Recruitment Methods Explained PDF

SECTION 5 Recruitment  What Is Recruitment? Recruitment: The process of getting people to apply for jobs at an organization. Begins after planning when a labour shortage has been identified and a staffing table has been developed. Ends when a suitable number of people have...

SECTION 5 Recruitment  What Is Recruitment? Recruitment: The process of getting people to apply for jobs at an organization. Begins after planning when a labour shortage has been identified and a staffing table has been developed. Ends when a suitable number of people have applied for a job. The next step after recruitment is selection. People can apply for a job by submitting an application form and/or resume. Ad 1 of 3 3 Ad 2 of 3 4 Ad 3 of 3 5  Questions What is like working at McDonald’s? Who is McDonald’s targeting. How is McDonald’s communicating its message? 6  Employer Branding Employer brand: The image an organization has as an employer. Employer branding has three steps: 1. Define the target audience. 2. Develop the employee value proposition (i.e. employer promise). 3. Communicate the value proposition. 7 Employer Branding 8  Internal Versus External Recruitment Internal recruitment: External recruitment: Recruiting from inside the Recruiting from outside the organization. organization.  Pros of Internal Recruitment Less time and money spent recruiting new employee (for example, no need to pay for advertisement or employment agency). Less time and money spent onboarding new employee (since new employee is familiar with organization). Increases existing employees’ job satisfaction, organizational commitment, organizational justice, and job performance and decreases their quitting (since they perceive high job performance is rewarded with promotion).  Pros of Internal Recruitment Increases potential employees’ attraction to organization (since they perceive high job performance is rewarded with promotion). More accurate information about people applying for job (since organization can rely on its own information).  Cons of Internal Recruitment Ideas of new employee are less innovative (since new employee has less exposure outside organization). New employee will struggle more with supervising subordinates (because subordinates are former coworkers). Subordinates will struggle more with being supervised by new employee (because supervisor is former coworker). Creates unhealthy competition among existing employees (as they try to outperform each other for new position). Creates a new job opening that now must be filled.  Cons of Internal Recruitment Smaller and less diverse pool of potential employees.  Pros of External Recruitment Ideas of new employee are more innovative (since new employee has more exposure outside organization). New employee will struggle less with supervising subordinates (because subordinates are not former coworkers). Subordinates will struggle less with being supervised by new employee (because supervisor is not former coworker). Does not create unhealthy competition among existing employees (as they do not try to outperform each other for new position).  Pros of External Recruitment Larger are more diverse pool of potential employees.  Cons of External Recruitment More time and money spent recruiting new employee (for example, may need to pay for advertisement or employment agency). More time and money spent onboarding new employee (since new employee is not familiar with organization). Decreases existing employees’ job satisfaction, organizational commitment, organizational justice, and job performance and increases their quitting (since they do not perceive high job performance is rewarded with promotion).  Cons of External Recruitment Decreases potential employees’ attraction to organization (since they perceive high job performance is not rewarded with promotion). Less accurate information about people applying for job (since organization cannot rely on its own information).  Recruitment Methods Some major methods of recruitment: Advertisements. Open house. Educational institutions. Employee referrals. Former employees. Employment agencies. Online recruiting. Career fairs.  Advertisements Organization recruits by publishing an ad. A recruitment ad should follow the AIDA model (from the field of marketing). See below and the next three slides: Attention – Attract attention to the job (e.g. make the ad attention grabbing). Interest – Create interest in the job. Desire – Create desire for the job. Action – Enable action to apply for the job (e.g. include info on how to apply).  