Week 7 Job Statistics PDF

WEEK 7 having a stale workforce that is devoid of the many ideas that new employees bring JOB STATISTICS with them from their previous employment. 1. 92% of companies use social...

WEEK 7 having a stale workforce that is devoid of the many ideas that new employees bring JOB STATISTICS with them from their previous employment. 1. 92% of companies use social media Internal Promotions. when an employee is platforms to research candidates before an elevated to a higher-level position within the interview (Adaface) same organization. 2. 62% of job applicants preferred Non-competitive. involves career automated information over prolonged progression positions (e.g., Engineer I to email exchanges (Fit Small Business) Engineer II to Engineer III) 3. Did you know that phone interviews - number of promotions in a given year is typically last around 15 minutes? (Zippia) not limited 4. The average time between a job interview - employees do not compete with other and a job offer is between 20 and 40 days employees (Fit small business) - career progression promotions usually 5. 61% of senior executives claim the best result in a change of title as well as an time to have interviews is between 9 am increase in salary and 11 am (Adaface) Competitive. several internal applicants 6. 50% of candidates find changes in compete with one another (and sometimes interview schedules with external applicants) for a limited frustrating (Adaface) number of higher positions 7. 74% of recruiters find video interviews External Recruitment. To hire someone make their job easier (SHRM) from outside the organization. 8. 40% of interviewers did not consider candidates for their lack of a smile (Queros) METHOD OF EXTERNAL RECRUITMENT 9. 71% of employers consider the appropriate dress code a Newspaper Ads. The least effective critical factor while evaluating job recruitment method (SHRM, 2007) candidates (Inc.) Respond by calling. To either quickly 10. 47% of candidates fail job interviews screen the applicant or hear an applicant’s because they did not receive enough phone voice (for telemarketing or information about the company (Legal receptionist positions) Jobs) Apply-in-person. When organizations don’t 11. 90.6% of employers prefer their want their phones tied up by applicants candidates to have work experience (Legal calling (travel agency or pizza delivering Jobs) restaurant) OR they want to get a physical 12. 83% of candidates say a negative look at the applicant. interview experience changes their mind Send-Resume. When the organization about the role (Deloitte) expects a large response and does not have 13. 45% of candidates have ghosted the resources to speak with thousands of employers due to poor experiences applicants (LinkedIn) The Blind Box Method. The organization 14. 72% of applicants say interview does not want its name in public (especially efficiency affects job for big companies that doesn’t want an acceptance (Cronofy) avalanche of applications, many from 15. The average interview duration is over unqualified applicants an hour (Indeed) - The company might fear that people Recruitment. An additive process. The wouldn’t apply if they knew the name of the process of attracting people to an company (ex. clerk position for a funeral organization with the right qualifications to home) apply for the job - On rare occasions, a company needs to Internal Recruitment. Hire someone from terminate an employee but wants first to within the organization (via promotion or find a replacement transfer) Advantage: Electronic Media. - To enhance employee morale and motivation, it is often good to give current - The use of television and radio stations. employees an advantage in obtaining new -Aside from generating applicants, internal positions. commercials are an excellent public - Less effort in training the employee relations vehicle Disadvantage: - Downside: Very expensive - If an organization always promotes Situation-Wanted Ads, aka Jobs-Wanted employees from within, it runs the risk of or Position-Wanted Ads. It is a newspaper ad in reverse. It’s placed by the person seeking a specific job, and directed to designed primarily to help the unemployed potential employers find work. - Advantage: doesn’t cost an organization - Offer free services such as career any money advisement and resume preparation. - Modern versions of Situation wanted ads Bureau of Local Employment. is a are on social networking sites such as government agency in the Philippines that is LinkedIn, Facebook and Twitter part of the Department of Labor and Point-of-Purchase Methods. Used to Employment (DOLE). Its primary goal is to market products to consumers. promote full employment and facilitate job - is to get you to buy more items while opportunities for Filipino workers you are already in the store Public Employment Service Office. a - It is inexpensive and is targeted to those government agency established to provide who frequent the business employment facilitation services to job seekers and employers. These offices are RECRUITERS typically located at the local government unit (LGU) level, such as in provinces, cities, Campus Recruiters. Organizations send and municipalities. recruiters to college campuses to answer Referrals. Current