Recruitment Strategies of the Future

Human Resource Management Module 3

• Topics include the HRM landscape, main questions, methods of recruitment (internal vs. external), internal recruitment (with/without movements), interview experiences, false investments causing costs, recruiting risks, job-position-employee, content and purpose of job analysis, critical incident technique, relevant candidate dimensions, how candidates might be judged, which candidate to choose, social judgement biases, positive candidate experience, recruiting funnel, selection process, selection methods, interview structure, interview questions, interview sheet example, assessment center, assessment center setting, assessment center exercises, example of an action list, onboarding and integration of new employees, scope of onboarding, roles in the integration process, main questions about social media, web 2.0 and social media's impact, why choose social media for recruiting, example of LinkedIn company, example of Kununu, social media roadmap, social media in talent acquisition, using artificial intelligence when selecting candidates, conclusion, and Chat GPT in HR.

HRM Landscape

• The HRM landscape encompasses various HR strategies, talent management, competency management, change management, work, diversity, retention, compensation, benefits, HR organization, HR-IT, and social media.

Main Questions

• Key questions revolve around candidate selection risks, predicting future performance using selection criteria and selection methods.

Methods of Recruitment

• Internal recruitment: using existing employees; external recruitment: hiring from outside the company

Internal Recruitment

• Internal recruitment without employee movement includes reorganisation of work, overtime, extending work hours, postponing vacations, improving employee qualifications, and skills development.
• Internal recruitment with employee movement includes personnel transfer, dismissal with options, work condition alterations, internal job advertising, and HR development.

Interview Experiences

• Students should analyze a good/bad interview experience, considering the factors that made it so.

False Investments Causing Costs

• Discuss how inappropriate investments in recruitment can cause financial issues.

Recruiting Risks

• Discussing the risks associated with employing the “right” candidates, including false negatives (beta errors) and false positives that lead to incorrect selection choices

Job-Position-Employee

• Explains the relationship between these three concepts and examines different positions and responsibilities for different employees.

Content & Purpose of Job Analysis

• The content of job analysis includes critical incidents, requirements, job descriptions, attractive aspects, and employee value proposition.

Critical Incident Technique

• Understanding critical incidents in a work environment like waiters, their behaviors, and how their performance is evaluated

Relevant Candidate Dimensions

• Assessing candidates using knowledge, interest, expectations, attitudes, contact, age, gender, and physical appearance.

Social Judgment Biases

• The presentation discusses first impressions, recency biases, projection biases, stereotyping, contrast effect, and halo effect, emphasizing the significance of objectivity and conscious effort to avoid biases in judgment.

Positive Candidate Experience

• Covers speed, transparency, and appreciation in the recruitment process.

Recruiting Funnel

• Explains the step-by-step process during the recruiting period, from application to hiring.

Selection Process

• Defines a selection process with stages: criteria definition, appropriate tools and methods, usage, results consolidation, decision making, and communicating the decision.

Selection Methods Overview

• Presents various selection methods (resume, cognitive ability tests, physical ability tests, personality tests, biographical questionnaires, and personal interviews) and their associated characteristics regarding spread, effort, objectivity, and validity, with relevant graphs.

Interview Structure

• Describes a typical interview structure based on time, from the initial informal talk to the presentation of the company, followed by candidate inquiry, open questions/job presentations, and next steps.

Interview Questions & Structure

• Explores the structured STAR method (Situation, Task, Action, Result), designed to encourage specific situations, tasks, actions, and results to be discussed.

Interview Sheet

• Provides an example of an interview sheet intended for project managers.

Assessment Center

• Outlines the process for assessment centers (candidates, assessors, criteria, methods, and situations).

Assessment Center Setting

• Explains the roles of participants, assessors, and facilitators in an assessment center environment, with corresponding seating arrangements.

Assessment Center Exercises

• Explains common assessment center exercises like dynamic exercises, role play, case studies, group problem solving, and individual psychometric tests.

Example of an Action List

• Offers a practical scenario where a supervisor needs to prioritize tasks after returning from a business trip.

Onboarding and Integration of New Employees

• Discusses onboarding methods, the time commitment, transparency, and employee appreciation during the onboarding process.

Scope of Onboarding

• Highlights the aspects covered in the onboarding process (administrative, professional, social), encompassing the first day of employment.

Roles in the Integration Process

• Outlines the responsibilities of individuals such as buddies, supervisors, and HRM, regarding the new employee’s introduction into the company culture and the integration process.

Main Questions about Social Media

• The key questions include understanding user roles and market impacts of web 2.0 and social media in the HRM field, social media implementation and diverse social media use, necessary considerations for effective social media implementations, and various ways to use social media for engaging with candidates.

Example of LinkedIn Company

• A practical illustration of a company using LinkedIn for its job openings, active sourcing, cost-effectiveness, and matching with job requirements.

Example of Kununu

• Highlights the example of Kununu as a social media site where employees, prospective employees, and the company can provide feedback and reviews.

Social Media Roadmap

• Shows the stages involved in creating an effective social media roadmap, including target definition, listening to relevant groups, determining and defining social media activities, and checking the effects of the social media activities.

Social Media in Talent Acquisition

• Shows how each social media channel can be applied to different stages of the talent acquisition process.

Using Artificial Intelligence When Selecting Candidates

• Describes the use of AI in personnel selection, emphasizing the importance of using AI with human decisions to ensure efficiency and objectivity.
• Explains the use of past experience, human decision-making, algorithms, future prediction, machine-based selections in the process of evaluating candidates.

Conclusion

• Summarises the discussion on recruitment methods, highlighting the transition from traditional selection approaches to those leveraging social media and AI.

Chat GPT in HR

• Provides practical tips for utilizing Chat GPT for crafting job advertisements, titles, interview and candidate assessment questions. Interview preparation, processes and recruiting strategies are reviewed.