chapter 6 recruitment and selection 1227419638976965 8

8/18/2019 Chapter 6 Recruitment and Selection 1227419638976965 8

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CHAPTER 6

Recruitment and Selection


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Recruitment The process of attractingindividuals on a timely basis,

in sucient numbers, andwith appropriatequalications, and

encouraging them to applyfor jobs with an organization


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!ims Recruitment

"nitial #creening

$inal #election


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"mportance of recruitment

and selection %anagement or &rofessional positions

vs 'lerical or #hop (oor levels

)alue of commitment and motivation *etting people with e+act sills,

qualities and attitudes

-orforce is becoming increasinglyheterogeneous

.nsophisticated


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Recruitment and

selection at Nissan UK #hop(oor &roduction jobs

11,/00 applied for the rst /00 vacancies

#ophisticated selection process !pplication form #even pages in length

$ocus !ttitude and approach to

problemsolving rather then simpletechnical nowledge


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What does recruitment

selection involve?Recruitment is the process of nding andattracting a pool of suitable candidates for

the vacancy !dvertising is important here

&ool of candidates

2e+t phase concerns initial screening To reduce the eld to manageable proportions

$inal selection phase


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Assessment ofrecruitment andselection processes.

Cost

"n terms of nancial resources Validity

refers to the e+tent to which a particularrecruitment or selection technique is an accurate

or valid predictor of actual job performance 3014 Fairness

&ossibility of bias


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Does a vacancy eist? !void 5automatic replacement syndrome6

Really necessary to recruit a replacement or

-or can be reorganized or Rescheduled amongst e+isting sta7

!nitially via promotion" or #hether it should $esourced eternally via recruitment

Career advancement $irst step is to determined the type of person or

people the company ideally wishes to recruit


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!nternal %romotion and &ternal Recruitment

A. L. Weaver

President and Chief

Executive Officer

. E. Le!is

".L. #enne$ %. &ic's

(. L. )e!*an

. . %ac's+n

,. W. -!ain

ice President/ &u*an

es+urces

"ana0er/ &u*an

es+urce #e1art*ent

,enefit Ana$st

"ana0er/ C+*1ensati+n"ana0er.

E*1+$*ent

-aar$ Ana$st

etire*ent

,. "assenur0

,.,.-./ -tate niversit$

Pr+*+ti+n

Pr+*+ti+n

Pr+*+ti+n

Externa ecruit


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Conduct a 'o$ analysis Two components8 a job specication and a person

specication $unctional (e+ibility

-ide range of job tass when the worload requires

Rapidly changing environments

'ompletely di7erent role in the near future 39rattonand *old, 1:::4 !denti(cation of candidates that are #illin) to $e

*ei$le" and that have the ri)ht attitudes andmotivational +ualities rather than searchin) forcandidates that have a speci(c set of s,ills


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-he Recruitment

strate)y "nternal advertisements,

;+ternal advertisements in press

publications, Recruitment agencies,

;+ecutive search agencies, or

;ncouraging current employees toas friends and relatives to apply 3socalled 5grapevine6 Recruitment4


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-he Recruitment

strate)y The Recruitment process is a mareting

e+ercise

#trength of their brands Reputations

9y merging their recruitment strategy with theirproduct mareting strategy #uch an approach

involves adopting similar formats, styles andcolours in recruitment advertisements as areused in product mareting advertisements 3'apelli,>0014


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&recruitment


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&recruitment "&@6s annual recruitment survey

3"nstitute of &ersonnel and

@evelopment, 1:::4, A> per cent of .?employers were recruiting through the"nternet in 1:::3up from 1B per cent in1::C4

"n the .#, :0 per cent of large .#employers are already using erecruitment 3'apelli, >0014


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9enets of erecruitment%onstercom

1D million employee proles and ')6s

available online 3'apelli, >0014 #ome companies have also

established "nternet alumni networs

Reestablish contacts with formeremployees that have left the companyto wor for competitor organisations


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9enets of erecruitment3'apelli, >0014

BA days to recruit .sing traditionaltechniques

E days by posting jobs online B days if online application forms were used

$urther C days if applications were screenedelectronically 3erec 1C days4 'ost benets

Recruitment advertisements are e+pensive

Fuality of applicants higher


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Got Recruiting #ites

Career /uilder0 http011###.career$uilder.com

Carries its o#n listin)s and o2ers lin,s to siteenspeciali3ed career sites.