Advertisements Attention: You must first attract attention to the ad. It must be seen to be read. One way to get the reader's eye in a display ad is by its design. The use of photos or artwork and fancy borders or typefaces is designed to get the reader to read the ad. Interest: Once the eye has been attracted to the ad, it is essential to develop interest in the job. The job content itself may be the best interest factor. You might write, for example, "Work on new product research“, "The latest high tech equipment“, or similar advantages. Salary and benefits are certainly interest factors. Other factors may include special advantages, opportunity for advancement, the chance to learn the newest developments in a field, or an especially desirable  Advertisements Desire: The appetite has been whetted, interest has been awakened, and now the ad must create the desire to answer it. Amplification of the interest factors plus the extras offered by the job in terms of growth, job satisfaction, and personal value help create this desire. Appeals to family needs such as health insurance, telecommuting, and daycare assistance attract family oriented candidates. Tuition refund programs and nearby graduate schools appeal to education oriented people. Ads should be written with readers in mind. Advertising specialists call this the YOU approach. Readers are more interested in themselves than anything else. Write the ad to appeal to them – not to satisfy your own ego. To develop desire, the readers must identify with the ad. Each has to say "This is for me" for the ad to  Advertisements Action: Not only must the ad be appealing, it should instigate action. Readers have been attracted to the ad, their interests have been aroused, their desires have been catered to, and now they must be told what to do to satisfy this desire. The most effective way to capitalize on this is to make the action as easy as possible. Ask applicants to phone, write, or visit the company. If immediate action is desired, request that they telephone. List the name of the person to call, the phone number, and the time to call. If more detailed preliminary screening is requested, have them fax, mail, or e mail a letter or resume. For certain jobs, the company may prefer to have the candidates come directly to the office. If so, give good directions in the ad.  Advertisements Want ad: A recruitment ad that includes information about the identity of the organization (e.g. the organization’s name, the organization’s email address). Blind ad: A recruitment ad that excludes information about the identity of the organization (e.g. the organization’s name, the organization’s email address). Used when an organization does not want others to know it is recruiting for a job (e.g. does not want a current employee to know it is looking to replace him/her, does not want public to know its CEO is planning to retire). Some pros (+) and cons (-):  Open House Organization recruits by inviting potential applicants onto its premises. For example, see the next slide. Some pros (+) and cons (-): Inexpensive. (+) People can see organization and meet and speak with organizational representatives including those who may be in job themselves. (+) Recruiting is done over a short period (e.g. one day). (+) Smaller pool of applicants as people have to be available when open house is held and able to travel to it. (-) Especially effective for staffing a new organization or new branch of an organization (e.g. new branch of Walmart) where Open House  Educational Institutions Organization recruits through an educational institution (e.g. trade school, college, university). Most educational institutions have career/placement offices/departments. Some pros (+) and cons (-): Inexpensive. Educational institutions have in their best interest to have high placement rates thus they often absorb all the costs. (+) Especially effective for filling jobs that require formal training and little or no formal work experience (e.g. entry level nurse). (+)  Employee Referrals Organization recruits by having current employees refer applicants. A bonus is often offered to motivate current employees to make referrals. To prevent current employees from referring suboptimal applicants just to get the bonus, the applicant usually has to be hired and remain employed for a minimum period of time (e.g. three months, six months, a year).  Employee Referrals Some pros (+) and cons (-): Because people keep friends who are similar to themselves, applicants should be at least as good as current employees who refer them. (+) For the same reason, it can cause inbreeding which is too much employee similarity and not enough diversity. (-) Current employee is motivated to refer an optimal applicant so he/she will look good, so he/she will have a good coworker/supervisor/subordinate, and so the organization will do well which benefits him/her. (+)  Former Employees An organization recruits people who worked for the organization but quit or retired. Also called boomerangs or rehires. Some pros (+) and cons (-): Smaller pool of applicants. (-) Less time and money spent on onboarding. (+) More accurate information