Recruitment: Influencing Factors & Talent Pool

• Recruitment is influenced by internal factors like the mission statement, organizational values, strategic goals, strengths, and weaknesses.
• External factors such as the labor market, economic climate, laws and regulations, and competition also play a role.
• These factors inform organization analysis, human resources planning, job analysis, and strategic recruitment, selection, and job performance.
• Generating applicants involves timing recruitment initiatives, locating and targeting the applicant pool, and attracting the target applicant pool's attention.
• Recruitment sources include internal candidates, succession plans/replacement charts, internal job postings, employee referrals, job advertisements, walk-ins, employment agencies, educational institutions, social networks, and internet recruiting.
• Hiring expectations should be realistic and grounded in data.
• It's important to widen the talent pool, identify where your target talent lives, prioritize cities by supply and demand, and know your talent competitors.
• Both job posting analysis and reviewing job postings for areas of improvement are key.
• Effective job ads should incorporate humor, novelty, or surprise, and provide specific, detailed information about the job/organization.
• Corporate image is important for applicant attraction, including the organization's reputation and familiarity with the company.
• Types of messages include objective factors like type of work, pay, benefits, hours, job security, and subjective factors.
• Subjective factors address demands-abilities and needs-supplies, and supplementary and complementary information.
• Employment branding includes both objective or instrumental (pay, advancement, security, location, benefits, work hours) and symbolic factors (culture/reputation).
• Themes matter most for organizational attraction such as job content, innovativeness, working conditions, gentleness, and competence.
• Interesting work includes autonomy, variety, task identity, feedback, and task significance.
• Diversity recruiting includes ads in targeted media, pictorial diversity, equal employment opportunity statements, and recruiter demographic diversity and warmth.
• It can also include recruiting from targeted institutions, presenting evidence of successful diversity management, sponsoring diverse causes, and highlighting diversity/wellness policies.
• Maintaining applicant status requires critical and fair contact during applicant reactions to selection procedures.
• Realistic job previews reduce voluntary turnover by meeting expectations and addressing ability to cope plus airing honesty/commitment and self-selection.
• Objective and subjective factors influence job choice.
• Organizational culture is the shared social knowledge, norms, and values within an organization.

Applicant screening

• The first step in selection which identifies individuals who meet the minimum qualifications for the target position(s).
• Candidates who pass this hurdle undergo more extensive assessments.
• Common screening methods include application forms, resumes, reference checks, background checks, and technology-enabled tools.
• Technology-enabled tools include evaluating social media networks, virtual career fairs, and virtual job auditions.
• The Weighted Application Blank (WAB) method quantitatively combines information from application blank items with assigned weights to predict job success.
• WABs are good predictors of many types of work behavior, but may not adequately represent a complex job performance domain.
• Biographical Information Blanks (BIBs) are pre-selection questionnaires requiring detailed, job-related information concerning an applicant's background and life experiences.
• Concerns with BIBs include questions of legality, invasiveness, and generalizability, as they may request sensitive information violating human rights legislation.
• Used when hiring large numbers of employees, for similar jobs, or when there's a low selection ratio.

Organizational Culture Types

• Clan: Very friendly, family-like, with leaders as mentors. Held together by loyalty and tradition.
• Adhocracy: Dynamic and creative, with leaders as innovators. United by commitment to experimentation.
• Hierarchy: Formal and structured, led by coordinators. Stability is key, held together by rules and policies.
• Market: Results-oriented; leaders are hard-drivers. Emphasis is on winning, reputation, and achieving measurable goals.

Results of Tests

• Shows better job performance with an honest emotional stability.
• Inter-rater reliability can be an issue in some testing methods
• There were modest correlations between Receptivity results and raters assessments of personality (r= 0.20 - 0.45)
• Applicant's profiles that were longer and had more professional connections where rated higher than those who didn't.
• Negative correlations between both giving and receiving skill endorsements and self-reported OCBs

Advice

• Screen for technical skills
• Advise applicant that you will confirm their responses and you will shortlist them.
• Also, can ask for a brief rationale to explain their rating

Different kinds of Tests

• Work samples require job candidates to produce behaviors.
• Simulations duplicate relevant features of the job.
• Situational judgment tests measure an applicant's judgment.
• Cognitive ability tests measure intelligence, general mental ability, or intellectual ability.
• Psychomotor ability tests measure the control of muscle movements.
• Physical ability tests measure how you apply muscle force over varying periods of time.
• Medical examinations ensure that an applicant meets minimum standards of health.

Conditions for Testing

• Tests should be administered only after the applicant has been given an offer of employment
• Offer of employment is made conditional on the applicants passing the test or exam

The Role of interviews

• The role is to conduct in-depth conversation conducted to evaluate the applicants acceptability
• Most widely used selection technique
• Allows a personal impression
• Opportunity to sell a job to a candidate.
• Opportunity to answer candidates questions
• Effective public relations tool
• Interviewers maintain great faith and you create a two-way exchange

Interview Types

• Interviews can be used in three ways: during the initial screening and filling gaps.
• Screening interviews are preliminary designed to fill gaps left on the candidate application form or some selection functions

Interview Assessments

• Probably best suited to the assessment of noncognitive attributes
• Use to verify responses on remote assessments (check if applicants used Al)

Decision Making

• The process may make a early decision before the process is event complete.
• Order tend to weigh information in order of how they hear it (beginning, end and middle)
• Applicant rating can be affected by the preceding applicant
• Minority applicants tend to receive lower interview ratings than non minority applicants

Interview types

• Interviews tend to give higher ratings to applicants who are most like in terms of attitudes
• Applicants verbal skills and expressiveness and attractiveness of voice can affect interview ratings An interview may also be affected by Applicants mannerisms or accents and physical appearance

Structured and Unstructured interviews

• Selection interviews have greater reliability and predictive validity than traditional, unstructured interviews
• Interview questions focus on behaviours or work samples rather than opinions or self-evaluations
• Scoring often has scales that are “anchored” with behavioural examples to illustrate scale points (ex of a 1, 3 or 5 answer)
• The total interview score is obtained by summing or averaging across scores for each of the questions Detailed notes are taken during the interview of the applicants actual words and behaviours

Interview Questions

• Use the most common item-generation techniques based upon critical incidents
• Develop a list of probes ahead of time; keep them limited to clarification only

Ratings

• Interviewers task is to compare the applicant's response to the scoring guide and assign an appropriate sore
• Scores for each question should be combined at the end of the interview to yield a total interview

Question formats:

• Situation - describe the background and context of a recent event or experience. Include details such as when and where it happened, and who was involved
• Task explain the specific challenge or responsibility you faced in that situation. What was expected of you?
• Actions detail the steps you took to address the task. Focus on what you did, including any important decisions, interactions, or dialogue
• Results conclude with the outcome of your actions. Describe the impact of your efforts, any measurable improvements or what you learned from the experience