&mployment 4uide0 http011###.employment)uide.com Another leadin) career resource site" has thousands of

'o$ listin)s from hundreds of ma'or companies.

FlipDo)0 http011###.*ipdo).com

Features more than 566"666 'o$s and 78"666 employers in

9"866 locations.:ot;o$s0 http011###.hot'o$s.com


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Got Recruiting #ites ;panB0 http011###.spherion.com


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erecruitment at /ritishAir#ayswwwbritishairwaysjobscom

%erric, 2 5-elcom aboard6, &eople%anagement, 1C may >001

H=eaders for 9usinessI %anagement Training&rogramme can apply through email only

!ds posted traditionally J on web Received /000 instead of 1>000 3usual4

@ealing with high quality base valid way toscreen out people who are not conversant withweb technology


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Which recruitmenttechni+ues should a

company use?-ype and level of vacancy

%anagerial or e+ecutive job as

opposed to a semisilled manual job

Time constraints

'ost limitations


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Recruitment -echni+ues

Kield analysis ! systematic yield analysis

;nsuring fairness Timelapse analysis 3'ascio, 1::D4

;+ecutive search agencies tend to tae a long time,whereas employee referrals can be very quic

'ostperhire ;+ecutive search agencies e+pensive

-alins J employee referrals 'heaper


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Kield Ratio &ercentage of applicants from a

recruitment source that mae itto the ne+t stage of the selectionprocess

100 resumes received, /0 foundacceptable L /0M yield


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'ost of Recruitment 3per employee hired4

SC = source cost AC = advertising costs, total monthly expenditure example!

"#$,%%%& A' = agency (ees, total (or the month example! ")*,%%%&

R+ = re(erral onuses, total paid example! "#,-%%& .C = no/cost hires, 0al1/ins, nonpro(it agencies, etc2 example! "%&

H = total hires example! ))*&

Cost to hire one employee = "3)3

H

NCRBAFAC

H

SC +++=


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!nitial screenin)

!pplication form %any countries have regulations

9iodata inventories .sing psychometric techniques

Realistic job previews 'ase studies, job sampling or videos

3&ermac and -anous, 1:D/4


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!nitial screenin)

@rug screening !ppro+imately >0 per cent of .# private sector rms

now drugscreen their applicants 3'ascio, 1::14

;vidence to suggest that drug use predicts poorer job performance

*raphology !ccuracy is unproven

;+perts argue that the tests can be 5beaten6 3#a+e,@ougherty and 'ross, 1:D/4


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!nitial screenin)

0014


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!nitial screenin)

0014


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Final selection

'ompanies include selectiontechniques lie "nterviews !ssessment centres

Tests and wor samples


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#election Techniques andthe $requency of .se

-echni+ue %ercenta)e of (rms reportin) useReference chec,in) E!ntervie#s5E

Application forms 8EA$ility tests 8Eedical eaminations 76Eental a$ility 9GEDru) testsHE

%ersonality inventory G8EWei)hted application forms GGE:onesty tests 8EIie detector tests 7E

S45RCE! A22 Ryan and P2 Sac1ett, 7A Survey o( 8ndividual Assessment Practices y 894 Psychologists,:Personnel Psychology 3% )*$;&, pp2 3


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&ercentage of Nob #ills Testing in #elected"ndustries TEST ALL JOB ONLY SELECT

INDUSTRY APPLICANTS JOB CATEGORIES

Manufacturing 7% 4%

!inancia" S#r$ic# 4% &'%

()*"#a"# an+ R#tai" ,% -.%

Buin# an+ Pr*f#i*na" S#r$ic# /% -7%

Ot)#r S#r$ic# &% &.%

Source! A*erican "ana0e*ent Ass+ciati+n %+ -'is estin0 :uesti+nnaire/; 998.