about people applying for job (since organization can rely on its own information). (+)  Employment Agencies An organization recruits via a third party organization that specializes in recruitment. Three main types: Temporary help agencies: For recruiting short term or part time employees. Usually charge a flat fee per hire. Employees can be easily replaced if they do not work out. Employees are usually highly motivated to perform well because they want the organization to offer them permanent or full time employment. Private employment agencies: For recruiting employees at the level of manager or below. They usually charge a flat fee. Executive search firms: For recruiting at the level above manager (e.g. VP, CEO). Usually charge a percentage (e.g. one  Employment Agencies Some pros (+) and cons (-): Less time spent on recruiting. (+) Can be expensive. (-)  Online Recruiting An organization recruits via an online platform. Three main types: Internet job boards: For example, Monster, Indeed, Workopolis, Employment and Social Development Canada’s Job Bank. (https://www.jobbank.gc.ca/home). Organizational websites: For example, the “careers” section of an organization’s website. Social networking sites: For example, Facebook, LinkedIn.  Online Recruiting Some pros (+) and cons (-): Large pool of applicants. (+) Inexpensive. (+) Can result in too many applicants. (-)  Career Fairs An organization recruits at an event where other organizations in the same industry are also recruiting (e.g. healthcare professionals job fair). The organization typically rents a booth. Some pros (+) and cons (-): Recruiting is done over a short period (e.g. one day). (+) Smaller pool of applicants as people have to be available when fair is held and able to travel to it. (-) People can meet and speak with organizational representatives including those who may be in job themselves. (+)  Recruiter Behaviours A meta analysis showed that the following recruiter behaviours influence people’s recruitment attitudes and behaviours; specifically, people’s job pursuit intentions, job organization attraction, acceptance intentions, and job choice. Personable. Competent. Informative. Trustworthy. See the next slide for definitions of job pursuit intentions, job organization attraction, acceptance intentions, and job choice.  Realistic Job Preview Realistic job preview (RJP): Educating potential job applicants about the positive and negative aspects of a job. An alternative to the “seduction method” which is educating potential job applicants about only the positive aspects of a job.  Realistic Job Preview Outcomes and benefits of RJPs: Decreases expected job satisfaction of potential applicants. Decreases number of applicants. Increases job performance of hired applicants. Decreases stress of hired applicants. Decreases thoughts of quitting and actual quitting of hired applicants. Decreases firing of hired applicants.  Realistic Job Preview Proof of decreased actual quitting and firing of hired applicants (from Weitz (1956) who conducted the first official study on RJPs): Applicants for an insurance agent job were divided into an experimental group and a control group. The experimental group was mailed a job booklet that presented positive and negative information about the job. The control group was not. See the next slide. Over the next six months: Of the 226 hired applicants in the experimental group, 19% actually quit or were fired. Of the 248 hired applicants in the control group, 27% actually quit or were fired. See the slide after next.  Realistic Job Preview Proof of decreased expected job satisfaction of potential applicants and decreased thoughts of quitting, actual quitting, and firing of hired applicants (from Wanous (1973) who coined the term RJP): Applicants for a telephone operator job were divided into an experimental group (i.e. “Realistic” group) and a control group (i.e. “Traditional” group). The experimental group was shown a new film that presented positive and negative information about the job. The control group was shown the existing film that presented mostly positive information about the job. On the Job Descriptive Index, expected satisfaction of applicants with work and supervision were lower in the experimental group than in the control group. The other  Realistic Job Preview Continued from the previous slide. On the Minnesota Satisfaction Questionnaire, expected satisfaction of applicants with seven of the nine facets covered in the films were lower in the experimental group than in the control group. The other 11 facets were not covered in the films hence there were no differences. See the next slide. After one month on the job: Thoughts of not quitting of hired applicants were higher in the experimental group than in the control group (i.e. 4.82/5 versus 4.14/5). After three months on the job: 38% of hired applicants in the experimental group actually quit or were fired and 50% of hired applicants in the control group actually quit or were  Realistic Job Preview RJPs achieve their outcomes through six mechanisms listed below and elaborated on the next slide: Increased self-selection. Increased freedom of choice. Increased accuracy of expectations. Decreased worry. Increased trust and honesty. Decreased ambiguity.  