iop: recruitment and selection

Resolving Internal Complaints

Before a complaint can be fired with the EEOC, an employee must utilize whatever internal resolution process available within the organization

Outsourcing

having outside vendors supply services previously done by a company’s employees

Offshoring

having outside vendors abroad supply services

blind box

• organization doesn’t want its name in public

• company might fear that people wouldn’t apply if they knew the name of the company

• a company needs to terminate an employee but wants first to find a replacement

Realistic Job Previews

• involves giving an applicant an honest assessment of a job

• Example: instead of telling the applicant how much fun she will have working on the assembly line, the recruiter honestly tells her that although

• the pay is well above average, the work is often boring and there is little chance for advancement

• Because they know what to expect, informed applicants will tend to stay on the job longer than applicants who did not understand the nature of the job

Labor Code of the Philippines

• Protects workers from discrimination based on gender, age, religion, political beliefs, etc.

• Promotes just working conditions, fair wages, and security of tenure.

Magna Carta of Women (RA 9710)

• Protects women's rights in the workplace

• Ensures equal opportunities, protection from sexual harassment, and fair treatment (e.g., maternity benefits, no discrimination in hiring or promotion).

Data Privacy (RA 10173 – Data Privacy Act of 2012)

• Protects personal and sensitive information (e.g., resumes, test scores, employee records)

• Organizations must get consent, store data securely, and only use it for legitimate purposes.

• HR departments and I-O psychologists must handle data responsibly

Equal Employment Opportunity (EEO) Principles

• All applicants and employees must be treated fairly and equally.

• Hiring, promotion, training, and termination should be based on merit, not race, gender, disability, or other personal characteristics.

• Supports a diverse and inclusive workplace

PWD Rights (RA 7277 – Magna Carta for Persons with Disabilities)

• Promotes equal opportunity and accessibility in employment for PWDs.

• Employers are encouraged to provide reasonable accommodations (e.g., ramps, flexible work schedules)

Grievance System

• employee take their complaints to an internal committee that makes a decision regarding the complaints

  • If the employees does not like the decision, they can take the complaints to EEOC (DOLE or CSC)

Mediation

employees and the organization meet with a neutral third party who tries to help the two sides reach mutually agreed upon solution

Arbitration

two sides present their case to a neutral third party who then makes a decision to which side is right

Binding Arbitration

• neither side can appeal the decision

• final, legally enforceable, and must be followed by both parties.

• A union and company disagree on wages. They go to arbitration. The arbitrator decides a 5% salary increase. Both sides must follow the decision

Nonbinding Arbitration

• the parties can either accept the decision or take the case to the court

• The arbitrator gives a recommendation or opinion, but both parties are not required to follow it.

• The decision is advice—you can accept or reject it.

• A workplace dispute goes to arbitration. The arbitrator recommends reinstating an employee. The company can choose whether to follow it or not

Civil Rights Act and Equal Pay Act of 1963

prohibits discrimination based on sex

Age Discrimination in Employment Act (ADEA)

forbids an employer or union from discriminating against an individual over the age of 40

Vocational Rehabilitation Act of 1973

prohibits discrimination against people with disabilities

Pregnancy Discrimination Act

states that women affected by pregnancy, childbirth, or related medical conditions shall be treated the same for all employment related purposes, including receipt of benefit programs, as other persons not so affected but similar in their ability or inability to work

Bona Fide Occupational Qualification (BFOQ)

if a job can only be performed by a person in a particular class

Four-Fifths Rule

the percentage of applicants hired from one group is compared to the percentage of applicants hired in most favored group

Quid Pro Quo

granting of sexual favors is tied to such employment decisions such as promotions and salary increases

FAMILY MEDICAL LEAVE ACT

• Provides eligible employees a minimum of 12 weeks of unpaid leave each year to deal with family matter

• Employers can decide if they want to define the eligibility period as calendar year or as rolling 12-month period as calendar year

Workforce Planning

• process of deciding which positions are to be filled and how to fill them

• Goal is to identify and eliminate gaps between employer’s workforce needs and the current employees who might be suitable for filling those needs

• The first step before recruiting and hiring employees

Succession Planning

process of identifying and developing internal talent to fill critical roles

Personnel Replacement Charts

• used in to identify and prepare potential candidates for key positions within an organization (broad)

• shows MANY positions in the organization

• “Who can replace people across THESE positions?”

Position Replacement Card

• used to identify and track potential replacements for key positions, including their qualifications, performance, and promotion potential (specific)

• focuses on ONE job position

• “Who can replace THIS person?”

Markov Analysis

• forecasts availability of internal job candidates

• predict future events (like an employee’s career path) based on current probabilities of how they move between states (e.g., staying in their current role, moving up, or leaving the company)

• ex: how likely is it that an entry-level employee will become a manager, or how likely is it that someone will leave the company after a certain period?