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Final selection

!ntervie#in) $ocused interview

#tructured interviews .nstructured interviews


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&2ectiveness ofintervie#

! lot of evidence to suggest that theire7ectiveness ids poor

#tructured interviews that are e7ectiveas predictors of future job performance

)alidity of 0E>

.nstructured interviews )alidity ratingof 0A1 3!nderson and #hacleton,1::A4


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-hy are structured interviews somuch more e7ective than

unstructured interviewsO ;asier to objectively compare

2ecessarily ased the same set of

questions ;+tremely dicult


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#tructured interviews as 9ehaviouralinterviews rather than as a

situational interview 39arclay, >0014 -hen interviews are unstructured P

dicult

Gighly subjective Reduces the validity of the process

# l #it ti l " t i


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B5EST84.!8t is the night e(ore your scheduled vacation2 ou are all pac1ed and

ready to go2 @ust e(ore you get into ed, you receive a phone call (romthe plant2 A prolem has arisen that only you can handle2 ou are as1ed tocome in to ta1e care o( things2 >hat 0ould you do in this situationD

REC4R? A.S>ER!

SC4R8. 58?E!ood! 78 0ould go in to 0or1 and ma1e certain that everything is 42F2

Then 8 0ould go on vacation2:ood! 7There are no prolems that only 8 can handle2 8 0ould ma1e

certain that someone uali(ied 0as there to handle things2:

'air! 78 0ould try to (ind someone else to deal 0ith the prolem2:'air! 78 0ould go on vacation2:

#ample #ituational "nterviewFuestion


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Researchers have found that subjectivitywithin the unstructured interview process

taes a number of forms ;+pectancy e7ect

&rimacy e7ect

'ontrast e7ect

Fuota e7ect

#imilartome e7ect 3%anaging diversity at%ars and #pencer, and 9ritish Telecom4


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Researchers have found that subjectivitywithin the unstructured interview process

taes a number of forms 3'ontinued4 &ersonal liing bias 3;g 'ommon sporting

grounds4 &hysical cues 3-earing *lasses are often

equated to intelligence4 !bility to recall information 3%emory of

interviewersOO4


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.nstructured interviewing can be said asa Gallmar of an incompetent

interviewer .# suggest that only about A/ per cent

of companies use structured interviews

3'ascio, 1::14 "mplication is E/ per cent of companies

rely on unstructured interviewing


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Final selection tests

'ognitive ability tests 2umerical andverbal reasoning tests

!bility tests fall into two categories8 attainment tests 3which assess the sills a

candidate already possesses, such as

typing sills4, and aptitude tests 3which assess the liely

ability of candidates to acquire new sills4


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-or sample testsQjob simulation tests 'andidate is placed in a situation that they

are liely to face in the job itself ;+ample "ntray tests, ased to prioritize

the hypothetical worload in a logicalmanner

%ostly assess the methods and processesthe candidates utilises rather than resultsthey achieve


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&ersonality tests 100000 psychometric tests are taen every day in

-estern countries 3-ilson, 1:::8A04 !bility, aptitude and personality questionnaires

are used mainly for managerial posts, whileliteracy and numeracy tests are more popular forclerical and secretarial positions 39eardwell andGolden, >0014

'omplementary to interviews, rather thanreplacing them


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&2ectiveness of tests

A$ility" attainment and aptitude tests A$ility tests J 6.75 vs Wor, sample tests 6.77

Anderson and >hac,leton" G9B Critici3ed $y Ro$ert >ten$er)"%rofessor" =ale

University" %eople ana)ement" G ar)uesthat successful people have 9 ,inds of a$ilities Analytical a$ilities

Creative a$ilities %ractical a$ilities

Conventional a$ility tests focus primarily onmeasurement of Analytical or a$stract s,ills


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&ersonality tests 39eardwell and Golden,>0014

The e+tent to which personality is measurable The e+tent to which personality remains

stable over time

The e+tent to which personality traits can be

identied The e+tent to which the completion of a

questionnaire


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&ersonality tests

&roblem of cultural bias 2eed for achievement

!ssessing sales drive

&! consulting 3GR consultancy rm4 iron

out 'ultural inconsistencies


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!ssessment centres &articipants undertae a variety of tests, group

e+ercises and interviews

observed by a team of multiple assessors $inal decision based on pooled information

#everal days to complete costly process

!ccuracy is high but should be conducted

properly Reserved for management and graduate

selection due to high costs


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Reference checs Reference request from previous and

current employers %ostly positiveOO

@ebatable Referee6s nowledge oncandidate6s on the job performanceOO

%ore used as factual chec relating tocandidate6s qualications and priore+perience