Realistic Job Preview In order to be effective, RJPs should have five attributes listed below and elaborated on the next two slides: Accuracy of the information. Specificity of the information. Breadth of the information. Credibility of the source comprised of likeableness, perceived trustworthiness, and perceived expertise. Importance of the information.  Expectations Lowering Procedure Expectations lowering procedure (ELP): Educating potential job applicants that their expectations may not be met. An ELP is general, not job specific or organization specific like an RJP. An ELP requires less time and money to develop than an RJP. One can be done for a whole organization or series of related jobs rather than one for each job. Research has shown that: Using an ELP is more effective than not using an ELP or not using an RJP.  Expectations Lowering Procedure ELPs address expectations directly whereas RJPs address expectations indirectly. See the next slide. See the three slides after next for an example of an ELP versus an RJP.  To Sum Up Key concepts covered in today’s class: What is recruitment? Employer branding. Internal versus external recruitment. Recruitment methods. Recruiter behaviours. Realistic job preview. Expectations lowering procedure. 58  To Sum Up After today’s class, you should: Review what was covered and make sure you understand everything. If anything is unclear, speak with a classmate or the instructor. Make study notes and self test questions to prepare yourself for the upcoming test. 59 See You Next Class 60  References Employer branding Dessler, G.; Chhinzer, N. 2023. Human Resources Management in Canada. Advertisement Pell, A. (2000). The Complete Idiot’s Guide to Recruiting the Right Stuff. Recruiter behaviour Breaugh, J. (2013). “Employee recruitment”. Annual Review of Psychology. 64(1). 389-416. Chapman, D., Uggerslev, K., Carroll, S., Piasentin, K., Jones, D. (2005). “Applicant attraction to organizations and job choice: a meta-analytic review of the correlates of recruiting outcomes”. Journal of Applied Psychology. 90(5). 928-944.  References Realistic job preview Baur, J., Buckley, M., Bagdasarov, Z., Dharmasiri, A. (2014). “A historical approach to realistic job previews: An exploration into their origins, evolution, and recommendations for the future”. Journal of Management History. 20(2). 200-223. Breaugh, J., Billings, R. (1988). “The realistic job preview: Five key elements and their importance for research and practice”. Journal of Business and Psychology. 2(4). 291-305. Fisher, C., Ilgen, D., Hoyer, W. (1979). “Source credibility, information favorability, and job offer acceptance”. Academy of Management Journal. 22(1). 94-103. Meglino, B., Ravlin, E., DeNisi, A. (2000). “A meta-analytic examination of realistic job preview effectiveness: A test of three  References Realistic job preview (continued) Wanous, J. (1973). “Effects of a realistic job preview on job acceptance, job attitudes, and job survival”. Journal of Applied Psychology. 58(3). 327-332. Weitz, J. (1956). “Job expectancy and survival”. Journal of Applied Psychology. 40(4). 245-247. Expectations lowering procedure Buckley, M., Fedor, D., Veres, J., Wiese, D., Carraher, S. (1998). “Investigating newcomer expectations and job-related outcomes”. Journal of Applied Psychology. 83(3). 452-461. Buckley, M., Mobbs, T., Mendoza, J., Novicevic, M., Carraher, S., Beu, D. (2002). “Implementing realistic job previews and expectation-lowering procedures: A field experiment”. Journal of SECTION 6  Agenda and Announcements In today’s class, we will cover Selection. 65  What Is Selection? Selection: The process of choosing the best applicant for a job, offering him/her the job, and the applicant accepting the job. Selection has five steps: 1. Screening. (e.g. 7/100 applicants pass screening) 2. Testing. (e.g. 5/7 applicants pass testing) 3. Interviewing. (e.g. 3/5 applicants pass interviewing) 4. Reference checking. (e.g. 2/3 applicants pass reference checking) 5. Offer and acceptance. (e.g. 1/2 applicants is made an offer and accepts) The selection process follows a multiple hurdle approach which 66  Bartender at Montana’s What you will do in this role: What we are looking for: Guide guests with their beverage selection Provincial Responsible Alcohol Service and recommend offerings. certification. Prepare all beverages to brand standards. Bonus points for previous experience as a Maintain bar cleanliness and brand