Recruitment

attracting people with the right qualifications to apply for the job

Internal Recruitment

• promote someone from within the organization

• To enhance employee morale and motivation, it is often good to give current employees an advantage in obtaining new internal positions

External Recruitment

hire someone from outside the organization

Newspaper Ads

• Respond by calling

• Apply-in-person ads

• Send-resume ads

• Send resume to a blind box

Electronic Media

television and radio

Situation-Wanted Ads

• placed by the applicants rather than by organizations

• List extensive qualifications, some give applicant’s names, and some are generally more creative than others

Point-of-Purchase Methods

• based on the same point-of-purchase advertising principles used to market products to consumers

• Job vacancy notice is placed where customers are likely to see them

Outside Recruiters

outside recruiting sources as private employment agencies, public employment agencies, and executive search firms

Employment Agencies

• Either charge the company or the applicant

• Especially useful if an HR department is overloaded with work or if an organization

• Company loses control over its recruitment process and may end up with undesirable applicants

Executive Search Firms

• Jobs they represent tend to be higher-paying, non-entry level positions

• Fees charged are usually 30% of the applicant’s first-year salary

• They find top leaders (ceo, director) for companies who are hard to recruit through normal job ads.

• They are also commonly called “headhunters.”

Public Employment Agencies

• Designed primarily to help the unemployed find work, but they often offer services such as career advisement and resume preparation

• Often, government programs are also available that will help pay training costs

• State and local employment agencies

Employee Referrals

• Current employees recommend family members or friends for specific job openings

• Most effective recruitment method

• Care must be taken when developing referral program to ensure that the referral pool is representative of the ethnic and racial makeup of the qualified workforce

• At risk of possible discrimination

Internet

Fast growing source of recruitment

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

• Applicants can download their resumes, answer questions designed to screen unqualified applicants, and take employment tests

• Use of job domains have been rampant

Internet Recruiters

• A private company whose website lists job opening for hundreds of organizations and resumes for thousands of applicants

• It’s less costly than newspaper advertisement and reaches more people over a larger geographic area

Blogging

allows recruiters to discuss an organization’s career opportunities and corporate culture informally with potential applicants

Direct Mail

• An employer typically obtains a mailing list and sends help-wanted letters or brochures to people through the mail

• Especially useful for positions involving specialized skills

Job Fairs

• Designed to provide information in a personal fashion to as many applicants as possible

• Many types of organizations have booths at the same location

• Also held when an event or disaster occurs that affects local employment

• Many organizations in the same field in one location

• Organization holds it own

Expectation-Lowering Procedure

lowers an applicant’s expectations about work and expectations in general

• Valid

• Reduce the chance of a legal challenge

• Cost-effective

Effective employee selection systems share 3 characteristics

Valid selection test

based on a job analysis, predicts work-related behavior, and measures the construct it purports to measure

Structured Interview

• Source of questions is from the conducted job analysis

• All applicants are asked with the same questions

• Has standardized scoring key

• More reliable and valid

• Interviews high in structure are more valid

• Viewed more favorably in courts

Unstructured Interview

• Follows no set format

• Question vary depending on the applicant

• There are generally no right or wrong answers

Problems with Unstructured Interviews

• Poor Intuitive Ability

• Lack of Job Relatedness

• Interviewee Appearance

• Nonverbal Cues

Primacy Effects

first impressions

Contrast Effects:

the interview performance of one applicant may affect the interview score given to the next applicant

Negative-Information Bias

negative information apparently weighs more heavily than positive information

Interviewer-Interviewee Similarity

interviewee will receive a higher score if she is similar to the interviewer in terms of personality, attitude, gender, or race

Future-Focused Questions or Situational Questions

• ask what they would do in particular situation

• Situations are typically hypothetical

• Future-oriented

• Ex. What would you do if a co-worker takes all the credit for your work?

Past-focused Questions or Patterned Behavior Description Interviews

• focused on previous behavior

• Asks candidates what they did in a certain situation

• Makes use of actual situations

• Ex. What did you do to manage your time well?

Style

determined by the number of interviews and number of interviewers

One-on-One Interviews

involve one interviewer interviewing an applicant

Serial Interviews

• involves a series of single interviews

• a candidate goes through multiple rounds of interviews with different people or departments, usually in a sequential manner.

• ex: hr —> hiring manager —> team interview —> executive interview

Return Interviews

• similar to serial interviews with difference being a passing of time between the first and subsequent interview

Panel Interviews

multiple interviewers asking questions and evaluating answers of the same applicant at the same time

Group Interviews

have multiple applicants answering questions during the same interview

Serial-Panel-Group Interview

a candidate faces multiple rounds of interviews (serial), with multiple interviewers (panel), and potentially interacts with other candidates (group) during the process.

Cover Letters

tells an employee that you are enclosing your resume and would like to apply for a job

Salutation

name of the person to whom you want to direct the letter

Cover Letters

• Avoid sounding so desperate

• Avoid grammar and spelling errors

• Avoid officious words or phrases

• Don’t discuss personal circumstances

• Tailor your letter to each company

• Don’t write your cover letter on the stationery of your current employer

Resume

• summary of an applicant’s professional and educational background

• Viewed as a history of your life or an advertisement of your skills

• Must be attractive and easier to read

• Cannot contain typing, spelling, grammatical, or factual mistakes

Chronological Resume

• list previous jobs in order from the most to least recent

• most traditional and widely used format

Functional Resume

organizes jobs based on skills required to perform them rather than the order of the specific timeline of your work experience.

Psychological Resume

• contains the strengths of both the chronological and functional styles and is based on psychological theory and research

• often used in highly personal professions or for roles where emotional intelligence, teamwork, and personal development are critical