! h id l


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!s there an ideal" or one$est #ay@ approach to (nal

selection? )ary depending upon the position being

recruited to3such as whether

managerialQprofessional as opposed tononmanagerial4

"rrespective of the level of vacancy mustcarry out the processes of recruitment,

initial screening and nal selection in athrough, systematic manner 3;lse noguarantee on suitable candidate4

! th id l


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selection? $inal selection

Tests can be highly accurate predictors of future

job performance 3better to study candidate6sability and personality4

"nterviews should be freed up to assess otherissues 3speech, poise and appearance4

&erson6s level of friendlinessratings of acandidate6s friendliness in interviews frequentlymatch supervisor assessments of friendliness inlater appraisalsOO

! th id l


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selection? &ublic relations perspective

@isheartening for applicants to be

rejected ! candidate rejected today may well be

a potential customer in the future, so itmaes good business sense to treat

them with courtesy and respect "nterviews are to be structured if they

are to prove e7ective

R i d


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Recruitment and#election8 'ountry@i7erences

Antidiscrimination la# in the U> means that any RL> process

has to $e underta,en very carefully.

&)" #ords and phrases such as J man/girl; saleswoman; bar maid;

waitress; college student; recently retired; bilingual, are all

potentially ille)al.

&ach of these indicates a preference – )ender" a)e" education and

nationality.

>election procedures are also su$'ect to le)al constraints in U>.

Application forms" intervie#s etc should all conform to the

re+uirement of $ein) job related.

R it t d


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Recruitment and#election8 'ountry@i7erences "n :K recruitment has traditionally occurred through

family networs 3Torrington and Tan, 1::/4, although it

has been noted that 5western6 methods have grown since

the 1:D06s with the increasing use of advertising

3?irbride and Tang, 1:D:4

"n >in)apore only /AM of women are economically

active


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Recruitment and#election8 'ountry@i7erences -he in)apore o2ers CareerIin,Mmom. -his is

an advisory centre that provides 'o$ see,ers #ith

information on employment and learnin) opportunities

to enhance employa$ility.

!t also provides employers #ith la$our mar,et trends

and information and they can source for suita$le

employees from the data$ase.

N-UC has an &mployment Assistance %ro)ramme. -he

>:R! also o2ers such services.

R it t d

mailto:CareerLink@mommailto:CareerLink@mom


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Recruitment and#election8 'ountry@i7erences -here are also -ripartite 4uidelines on NonDiscriminatory ;o$

Advertisements. -hese do not have le)al force $ut aim to

reduce discrimination in this process.

Criteria that should not $e used in 'o$ advertisements J race"reli)ion unless re+uiredB" marital status" a)e" )ender unless

re+uiredB.

Accepta$le criteria are J educational +uali(cations" releveant

s,ills and ,no#led)e pro(cient in $oth &n)lish and alay@B"

relevant attri$utes" relevant eperience" other 'o$

re+uirements.

R it t d


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Recruitment and#election8 'ountry@i7erences Core #or,ers in ;apanese corporations are recruited and selected

throu)h ri)orous processes re+uirin) J resume" photo)raph" an

ocial family record" physical eamination" letters of

recommendation. An entrance eamination #ill also $eadministered.

;apanese employers #ill see, the follo#in) J sta$ility"

commitment" team#or,in) capa$ility" and )eneralist rather than

specialist s,ills. ;apanese companies tend to operate the

core@1@peripheral@ split. Women in ;apan are recruited more

casually as their role is perceived as homema,er.

R it t d


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Recruitment and#election8 'ountry@i7erences "n Korea employees are separated into A types of

employees P core, basic 3permanent employees4,

temporary employees

;lements of the selection process in ?orea would include P

test for specialist nowledge, test of ;nglish prociency, a

personal interview

The split between core and peripheral worers is again an

important one


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$actors That %otivate Top

Talent

Source! E. (. Cha*ers/ &. &anafied#ece*er 998?5@56. sed !ith 1er*issi+n +f "cinse$ B C+.


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9est and -orst %ajors for NobGunting *raduates

Source! Patric' -cheet/ E*1+$*ent esearch =nstitute/ "ichi0an -tate niversit$.


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chapter 6 recruitment and selection 1227419638976965 8

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