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Kavanagh, Human Resource Information Systems, Third Edition© 2015 SAGE Publications, Inc.

CHAPTER 12

Recruitment and Selection in an Internet Context


RECRUITMENT

The Goal Of The Recruitment Function Is To Identify,

Attract, And Hire The Most Qualified People.

(Cascio, 2006)


RECRUITMENT AND TECHNOLOGY

• The Goal Of The Recruitment Function Is To Identify, Attract, And Hire The Most Qualified People (Cascio, 2006).

• In The U.S., Over 90% Of Large Companies Use The Internet To Recruit Applicants

• Over 95% Of Fortune 500 Have An Online Job Page

• Over 46 Million People Look For Job Openings Online


ONLINE RECRUITMENT AND RECRUITMENT OBJECTIVES

• Cost

• Speed Of Filling Job Vacancies

• Psychological Contract Fulfillment

• Satisfaction And Retention Rates

• Quality And Quantity Of Applicants

• Diversity Of Applicants


ATTRIBUTES OF THE RECRUITING WEB SITE -1

• Navigability can be defined as the overall ease with which a user can browse through multiple Web pages to locate topics of interest. Hosting a Web site that displays current information and includes active hyperlinks to retrieve information is essential in maintaining user interest within the site. To achieve this goal, organizations should follow the “three-click” rule for users to locate information of interest

• Content information refers to the degree to which the Web site hosts relevant information that the user deems valuable and informative in nature. Providing information that the user desires is another mechanism by which organizations can sustain user interest and satisfaction with the Web site.

• The media richness theory has been frequently applied to explain why hosting relevant content information is beneficial to applicants. Specifically, this theory contends that communication effectiveness is a function of the degree to which media sources reduce user uncertainty and equivocality.


ATTRIBUTES OF THE RECRUITING WEB SITE - 2

• The more customizable information an organization provides on its Webpage, the more likely an applicant will engage in appropriate self-selection behavior (to apply or not apply for a job within the organization). In other words, if the Web site provides direct feedback to applicants regarding their P-O or P-J fit, the online recruiting effort will likely attract a more qualified applicant pool.

• Companies should consider how the aesthetic features of their Web sites engage user interest and attention. These features encompass the overall stylistic or innovative aspects of a Web site, such as contrasting colors, pictures, animation, and playfulness, which keep the user engaged while he or she navigates through multiple Web pages

• Integrating these attributes together, a Web site’s usability has been found to affect applicant perceptions and attitudes toward the organization. A recent meta-analytic study found a corrected correlation coefficient of .41 between Web site usability and organizational attraction – in other words, the more usable the Web site was perceived, the more likely the applicant was attracted to the organization.


RECRUITMENT STRATEGIES AND SOCIAL NETWORKING

• Social Networking Sites And Online Search Engines Are Being Used More Frequently Now As An HR Tool Than They Were Two Years Ago.

• They Are Primarily Used To Search For Passive Applicants, Particularly At The Middle Management Levels, Who Might Not Otherwise Apply Or Be Contacted By An Organization.

• They Are Not Used To Screen Applicants.

• Negative Information Provided In The Social Networking Sites, Has A Greater Influence On Hiring Decisions, Than Positive Information.


Guidelines for Online Recruitment -1

• More Suitable For Well Known Firms With Excellent Employer Brand.

• To Be Used As One Of The Many Sources Of Recruitment.

• More Suitable When Large Number Of Candidates Are Required For High-level Jobs Requiring High Levels Of Education.

• Be Aware Of The Limitations, Such As The Limited Ability To Attract Highly Qualified Candidates And Minority Candidates. It May In Fact Attract Job Hoppers.

• The Websites Should Be Easy To Use And Navigate And Designed To Attract Not Screen Candidates.

• Online Screening Systems Should Be Based On Job Analyses.


• E-recruiting systems should provide realistic preview of the job and the firm.

• The effectiveness should be regularly reviewed and continuously improved based on feedback from job applicants.

• Should be culturally sensitive and suit people from diverse backgrounds including those with low education levels and low computer self-efficacy.

• Should incorporate privacy protection policies including collection of only employment specific data and restricting access to and distribution of such data.

Guidelines for Online Recruitment - 2


SELECTION

The process of choosing individuals who have relevant qualifications to fill existing or projected job openings and “match” the needs of the company as well as those of the individual. This means a match on both KSAs and company culture.

Michael J. Kavanagh and Richard D. Johnson - Human Resource Information Systems: Basics, Applications, and Future Directions, 3e © 2014 SAGE Publications, Inc.