bartender in a high volume casual dining appearance. restaurant. Adhere to all liquor laws and regulations. Excellent communication, social and Adhere to health and safety policies and organizational skills. procedures outlined in the health and safety Team oriented with the ability to build and program. foster positive relationships. Manage aggregator and take out sales. Energetic, self-confident, and positive attitude. Be a “know it all” about our regular Ability to work a flexible schedule. promotional food and beverage menus. Provide a welcoming smile and genuine hospitality. Get to know our guests and enhance their personal experience, while flawlessly executing our steps of service to brand standards. Process guests orders and payments in a 67  1. Screening Usually conducted by HR. Application forms and resumes are checked for whether applicants meet the job specifications (i.e. the knowledge, skills, abilities, and experience (KSAEs) of the job). Software can and is usually used for this. 68  Bartender at Montana’s What you will do in this role: What we are looking for: Guide guests with their beverage selection Provincial Responsible Alcohol Service and recommend offerings. certification. Prepare all beverages to brand standards. Bonus points for previous experience as a Maintain bar cleanliness and brand bartender in a high volume casual dining appearance. restaurant. Adhere to all liquor laws and regulations. Excellent communication, social and Adhere to health and safety policies and organizational skills. procedures outlined in the health and safety Team oriented with the ability to build and program. foster positive relationships. Manage aggregator and take out sales. Energetic, self-confident, and positive attitude. Be a “know it all” about our regular Ability to work a flexible schedule. promotional food and beverage menus. Provide a welcoming smile and genuine hospitality. Get to know our guests and enhance their personal experience, while flawlessly executing our steps of service to brand standards. Process guests orders and payments in a 69  What Is Selection? Selection: The process of choosing the best applicant for a job, offering him/her the job, and the applicant accepting the job. Selection has five steps: 1. Screening. (e.g. 7/100 applicants pass screening) 2. Testing. (e.g. 5/7 applicants pass testing) 3. Interviewing. (e.g. 3/5 applicants pass interviewing) 4. Reference checking. (e.g. 2/3 applicants pass reference checking) 5. Offer and acceptance. (e.g. 1/2 applicants is made an offer and accepts) The selection process follows a multiple hurdle approach which 70  2. Testing Usually conducted by HR. Reliability. Validity. Types of tests. 71  Reliability Reliability: The degree to which a test produces consistent results. A selection test should have high reliability. 72  Reliability There are four types of reliability: Test retest reliability. The degree to which a person taking the same test more than once gets consistent results. For example, if a person takes the same emotional stability test twice and gets the same score each time, the test has high test retest reliability. Alternative forms reliability. The degree to which a person taking different versions of a test gets consistent results. For example, if an emotional stability test chooses 100 questions from a bank of 1,000 questions and a person takes the test twice and gets the same score each time,73  Reliability Continued from the previous slide. Interrater reliability. The degree to which different assessors (e.g. people) scoring the same person’s test give consistent results. For example, if three people score a person’s emotional stability test the same, the test has high interrater reliability. Interitem reliability. The degree to which a person answers each question on a test consistently. For example, if a person answers each question on an emotional stability test the same, the test has high interitem reliability. 74  Validity A selection test should have high validity. 75  Validity There are two types of validity: Content/Construct validity. The extent to which a test measures what it is supposed to measure. For example, if an emotional stability test only asks questions about one part/aspect of emotional stability, it has low content/construct validity. Predictive validity. The extent to which a test influences job performance. For example, if an emotional stability test influences job performance, it has high predictive validity. 76 Reliability and Validity High Low Validity Validity High Reliabili ty Low Reliabili ty 77  Reliability and Validity Reliability and validity are not necessarily related. One can be high and the other can be low. For example: A test can have high reliability and low validity. For example, in order to measure my height, I step on a scale (i.e. low validity), and it gives me the same number each time (i.e. high reliability). A test can have low reliability and high validity. For example, in order to measure my weight, I step on a scale (i.e. high validity), and it gives me a different number each time (i.e. low reliability). 