Employee Selection - Recruiting and Interview.pptx

Industrial Psychology

1. Recruiting and Interviewing “Great vision without great people is irrelevant” -Jim Collins, Good to Great

2. Recruitment

3. What is Recruitment? An additive process The process of attracting people with the right qualifications to apply for the job

4. Internal Recruitment Hire someone from within the organization (via promotion or transfer) Advantage: To enhance employee morale and motivation , it is often good to give current employees an advantage in obtaining new internal positions . Less effort in training the employee Disadvantage: If an organization always promotes employees from within, it runs the risk of having a stale workforce that is devoid of the many ideas that new employees bring with them from their previous employment.

5. External Recruitment To hire someone from outside the organization

6. Methods of External Recruitment MEDIA ADS SITUATION WANTED ADS POINT-OF-PURHASE EMPLOYMENT AGENCIES EXECUTIVE SEARCH FIRMS PUBLIC AGENCIES REFERRALS DIRECT MAILS INTERNET JOB FAIRS

7. Media Advertisements Newspaper Ads Respond by calling To either quickly screen the applicant or hear an applicant’s phone voice (for telemarketing or receptionist positions) Send-Resume When the organization expects a large response and does not have the resources to speak with thousands of applicants Apply-in-person When organizations don’t want their phones tied up by applicants calling (travel agency or pizza delivering restaurant) OR they want to get a physical look at the applicant The least effective recruitment method (SHRM, 2007)

8. Media Advertisements Newspaper Ads The Blind Box Method The least effective recruitment method (SHRM, 2007) The company might fear that people wouldn’t apply if they knew the name of the company (ex. clerk position for a funeral home) The organization does not want its name in public (especially for big companies that doesn’t want an avalanche of application , many from unqualified applicants On rare occasions, a company needs to terminate an employee but wants first to find a replacement

9. Electronic Media The use of Television and Radio Stations Aside from generating applicants, commercials are an excellent public relations vehicle Downside: Very expensive

10. Situation-Wanted Ads Aka Jobs-Wanted or Positions-Wanted Ads It is a newspaper ad in reverse. It’s placed by the person seeking a specific job, and directed to potential employers Advantage: don’t cost an organization any money Modern versions of Situation wanted ads are social networking sites such as LinkedIn, Facebook, and Twitter

11. Point-of-Purchase Methods Based on the same point-of-purchase (“POP”) advertising principles used to market products to consumers In employee recruitment, job vacancy notices are posted in places where customers or current employees are likely to see them: store windows, bulletin boards, restaurant placemats, etc. The idea behind POP (in marketing) is to get you to buy more items while you are already in the store It is inexpensive and is targeted to those who frequent the business Only a number of limited number of people are exposed to the sign

12. Employment Agencies An organization that specializes in finding jobs for applicants and finding applicants for organizations looking for employees Employment agencies charge either the company or the applicant when the applicant takes the job. The amount charged usually ranges from 10% to 30% of the applicant’s first-year salary Useful if an HR Department is overloaded with work or if an organization does not have an individual with the skills and experience needed to select employees properly Disadvantage: a company loses some control over its recruitment process and may end up with undesirable applicants

13. Executive Search Firms Aka “Headhunters” Reputable executive search firms always charge their fees to organizations rather than to applicants The jobs they represent tend to be higher-paying, non-entry-level positions such as executives, engineers, and managers Fees charged by executive search firms tend to be about 30% of the applicant’s first-year salary

14. Public Employment Agencies Agencies operated by a state or local government, designed primarily to help the unemployed find work Offer free services such as career advisement and resume preparation

15. Bureau of Local Employment Public Employment Service Office

16. Referrals Current employees refer family members and/or friends for a job Only those referrals made by successful employees should be considered In a survey of 450 HR professionals, employee referrals were rated as the most effective recruitment method Some organizations provide financial incentives to employees who recommend applicants who are hired In some references, referral is considered as an internal recruitmen t method*