employee refers family questions about themselves and interview members and/or friends for a job. students for available positions. - In a survey of 450 HR professionals, Virtual Job Fairs: Due to cost employee referrals were rated as the most considerations, many employers have cut effective recruitment method back on the use of campus recruiting. As a - some provide financial incentives to result, an increasing number of colleges employees who recommend applicants who organize VJF. Can use the web to visit with are hired recruiters from hundreds of organizations at - considered as an internal recruitment. one time. Direct Mails. Organizations sends out mass Outside Recruiters: More than 75 % of mailings of information about job openings organizations use such outside recruiting to potential applicants. sources as private employment agencies, - Especially useful for positions involving public employment agencies, and executive specialized skills firms Employment Agencies. An organization Internet. that specializes in finding jobs for applicants and finding applicants for Employer-Based. An organization lists organizations looking for employees. available job openings and provides - Employment agencies charge either the information about itself and the minimum company or the applicant when the requirements needed to apply to a applicant takes the job. particular job. - The amount charged usually ranges from Internet Recruiters. Pertains to a private 10% to 30% of the applicant’s first-year company whose websites lists job openings salary. for hundreds (or even thousands) of - Useful if an HR Department is overloaded organizations and resumes for thousand of with work or if an organization does not applicants. have an individual with the skills and Advantage: experience needed to select employees - Cheap properly - Produce better-quality applicants - Disadvantage: a company loses some than did newspaper ads and career fairs control over its recruitment process and Social Media. may end up with undesirable applicants - Facebook. Reaches friends and family Executive Search Firms. Headhunters, The - X. Reaches people related by similar jobs they represent tend to be higher- interests such as favorite celebrity, hobby, paying, non-entry-level positions such as or occupation executives, engineers, and managers. -LinkedIn. Reaches professional - Reputable executive search firms always connections charge their fees to organizations rather Job Fairs. A recruitment method in which than to applicants several employers are available at one - Fees charged by executive search firms location so that many applicants can obtain tend to be about 30% of the applicant’s information at one time first-year salary First type. Many types of organizations Public Employment Agencies. Agencies have booths at the same location (mostly operated by a state or local government organized by Colleges/Universities) Second Type. Many organizations in the more likely to recommend friends who same field in one location share their characteristics. Consequently, a Advantage: each visitor is a potential satisfied employee is more inclined to applicant for every organization recommend someone similar to them, Drawback: each organization must compete increasing the likelihood of that person also directly being satisfied with the job. Third Type. A single organization will hold Realistic Job Preview. It involves giving an its job fair applicant an honest assessment of a job Advantage: no competition Assessment Benefits: Drawback: expensive - Deters unsuitable applicants. - Attracts informed and committed Evaluating the Effectiveness of candidates. Recruitment Strategies - Reduces turnover by ensuring realistic expectations. Examine the Number of Applicants Effective RJP Implementation: who: - Verbal delivery is more impactful than - Applied written formats. - Are qualified - Best to provide information during the job - Got hired offer stage. Expectation Lowering Procedure. As a Cost per applicant method. The amount of form of RJP, we often start a new job with money spent on a recruitment method high expectations, thinking the job will be divided by the no. of people that perfect. As you will discover, no job is subsequently apply for jobs as a result of perfect and there will be times when you the recruitment strategy become frustrated by your supervisor or Best Method: Examine the number of your coworkers successful employees generated by each recruitment source INTERVIEW - This is an effective method because every applicant will not be qualified, nor will - Undoubtedly the most common method of every qualified applicant become a employee selection successful employee - Interviewers assess candidates based on Effective selection techniques share three their answers. characteristics: TYPES OF INTERVIEW Structured Interview vs. Unstructured 1. Valid Interview 2. Reduce the chance of legal challenge Structured Interview: 3. Cost-effective 1. The source of the questions is a job analysis, thus, all Meta-Analysis of Zottoli and Wanous questions are job-related (2000 2. All applicants are asked the same questions (for same Inside Source Vs. Outside Source position of course) 3. There is a standardized scoring key to Inside Source includes employee evaluate