition according to the EEOC and OFCCP
-importance of establishing written application policies
-
8 Characteristics of a Mobility Path Policy
- 1. Intent of policy is clearly communicated
- 2. Policy is consistent with philosophy and values of top management
- 3. Scope of policy is clearly articulated
- 4. Employees' responsibilities and opportunities for development are clearly defined
- 5. Supervisors' responsibilities for employee development are clearly stated
- 6. Procedures are clearly described
- 7. Rules regarding compensation and advancement are included
- 8. Rules regarding benefits and benefit charges are included
-
Closed recruitment:
employees are not informed of job vacancies
-
open recruitment:
employees are made aware of job vacancies
-job posting and bidding system
-
The least expensive recruiting system is
a closed system, but it may lead to high legal costs if minorities and women do not have equal access to jobs
-
Managers want a person to start work immediately when they have a vacancy: which choice system offers the quickest response?
a closed system
-
An open system is more likely than a closed system to
identify more candidates and hidden talent is likely to be overlooked
-
a closed system is better than an open system at identifying
people with specific KSAOs
-
Which choice system may motivate migration of employees from critical and difficult to fill jobs
an open system
-
Which choice system enhances perceptions of fairness?
an open system
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7 Internal recruitment sources
- 1. Job posting
- 2. Intranet and intraplacement
- 3. Talent management system
- 4. Nominations
- 5. In-house temporary pools
- 6. Replacement and succession plans
- 7. Career development centers
-
a Talent management system is
a comprehensive method for monitoring and tracking employee skills and abilities
-
4 steps to a talent management system
- 1. Identify the KSAOs required for all jobs
- 2. The complete set of KSAOs is compiled into a master list
- 3. The current workforce will need to be assessed for its competence in this set of KSAOs
- 4. When positions become open, manages make a query to the talent management system to determine which employees are ready to come into open positions
-
a Talent Management System is often coupled with
specific HR information systems (HRIS) to facilitate tracking KSAOs in the workforce
-
Career Development Centers provide
employees with opportunities to take interest inventories, assess their personal career goals, and interview with representatives across the organization
-
Career Development Centers can be
an effective retention tool for employees who desire a change, but the cost is often very high so ROI should be assessed regularly
-
Distributive Justice
perceived fairness of actual decision
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Procedural Justice
Perceived fairness of process (policies and procedures)
-
Bona fide seniority systems
law permits use of seniority systems it they are not the result of an intention to discriminate
-
5 Ways to overcome barriers and improve advancement for Women and Minorities
- 1. Examine the organizational culture
- 2. Drive change through management commitment
- 3. Foster inclusion
- 4. Educate and support women in career development
- 5. Measure for change
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Measurement:
the process of assigning numbers to objects to represent quantities of an attribute of the objects
-
Scores:
the amount of the attribute being assessed
-
Correlation between scores in measurement:
a statistical measure of the relation between the two sets of scores
-
3 Examples of Measures
- 1. Tests of applicant KSAOs
- 2. Job performance ratings of employees
- 3. Applicants' rating of their preferences for various types of job rewards
-
Attribute/construct:
knowledge of mechanical priniciples
-
Standardization of Measurement involves
controlling influence of extraneous factors on scores generated by a measure and ensuring scores obtained reflect the attribute measured
-
3 Properties of a standardized measure:
- 1. Content is identical for all objects measured
- 2. Administration of measure is identical for all objects
- 3. Rules for assigning numbers are clearly specified and agreed on in advance.
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4 Types of Measurement Levels
- 1. Nominal
- 2. Ordinal
- 3. Interval
- 4. Ratio
-
Nominal Measurement level:
-a given attribute is categorized and numbers are assigned to categories
-No order or level implied among categories
-
Ordinal measurement level (scale):
-objects are rank-ordered according to how much of attribute they possess
-represents relative differences among objects
-
Interval measurement levels (scale):
-objects are rank-ordered
-Differences between adjacent points on measurement scale are equal in terms of attribute
-
Ratio measurement level (scale):
-similar to interval scales- equal differences between scale points for attribute being measured
-have a logical or absolute zero point
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Assign the appropriate scale for the following test:
What is your current position with [organization name]?
Nominal
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Assign the appropriate scale for the following test:
How long have you held in this position?
Ration
-
Assign the appropriate scale for the following test:
Which of the following classifies your organizational level?
-Department head
-Manager
-First level supervisor
-hourly worker
Nominal
-
Assign the appropriate scale for the following test:
1= Strongly Disagree to 5= Strongly Agree
-It makes me uneasy to see an error in my work.
-One of my goals is to be perfect.
Interval
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Assign the appropriate scale for the following test:
List from 1= most important to 10=least important
-Laundry service
-car wash
-childcare
etc
Ordinal
-
Assign the appropriate scale for the following test:
If a good friend asked if he should apply for a job like yours with your employer, what would you recommend?
-not recommend at all
-recommend to some extent
-recommend to a large extent
Interval
-
Assign the appropriate scale for the following test:
What is your gender?
Nominal
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Objective measures:
rules used to assign numbers to attribute are predetermined, communicated, and applied through a system
-
Subjective measures
scoring system is more elusive, often involving a tater who assigns the numbers
-
correlation coefficient
Value of r summarizes both:
-strength of relationship between two sets of scores and direction of relationship
-
Correlation coefficient values can range from
r= -1.0 to r= 1.0
-
Correlation between two variable does not imply
causation between them
-
Practical significance of the Correlation Coefficient
-refers to size of correlation coefficient
-
The greater the degree of common variation between two variables,
the more one variable can be used to understand another variable
-
Statistical significance of the Correlation Coefficient
-refers to likelihood a correlation exists in a population, based on the knowledge of the actual value of r in a sample from that population
-
Significance level is expressed as
p < value
-
If p< .05,
there are fewer than 5 chances in 100 of concluding there is a relationship in the population when, in fact, there is not.
