The Hiring Process

Recruitment

Selection

Socialization

Why Careful Selection is Important

The importance of selecting the right employees

Organizational performance Recruiting and hiring employees is costly The legal implications of incompetent hiring

Recruitment

Recruitment is the process of generating a pool of qualified candidates for a particular job. The firm must announce the jobs availability to the market and attract qualified candidates to apply. The firm may seek applicants from inside the organization, outside the organization, or both.

Selection
Selection is the process of making a hire or no hire decision regarding each applicant for a job. The process typically involves determining the characteristics required for effective job performance and then measuring applicants on those characteristics. The characteristics required for effective job performance are typically based on a job analysis.

Overview of the Selection Process

Assess job tasks and organizational context Choose valid predictors to assess Design a selection process that allows Organization & applicant to make a decision Synthesize information and make selection

Selection Process
Employment
Final decision

Reference Check Medical Examination

Final interview Group Discussion Written examination Application form

Typical Selection Methods

Application Blanks and Resumes Physical Ability Tests Interviews Psychometric Tests Work Samples Reference and Background Checks Assessment Centres Medical Testing

Application Blank: A format to write in individual details

Purpose: To aid selection of candidates for interview To provide framework on which the interview can be built To form the basis of future vacancies file To assist in the image building of the organization

Contents of application blank

Identification Education Occupation Recreation

Unusual Job Interview Behaviors

Based on a US survey of 200 executives conducted by Accountemps, the worlds largest temporary personnel service for accounting, bookkeeping, and information technology, the interview behavior of some jobseekers today can only be described as bizarre. Here are some of the more unusual behaviors respondents witnessed or heard of happening during a job interview:

Left his dry cleaner tag on his jacket and said he wanted to show he was a clean individual. After a difficult question, she wanted to leave the room momentarily to meditate. Applicant walked in and inquired why he was here.

Said that if I hired him, Id soon learn to regret it. Said if he was hired, hed teach me ballroom dancing at no charge, and started demonstrating. Arrived with a snake around her neck. Said she took her pet everywhere.

Interview: an interaction with a purpose

Types of Interviews

Structured Unstructured Mixed Behavioural Stressful

Structured Interview

The structured interview is based directly on a thorough job analysis. It applies a series of job-related questions with predetermined expected answers consistently across all interviews for a particular job.

Types Of Employment Interview

1 1-Candidate 2-Interviewer 2

One to one 1 2

Sequential Interview

Panel Interview

Guidelines for Effective Interviews

Give raters specific criteria and scoring key to evaluate responses Use panel interviews for efficiency and reliability Train interviewers

Minimize bias, first impressions Ensure job-relatedness and consistency Provide frame-of-reference training

Using Tests For Selection

Major types of tests used by employers

Basic skills tests (45%) Drug tests (47%) Psychological tests (33%) Increasingly being used as specific job skills and work demands increase

Use of testing

Screen out undesirable employees Reduce turnover by personality profiling

Source of tests

Test publishers

Use of tests

A organization must be able to prove:

That its tests are related to success or failure on the job (validity) That its tests dont unfairly discriminate against minority or non minority subgroups

Basic Testing Concepts

Reliability

The consistency of scores over time

The accuracy with which a test, interview, and so on measures what it purports to measure or fulfills the function it was designed to fill Does the test actually measure what we need for it to measure?

Test validity

Other Tests

Interest inventories

Personal development and selection devices that compare the persons current interests with those of others now in various occupations so as to determine the preferred occupation for the individual Test that measure what a person has already learnedjob knowledge in areas like accounting, marketing, or personnel

Achievement tests

Work Samples and Simulations

Work sampling technique

A testing method based on measuring an applicants performance on actual basic job tasks A simulation in which management candidates are asked to perform realistic tasks in hypothetical situations and are scored on their performance

Management assessment center

Reference Checks

Sources of information for background checks:

Former employers Current supervisors Commercial credit rating companies

Written references

Assessment Centres
Assessment centres are designed to yield information that
can be used to make decisions concerning suitability for a job.

They provide a fuller picture by combining a range of

techniques.

General methods used include group discussions, role plays

and simulations, interviews and tests.

Candidates attending an assessment centre will be observed

by assessors who should be trained to judge candidates performance against criteria contained within the competency framework.

Evaluation of Selection Process

Validity Reliability Cost Ease of administration Applicant acceptance

Putting more money into selection can reduce the amount that must be spent on training

Always remember
Successful selection doesnt always mean finding someone with the most of a given quality The goal is an optimal match between the job and the characteristics an applicant possesses Identify which characteristics are the most important for the circumstances