each answer referrals and rehires while Unstructured Interview: Outside Source includes job fairs, Interviewers are free to ask anything they ads, school placement offices, want (e.g., What do you want to be in five recruiters etc. years?) Result: Employees recruited through inside sources stayed with the organization Research is clear that structured longer (higher tenure) and performed interviews are more reliable and better than employees recruited through valid than interviews with less outside sources structure. Why? 1st explanation: Studies show that TYPES OF INTERVIEW applicants who are referred by employees Style – no. of interviewers and no. of receive more accurate information about interviewees the job than do employees recruited by One-on-one interview other methods Serial Interviews. involve a series of 2nd explanation: Interpersonal Attraction single interviews People often prefer those who are similar to Return Interviews. are similar to them. This principle, known as interpersonal serial interviews with the difference attraction, suggests that employees are  of passing of time between the first interviewee will receive a higher interview and subsequent interview score if he or she is similar to the Panel Interviews. have multiple interviewer in terms of personality, interviewers asking and evaluating attitude, or race. answers of the same applicant at the 7. Interviewee Appearance - same time Physically attractive applicants Group Interviews. have multiple Professionally dressed applicants > applicants answering questions Poorly dressed applicants during the same interview - Obese applicants receive lower interview scores than their leaner TYPES OF INTERVIEW counterparts Medium 8. Non-verbal Cues - Factors such as Face-to-face Telephone Interviews eye contact and posture Videoconference interviews (the use - Meta-analyses found that the use of Skype or Messenger, for example) of appropriate nonverbal cues is Written Interviews highly correlated with interview Advantages of Structured Interviews scores. - More valid than unstructured Steps in Creating a Structured Interview: interviews Determine the KSAOs to tap in the - Legally defensible because the interview questions are job-related Create Interview Questions - Result in substantially lower adverse Create a Scoring Key for Interview impact (Huffcutt & Roth, 1998) Answers - Even though structured interviews are superior to unstructured ones, TYPES OF INTERVIEW QUESTIONS applicants perceive structured interviews to be more difficult Clarifiers: Allows the interviewer to - Because the interview is so clarify information in the resume, structured, applicants may feel that cover letter, and application. Allows they did not have the chance to tell to fill in gaps and obtain other the interviewer everything they wanted to necessary information Example: I noticed a two-year gap between 8 Factors Affecting the Unpredictability of two of your jobs. Could you tell me about Unstructured Interviews: that? Disqualifier: Questions that must be 1. Poor Intuitive Ability - answered a particular way, or the Interviewers often base their hiring applicant is disqualified. decisions on “gut feelings” or Example: Do you have a valid driver’s intuition. license? 2. Lack of Job Relatedness - Most of Skill-Level Determiner: Designed to the questions asks are not tap an interviewee’s level of job-related, thus, it cannot predict expertise. the future performance on an Example: How will you administer, score, applicant and interpret the MBTI? 3. Primacy Effect - Information Future-Focused Questions aka presented early in an interview Situational Questions - Applicants carries more weight than are given a situation and asked how information presented later. they would handle it - To reduce potential primacy Example: Are you available to work on effects, the interviewer must rate weekends? (If a job requires that employees the applicant’s response after each work on weekends) question rather than waiting until Past-focused questions aka the end of the interview Patterned Behavior - Description 4. Contrast Effect - When the Interviews performance of one applicant - Focuses on previous behavior rather than affects the perception of the future intended behavior performance of the next applicant. - Taps an applicant’s experience 5. Negative Information Bias - Example: How will you administer, score, Negative information carries more and interpret the MBTI? weight in an employment decision Organizational Fit Questions - Taps than does positive information. how well an applicant’s personality 6. Interviewer-Interviewee Similarity and values will fit the organizational - Research suggests that an culture - The idea behind this is to make sure that Job and Organization Details: Share the person’s values are consistent with relevant information about the job role, those of the organization responsibilities, and the organization's Example: Describe your experience working culture and values. This helps the applicant with a culturally diverse group of people. make an informed decision. 