-
Reliability of Measures:
Consistency of measurement of an attribute
-
a measure is reliable to the extent it provides:
a consistent set of scores to represent an attribute
-
Reliability of measurement is of concern
-both within a single time period and between time periods
-for both objective and subjective measures
-
4 Types of Reliability:
- 1. Internal Consistency (Objective)
- 2. Test-retest (Objective)
- 3. Interrater (Subjective)
- 4. Intrarater (Subjective)
-
Actual score =
true score + error
-
Deficiency Error:
occurs when there is failure to measure some aspect of attribute assessed
-
Contamination Error:
Represents occurrence of unwanted or undesirable influence on the measure and on individuals being measured
-
Reliability of a measure places an upper limit on
the possible validity of a measure
-
A highly reliable measure is not necessarily
valid
-
Reliability does not guarantee
validity- it only makes it possible
-
Validity:
degree to which a measure truly measures the attribute it is intended to measure
-
Accuracy =
(A+C / A+B+C+D) x 100
where A & C are correct predictions and B & D are Errors in predictions
-
Two types of Validation studies
- 1. Criterion-related validation
- 2. Content Validation
-
Criterion Measures:
measures of performance on tasks and task dimensions
-
Predictor measure:
it taps into one or more of the KSAOs identified in job analysis
-
Predictor-Criterion scores:
must be gathered from a sample of current employees or job applicants
-
Predictor-Criterion Relationship:
the correlation must be calculated
-
Content Validation involves
demonstrating the questions/problems (predictor scores) are a representative sample of the kinds of situations occurring on the job
-
Criterion measures are not used
a judgement is made about the probable correlation between predictors and criterion measures
-
Two situations to use Content Validation:
1. When there are too few people to form a sample for criterion-related validation.
2. When criterion measures are not available.
-
4 Preliminary Issues of Selection
- 1. Logic of prediction
- 2. Nature of predictors
- 3. Development of the selection plan
- 4. Selection sequence
-
What counts in the Logic of Prediction model is
the specific types of experiences required and the level of success at each
-
Content Predictor: Sign
a predisposition thought to relate to performance (e.g., personality)
-
Content Predictor: Sample
Observing behavior thought to relate to performance
-
Content Predictor: Criterion
actual measure of prior performance
-
Form Predictor: Speed vs. Power
How many versus what level
-
Form Predictor: Paper/pencil vs. performance
test in writing or in behavior
-
Form Predictor: Objective vs. Essay
much like multiple choice vs essay exam questions
-
Form Predictor: Oral vs. written vs. computer
how data are obtained
-
3 Content predictors
- 1. Sign
- 2. Sample
- 3. Criterion
-
4 Form Predictors
- 1. Speed vs. power
- 2. Paper/pencil vs. performance
- 3. Objective vs. essay
- 4. Oral vs. Written vs. Computer
-
Initial assessment methods:
minimize the costs associated with substantive assessment methods by reducing the number of people assessed.
-
With resumes and cover letters, information is controlled by the applicant and needs
to be verified by other predictors to ensure accuracy and completeness
-
2 Major issues of Resumes and Cover Letters
- 1. Large number received by organizations
- 2. Falsification and misrepresentation of information
-
Resumes and Cover Letters: Lack of research exists related to
- -Validity or reliability
- -Costs
- -Adverse impact
-
3 Areas covered in Application blanks
- 1. Educational experience
- 2. Training
- 3. Job experience
-
Key advantage of Application Blanks
Organization dictates information provided
-
Major issue of Application Blanks
Information requested should be critical to job success and reflect KSAOs relevant to job
-
Biographical Information/ Biodata
Personal history information of applicant's background and interests
-
Biodata is used to predict
future performance by examining past performance
-
Biodata: test-retest reliability can be
high
-
3 Biodata issues
- 1. Generalizability beyond first group?
- 2. Although predictive validity exists, it is not clear what these inventories assess
- 3. Falsification can be a big problem
-
2 Problems with Reference Reports
1. Inability to discern more-qualified from less-qualified applicants
2. Lack of standardization
-
2 Suggestions to improve credibility of Reference Reports
1. Use a structured form
2. Use a standardized scoring key
-
Background checks
method involves assessing reliability of applicants' behavior, integrity, and personal adustment
-
6 types of information requested in a background check:
- 1. Criminal history
- 2. Credit information
- 3. Educational history
- 4. Employment verification
- 5. Driver license histories
- 6. Workers' compensation claims
-
2 key issues with background checks
- 1. Limited validity evidence
- 2. Legal constraints on pre-employment inquiries
-
The validity of reference reports depend on
the source providing the information
-
Initial interview begins the process of
necessary differentiation
-
The purpose of initial interview is
to screen out most obvious cases of person/job mismatches
-
the limitation of initial interview is that
it is the most expensive method of initial assessment
-
7 Criteria in the Choice of Initial Assessment Methods
- 1. Use
- 2. Cost
- 3. Reliability
- 4. Validity
- 5. Utility
- 6. Applicant reactions
- 7. Adverse impact
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