17. Direct Mail An organization sends out mass mailings of information about job openings to potential applicants An employer typically obtains a mailing list and sends letters or brochures to people through the mail Especially useful for positions involving specialized skills (ex. Licensed professionals) Ex: sending mails to employed individuals or to new grads (from career services offices)

18. Internet Usually takes two forms: Employer-Based Websites and Internet Recruiters (Job Boards) Advantage: Cheap Produce better-quality applicants than did newspaper ads and career fairs Employer-Based Websites An organization lists available job openings and provides information about itself and the minimum requirements needed to apply to a particular job Internet Recruiters Pertains to a private company whose websites lists job openings for hundreds (or even thousands) of organizations and resumes for thousand of applicants

19. Job Fairs A recruitment method in which several employers are available at one location so that many applicants can obtain information at one time Second Type: Many organizations in the same field in one location Advantage : each visitor is a potential applicant for every organization Drawback : each organization must compete directly First type: Many types of organizations have booths at the same location (mostly organized by Colleges/Universities) Third Type: A single organization will hold its own job fair Advantage: no competition Drawback: expensive

20. Evaluating the Effectiveness of Recruitment Strategies

21. Examine the Number of Applicants who: Applied Are qualified Got hired Recruitment Strategies Criterion News Ad Referrals Jobstreet.com Number of applicants who applies 40 30 15 Number of qualified applicants 5 19 8 Number of hired applicants 4

22. Cost per applicant method The amount of money spent on a recruitment method divided by the no. of people that subsequently apply for jobs as a result of the recruitment strategy Example: Newspaper Ad – Php 5,000, yields 30 applicants Vs. Job Fair – Php 1,500, yields 100 applicants Cost per applicant for Newspaper Ad: Php 167.00 Cost per applicant for Job Fair: Php 15.00

23. Cost per qualified applicant method The amount of money spent on a recruitment method divided by the no. of qualified people that subsequently apply for jobs as a result of the recruitment strategy Example: Indeed.com – Php 10,000 with 100 qualified applicants Vs. JobStreet – Php 15,000 with 45 qualified applicants Cost per qualified applicant for Indeed.com: Php 100 Cost per qualified applicant for JobStreet : Php 333.33

24. Best Method: Examine the number of successful employees generated by each recruitment source This is an effective method because every applicant will not be qualified, nor will every qualified applicant become a successful employee

25. Effective selection techniques share three characteristics: Valid Reduce the chance of legal challenge Cost-effective

26. Meta-Analysis of Zottoli and Wanous (2000) Inside Source Vs. Outside Source Result: Employees recruited through inside sources stayed with the organization longer (higher tenure) and performed better than employees recruited through outside sources Inside Source includes employee referrals and rehires while Outside Source includes job fairs, ads, school placement offices, recruiters etc. Why? 1 st explanation: Studies show that applicants who are referred by employees received more accurate information about the job than do employees recruited by other methods 2 nd explanation: Interpersonal Attraction Next page

27. People tend to be attracted to those who are similar to themselves (interpersonal attraction). If this is true (and research strongly suggests it is), then an employee recommending a friend for a job will more likely to recommend one similar to herself. Thus, it would make sense that a person who is happy with her job would recommend a person who, because of her similarity to the incumbent, should also be happy with a job Likewise, an unhappy employee would recommend similar friends who would also be unhappy and would probably have short tenure with the organization

28. Realistic Job Preview It involves giving an applicant an honest assessment of a job Even though telling the truth scares away many applicants, the ones who stay will not be surprised about the job. Informed applicants will tend to stay on the job longer than applicants who did not understand the nature of the job A meta-analysis suggests that RJPs will be most effective if they are given in an oral rather than written format, and if they are given at the time of the job offer rather than earlier in the recruitment process or after the job offer has been accepted

29. Expectation-Lowering Procedure A form of RJP Lowers an applicant’s expectation about the various aspect of the job ELP: We often start a new job with high expectations, thinking the job will be perfect. As you will discover, no job is perfect and there will be times when you become frustrated by your supervisor or your coworkers…… Simple RJP Statement: This job is performed in a very small space, in high levels of hear, and with few opportunities for interaction.