5. Entertain Questions: SCORING KEY FOR INTERVIEW Answer Queries: Address any questions the ANSWERS applicant may have about the job, the company, or the interview process itself. Right/Wrong Approach - Some This demonstrates transparency and respect interview questions can be scored for the candidate's concerns. simply on the basis of whether the Job Searching Skills. Master the art of answer was correct or incorrect obtaining a job. - Usually used for skill-level determiners - “As a server, can you give a 16-year-old SURVIVING THE INTERVIEW PROCESS if his parents are present and give permission?” Scheduling: Typical Answer Approach - Create The day of the week and time of day a list of ALL possible answers to don't significantly impact interview each question, have SMEs rate the scores. favorableness of each answer, and Punctuality is crucial. Arriving late then use the ratings to serve as can negatively affect your chances. benchmarks for each point on a Arriving slightly early (5-10 minutes) scale is generally acceptable. Problem: there are many possible answers to a question, and applicants often provide Before the Interview: answers that could fit parts of several Research the company to show your different benchmarks interest and knowledge. Benchmark Answers - Standard answers to Dress professionally and interview questions appropriately for the company Key Issues culture. - SMEs create a list of key issues that they think should be included in the During the Interview: perfect answer. For each key issues Use positive nonverbal cues like a that is included, the interviewee gets a firm handshake, eye contact, and a point. friendly smile. - The key issues can also be weighted so Be an active listener and ask that the most important issues get thoughtful questions. more points than the less important Highlight similarities between issues. yourself and the interviewer to build CONDUCTING THE STRUCTURED rapport. INTERVIEW: Avoid discussing salary during the initial interview. 1. Build Rapport: Speak clearly, confidently, and at a Wait for Settling: Before starting the reasonable pace. interview, allow the applicant some time to relax and calm their nerves. This helps After the Interview: create a more comfortable and conducive Send a thank-you note or email to environment for the interview. the interviewer, expressing your 2. Set the Agenda: appreciation and reiterating your Explain the Process: Clearly outline the interest in the position. steps involved in the interview process, including the overall recruitment process. Cover Letters This transparency helps set expectations Purpose: Letter of intent or and reduces anxiety. application letter 3. Ask Interview Questions: Content: Salutation, four (4) basic Structured Approach: Use a standardized paragraphs, and a closing signature set of questions for all applicants to ensure Salutation: Get the name of the fairness and consistency in the evaluation recipient. Do not refer to the person process. by his or her first name Scoring: After each answer, assess the Paragraphs: response using a predetermined scoring State the name of the job you are system to maintain objectivity. applying for. Include that your 4. Provide Information: resume is enclosed.  Provide your qualifications RESUME VS CURRICULUM VITAE (CV) Tell them why you are interested with the job Resume: Provide them with your contact Focus: Showcases your skills, details experience, and accomplishments Resume relevant to the job you're applying Purpose: A formal summary of an for. applicant's professional and Length: Typically concise, often one educational background page. Accuracy: Resumes may not predict Purpose: Used for most job performance partly because they applications, especially in the are intended to be advertisement for professional world. an applicant Misinformation: Inaccurate Curriculum Vitae (CV): information is found in 25% of Focus: Provides a comprehensive resumes overview of your academic and professional qualifications, including TYPES OF RESUMES research, publications, and affiliations. Chronological Resume: Lists Length: Detailed, often multiple previous jobs in order from the most pages long. to the least recent Purpose: Used primarily in academic, Benefit: Useful for applicants whose scientific, or medical fields where a previous jobs were related to their future detailed overview of your plans and whose work histories do not qualifications is essential. contain gaps Functional Resume: Jobs are grouped by function rather than listed in order by date Benefit: Useful for applicants who are either changing careers or have gaps in their work histories Disadvantage: Takes employers longer to reach and comprehend than other types of resumes. Least popular with employers. Psychological Resume: Takes advantage of psychological principles. Contains the strength of both chronological and functional resumes. Takes advantage of the impression-formation principles of priming, primacy, and short-term memory limits. Benefit: Also makes use of three impression management rules of relevance, unusualness, and positivity The Anderson Averaging vs. Adding Model (1965) suggests that quality is more important than quantity when it comes to making impressions. Rather than listing many average achievements, it's more effective to highlight a few exceptional accomplishments. This approach creates a more impactful impression because it focuses on the quality of your work, rather than simply the quantity.