SELECTION AND TECHNOLOGY

Tests And Assessments Are Used For:

• Selection Of Employees

• Placing Employees In Positions In The Organization

• Training And Development Of Employees

• Promotion Of Employees

• Evaluation Of Employees


Knowledge test: A multiple-choice training posttest of knowledge of the tools, machines, and equipment used in a factory and

designed to measure how well the new hire has learned essential job information taught in classroom training.

Skill test: A practical exercise or simulation that tests the candidate’s effectiveness in using Microsoft Word software.

Ability test: The Watson-Gleser Critical Thinking Appraisal, a multiple-choice reasoning test, in which the examinee reads a

short or medium-length passage and draws logical conclusions about the statements, choosing the answer that makes the

best logical sense. Many other ability tests are similar in appearance and format to educational tests that are familiar to

students (e.g,. the Scholastic Aptitude Test [SAT], the Miller Analogies Test [MAT], and the Graduate Record

Examination [GRE]).

Personal attributes test: A multiple-choice personality assessment, in which the examinee reads statements, such as “I enjoy

making presentations in front of large groups of people,” and indicates the extent to which she or he agrees or disagrees

with the statement. Results are scored on several scales or dimensions.

Work simulation: An in-basket exercise in which the examinee must examine the variety of types of information

(correspondence, reports, and other information) and also interact with simulated coworkers, employees, or other

business associates (whether computer simulated or role played by actors over the telephone or in person). The examinee

is evaluated on a variety of dimensions, from accuracy and the quality of decisions to work-related competencies,

interpersonal skills, and other personal attributes.

SPECIFIC EXAMPLES OF TESTS AND ASSESSMENTS (Figure 12.2)


SELECTION TESTS AND ASSESSMENTS

• Selection Procedures Refer To Any Procedure Used Singly Or In Combination To Make A Personnel Decision.

• Selection Tests And Assessments Are Job Related Decision-making Tools That Provide Information About Candidates That Organizations Can Use In Selection.


WHY IS ASSESSMENT IMPORTANT FOR HRIS?

• All Organizations Use Assessments

• Organization Leaders Know That Employees’ Abilities, Skills, and Personal Attributes Are Critical for Success

• Some Selection Systems Work Better Than Others

• Employee Selection Is Regulated by Antidiscrimination Laws

• The Value of Selection Is Quantifiable


TECHNOLOGY ISSUES IN SELECTION

• Equivalence Between Conventional And Computerized Assessments

• Bandwidth Versus Fidelity: How Closely Should We Simulate The Job?

• Validity And Security Issues Created By Unproctored Online Testing


Correlations between Assessment Scores and Job Performance (Validity) for Various Types of Asessments

0 0.1 0.2 0.3 0.4 0.5 0.6

Work Simulations

Structured Employment Interview

Ability Tests

Personality/Integrity Tests

Reference Checks

Training & Experience Ratings

Years of Education

Graphology (Handwriting Analysis)

Ty

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f A

ss

es

sm

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Valdiity Correlation

Source: Schmidt and Hunter (1998), The validity and utility of selection methods in personnel psychology: Practical and theoretical implications of 85

years of research findings.

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Figure 2

CORRELATIONS BETWEEN ASSESSMENT SCORES AND JOB PERFORMANCE Figure 12.3

Schmidt and Hunter (1998)


APPLYING HRIS TO SELECTION AND ASSESSMENT

• Careful Design & Integration Of Systems To Store & Link Information

• Development Of Scoring & Decision Rules – Simplicity

• Accessing & Distributing Data: Privacy & Security

• Cost Benefit Analysis Of Online Tools


APPLYING HRIS TO SELECTION AND ASSESSMENT

• Test Access and Security

• Test Inventory and Administrative Privileges

• Options for Scoring

• Accessing Results

• Applying Test Policies


HR’S VALUE WITH HRIS SELECTION APPLICATIONS

HRIS manager plays a key role in proving the value of a selection system, through knowledge of how to obtain and use the right data on individual and organizational outcomes that will demonstrate a return on investment in the system.



The Quality Of The Candidates May Be Defined In Terms Of One Of More Of The Following (Cascio, 1991):

• The Proportion Who Are Successful On The Job

• The Average Numeric Value Of An Outcome Of Interest (Performance Criterion)

• The Dollar Amount Of Benefit Resulting To The Organization (Such As The Annual Increase In Revenue).



• Simplest Approach To Estimating Utility Is To Conduct Pre/Post Comparisons Of Measurable Performance To See If The Selection System Has Coincided With A Change In Performance.

• A Complex Approach (More Precise) Is To Use A Utility Formula That Takes Several Factors Into Account:

– The Selection Ratio

– The Validity Coefficient, Expressed As The Correlation Between Assessment Scores And Criteria (Outcomes)

– Information About The Dollar Value Of Performance.

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