30. Interview

31. Undoubtedly the most common method of employee selection An interviewer asks questions and then makes the employment decision based on the answer to the question as well as the way in which the questions were answered

32. Types of Interview Structure Structured Interview vs. Unstructured Interview Structured Interview: The source of the questions is a job analysis, thus, all questions are job-related All applicants are asked the same questions (for same position of course) There is a standardized scoring key to evaluate each answer Unstructured Interview: Interviewers are free to ask anything they want (e.g., What do you want to be in five years?) The research is clear that structured interviews are more reliable and valid than interviews with less structure

33. Types of Interview Style – no. of interviewers and no. of interviewees One-on-one interview Serial Interviews involve a series of single interviews Return Interviews are similar to serial interviews with the difference of passing of time between the first interview and subsequent interview Panel Interviews have multiple interviewers asking and evaluating answers of the same applicant at the same time Group Interviews have multiple applicants answering questions during the same interview

34. Types of Interview Medium Face-to-face Telephone Interviews Videoconference interviews (the use of Skype or Messenger, for example) Written Interviews

35. Advantages of Structured Interviews More valid than unstructured interviews Legally defensible because the questions are job-related Result in substantially lower adverse impact ( Huffcutt & Roth, 1998) Even though structured interviews are superior to unstructured ones, applicants perceive structured interviews to be more difficult Because the interview is so structured, applicants may feel that they did not have the chance to tell the interviewer everything they wanted to

36. 8 factors that affects the unpredictability of unstructured interviews

37. Poor intuitive ability Interviewers often base their hiring decisions on “gut feelings” or intuition People are not that good at using intuition to predict behavior: research indicates that human intuition are inaccurate predictors of a variety of factors Research does not support the idea that some interviewers are able to predict behavior, whereas others are not

38. Lack of Job Relatedness Most of the questions asks are not job-related, thus, it cannot predict the future performance on an applicant

39. Primacy Effect Information presented early in an interview carries more weight than information presented later It has been suggested that interviewers decide about a candidate within the first few minutes of an interview To reduce potential primacy effects, the interviewer must rate the applicant’s response after each question rather than waiting until the end of the interview to make a single judgment or rating

40. Contrast Effect When the performance of one applicant affects the perception of the performance of the next applicant If a terrible applicant precedes an average applicant, the interview score for the average applicant will be higher than if no applicant or a qualified applicant preceded her

41. Negative Information Bias Negative information carries more weight in an employment decision than does positive information This bias seems to occur only when interviewers aren’t aware of job requirements

42. Interviewer-Interviewee Similarity Research suggests that an interviewee will receive a higher score if he or she is similar to the interviewer in terms of personality, attitude, or race

43. Interviewee Appearance In general: Physically attractive > Less attractive applicants Professional dressed applicants > poorly dressed applicants Obese applicants receive lower interview scores than their leaner counterparts Interviewee appearance is a potent hiring factor ( Posthuma , 2002)

44. Nonverbal Cues Factors such as eye contact and posture Meta-analyses found that the use of appropriate nonverbal cues is highly correlated with interview scores. Not surprisingly, meta-analysis results indicate that structured interviews are not as affected by nonverbal cues

45. Steps In Creating a Structured Interview

46. Interview Questions Clarifiers Allows the interviewer to clarify information in the resume, cover letter, and application Allows to fill in gaps and obtain other necessary information Example: I noticed a two-year gap between two of your jobs. Could you tell me about that? Disqualifier Questions that must be answered a particular way or the applicant is disqualified Example: Do you have a valid driver’s license ? Are you available to work on weekends? (If a job requires that employees work on weekends) Skill-Level Determiner Designed to tap an interviewee’s level of expertise Example: How will you administer, score, and interpret the MBTI?

