Recruitment and Selection: Recruiting and Interviewing

Recruitment and Selection Procedure

• Job Analysis
• Selection of Testing Methods
• Test Validation
• Recruitment: Systematic process of attracting qualified people.
  • Internal
  • External
• Screening
• Testing
• Selecting
• Hiring/Rejecting

Job Analysis

• Identifies important tasks and duties.
• Presents knowledge, skills, and abilities needed.

Recruitment Ads

• Ads with company emblem attract more applicants.
• Ads including salary range and company phone number attract higher quality applicants.
• Realistic job information is important.
• Detailed job descriptions help applicants assess fit.
• Information about the selection process influences applications.
• Situation Wanted Ads: Ads placed by applicants.

Methods of Recruitment

• Media Advertisement
• Point-of-Purchase: Advertising principles used to market products to consumers.
• Campus Recruiters
• Outside Recruiters
• Job Fairs
• Employment Agencies: Charge company or applicant.
• Executive Search Firms (Head Hunters): Represent high-paying positions, charge organizations.
• Public Employment Agencies: Help unemployed, offer career counseling.
• Employee Referrals: Current employees recommend contacts.
• Internet: Employer-based websites and internet recruiters (private organizations).
• Incentives: Signing bonuses to attract applicants.
• Non-Traditional Populations: Recruiting from varied demographics.

Evaluating Recruitment Strategies

• Number of Applicants: Tally applicants from different sources.
• Cost per Applicant: $(\frac{\text{Amount spent}}{\text{Number of applicants}})$
• Number of Qualified Applicants: Tally of qualified applicants from different sources.
• Cost per Qualified Applicant: $(\frac{\text{Amount spent}}{\text{Number of qualified applicants}})$
• Number of Successful Applicants: Tally of successful hires from different sources.

Realistic Job Preview (RJP)

• Honest job assessment.

Expectations Lowering Procedure (ELP)

• Lowers applicant's expectations about work in general.

Effective Employee Selection

• Valid: Based on job analysis (content validity), predicts behavior (criterion validity), measures the construct (construct validity).
• Reduces legal challenges: Job-related content (face validity), avoids privacy invasion, minimizes adverse impact.
• Cost-effective: Affordable to purchase/create, administer, and score.

Employment Interviews: Structure

• STRUCTURED INTERVIEW:
  • Job analysis as the question source (job-related questions).
  • Standardized questions for all applicants.
  • Standardized scoring key.
• UNSTRUCTURED INTERVIEW:
  • Interviewers can ask anything.
  • No requirement for consistent questions.
  • Points assigned at interviewer's discretion.

Employment Interviews: Style

• ONE-ON-ONE: One interviewer, one applicant.
• SERIAL: Series of single interviews.
• RETURN: Similar to serial, but with time between interviews.
• PANEL: Multiple interviewers, one applicant.
• GROUP: Multiple interviewers, multiple applicants.

Employment Interviews: Medium

• TELEPHONE: Used for screening, lacks visual cues.
• VIDEO CONFERENCE: Remote interviews.
• WRITTEN: Applicant answers written questions.

Problems with Unstructured Interviews

• Poor Intuitive Ability
• Lack of Job Relatedness
• Primacy Effects (First Impressions)
• Contrast Effects
• Negative Information Bias
• Interviewer-Interviewee Similarity
• Interviewee Appearance
• Non-Verbal Cues

Creating a Structured Interview

1. Determine KSAOs (Knowledge, Skills, Abilities, and Other characteristics) to tap.
2. Create Interview Questions
   • Clarifiers: Clarify resume/application information.
   • Disqualifiers: Questions with specific required answers.
   • Skill Level Determiners: Expertise assessment.
   • Future Focused Questions: Situational questions.
   • Past Focused Questions: Focus on previous behavior.
   • Organizational Fit Questions: Assess fit within the organization.
3. Create a Scoring Key for Interview Answers
   • Right and Wrong Approach
   • Typical-Answer Approach
   • Key-Issues Approach
4. Conducting the Structured Interview
   • Establish rapport.
   • Explain agenda and process.
   • Ask questions and score.
   • Clarify applicant's questions.
   • End with a compliment.

Resume

• Summary of professional and educational background.
• Viewed as:
  1. A history (long, detailed).
  2. Skills advertisement (short, relevant).

Characteristics of Effective Resumes

1. Attractive and easy to read.
2. Free of errors.
3. Applicant appears qualified (without lying).
4. Resume not Autobiography.

Types of Resumes

• Chronological: Lists jobs from most to least recent.
• Functional: Organizes jobs by skills.
• Psychological: Combines strengths of chronological and functional styles.