47. Interview Questions Future-Focused Questions Aka Situational Questions Applicants are given a situation and asked how they would handle it Example: You’re working on a project with a tight deadline but you find that you’re unable to complete your section because your supervisor is unavailable to answer a few key questions. How do you deal with the situation? Past-focused questions Aka Patterned Behavior Description Interviews Focuses on previous behavior rather than future intended behavior Taps an applicant’s experience Example: Tell us about a time when a customer was angry with you. What did you do to handle the situation? Organizational Fit Questions Taps how well an applicant’s personality and values will fit the organizational culture The idea behind this is to make sure that the person’s values are consistent with those of the organization Example: Describe your experience working with a culturally diverse group of people.

48. Scoring Key for Interview Answers Right/Wrong Approach Some interview questions can be scored simply on the basis of whether the answer was correct or incorrect Usually used for skill-level determiners “As a server, can you give a 16-year-old if his parents are present and give permission?”

49. Scoring Key for Interview Answers Typical Answer Approach Benchmark Answers Standard answers to interview questions Problem: there are many possible answers to a question, and applicants often provide answers that could fit parts of several different benchmarks Create a list of ALL possible answers to each question, have SMEs rate the favorableness of each answer, and then use the ratings to serve as benchmarks for each point on a scale

50. Scoring Key for Interview Answers Key Issues The key issues can also be weighted so that the most important issues get more points than the less important issues. SMEs create a list of key issues that they think should be included in the perfect answer. For each key issues that is included, the interviewee gets a point .

51. Conducting the Structured Interview

52. Job Search Skills Master the art of obtaining a job

53. Surviving the Interview Process Scheduling the Interview Neither day of week nor time of day affect interview scores ( Aamodt and Myers, 1993 ) If applicants arrived late, the scores will be drastically lower (Lantz, 2001 ) No differences have been found in interview scores based on whether an applicant arrives on time or five to ten minutes early Before the Interview Learn about the company. Organizations are impressed if an applicant knows its products and services On the day of the interview, dress neatly and professionally, and adjust your style as necessary to fit the situation During the Interview Use nonverbal behaviors (firm handshake, eye contact, and smiling) Desired verbal behaviors: Asking questions, subtly pointing out how you are similar to the interviewer, NOT asking about the salary, not speaking slowly, and not hesitating before answering questions After the Interview Write a brief letter thanking the interviewer for her time

54. Writing Cover Letters A letter that accompanies a resume or a job application. Aka letter of intent or application letter It should contain: a Salutation, four (4) basic paragraphs, and a closing signature Salutation Get the name of the recipient Do not refer to the person by his or her first name (Dear James) Do not use: “To Whom It May Concern” (sounds too demanding, and it might not concern them at all) Paragraph State the name of the job you are applying for and that your resume is enclosed Provide your qualifications Tell them why you are interested with the job Provide them with your contact details Tips Avoid sounding desperate and do not beg Avoid grammar and spelling errors Do not use officious words (or “Big Words ”) Don’t discuss personal circumstances

55. Cover Letter

56. Résumé A formal summary of an applicant's professional and educational background Resumes may not predict performance partly because they are intended too be advertisement for an applicant Aamodt and Williams (2005) found that the median estimate was that 25% of resumes contained inaccurate information

57. Types of Résumé Chronological Resume Lists previous job in order from the most to the least recent Useful for applicants whose previous jobs were related to their future plans and whose work histories do not contain gaps

58. Types of Résumé Functional Resume Jobs are grouped by function rather than listed in order by date Useful for applicants who are either changing careers or have gaps in their work histories Disadvantage: takes employers longer to reach and comprehend than other types of resumes Least popular with employers

59. Types of Résumé Psychological Resume Resume style that takes advantage of psychological principles Contains the strength of both chronological and functional resumes Takes advantage of the impression-formation principles of priming, primacy, and short-term memory limits Also makes use of three impression management rules of relevance, unusualness , and positivity

60. Averaging vs. Adding Model by Anderson (1965) Implies that activity quality is more important than quantity It is better to list few great things, rather than listing few great things and adding many average things Our impression are based more on the average value of each impression rather than on the sum of the values of each impression It is neither necessary nor desirable to list all of your coursework