78  Types of Tests Tests of physical (e.g. lifting), mental (e.g. memory, math), emotional (e.g. staying calm), interpersonal (e.g. communication), etc. abilities and skills. Personality tests. Knowledge tests. Work sample tests. 79  Bartender at Montana’s What you will do in this role: What we are looking for: Guide guests with their beverage selection Provincial Responsible Alcohol Service and recommend offerings. certification. Prepare all beverages to brand standards. Bonus points for previous experience as a Maintain bar cleanliness and brand bartender in a high volume casual dining appearance. restaurant. Adhere to all liquor laws and regulations. Excellent communication, social and Adhere to health and safety policies and organizational skills. procedures outlined in the health and safety Team oriented with the ability to build and program. foster positive relationships. Manage aggregator and take out sales. Energetic, self-confident, and positive attitude. Be a “know it all” about our regular Ability to work a flexible schedule. promotional food and beverage menus. Provide a welcoming smile and genuine hospitality. Get to know our guests and enhance their personal experience, while flawlessly executing our steps of service to brand standards. Process guests orders and payments in a 80  What Is Selection? Selection: The process of choosing the best applicant for a job, offering him/her the job, and the applicant accepting the job. Selection has five steps: 1. Screening. (e.g. 7/100 applicants pass screening) 2. Testing. (e.g. 5/7 applicants pass testing) 3. Interviewing. (e.g. 3/5 applicants pass interviewing) 4. Reference checking. (e.g. 2/3 applicants pass reference checking) 5. Offer and acceptance. (e.g. 1/2 applicants is made an offer and accepts) The selection process follows a multiple hurdle approach which 81  3. Interviewing Usually conducted by the hiring supervisor. Interview”er”: Person interviewing. Interview”ee”: Person being interviewed. Types of interviews. Media for interviews. Interview questions. Interviewing. 82  Types of Interviews There are three types of interviews: Individual. Interviewee is interviewed by one interviewer. More susceptible to bias than panel or sequential. Less intimidating for interviewee than panel or sequential. Less chance of interviewee forgetting his/her answers than sequential. Shorter than sequential. Easier to schedule than panel or sequential. Panel. Interviewee is interviewed by more than one interviewer at once. Less susceptible to bias than individual. More intimidating for interviewee than individual. Less chance of interviewee forgetting his/her answers than sequential. 83  Types of Interviews Continued from the previous slide. Sequential. Interviewee is interviewed by more than one interviewer one after the other. Less susceptible to bias than individual. More intimidating for interviewee than individual. More chance of interviewee forgetting his/her answers than individual or panel. Longer than individual or panel. Harder to schedule than individual. 84  Media for Interviews There are three media for interviews: In person. Phone. Virtual. Synchronous or asynchronous. 85  Interview Questions There are four types of interview questions: Structured. Interviewer asks each interviewee the same questions. Interviewer cannot pursue points of interest. Higher reliability and validity than unstructured. Easier to compare interviewees than unstructured. Unstructured. Interviewer ask each interviewee whatever questions he/she wants. Interviewer can pursue points of interests. Lower reliability and validity than structured. Harder to compare interviewees than structured. 86  Interview Questions Continued from the previous slide. Situational. Interviewer asks candidate how he/she would deal with a situation in the future. For example, “How would you deal with a drunk customer trying to order more drinks?” or “How would you work in a team?”. Based on the premise that what people say they will do in the future, they will do in the future. Behavioural description. Interviewer asks candidate how he/she has dealt with a situation in the past. For example, “How have you dealt with a drunk customer trying to order more drinks?” or “How have you worked in a team?”. Based on the premise87  Bartender at Montana’s What you will do in this role: What we are looking for: Guide guests with their beverage selection Provincial Responsible Alcohol Service and recommend offerings. certification. Prepare all beverages to brand standards. Bonus points for previous experience as a Maintain bar cleanliness and brand bartender in a high volume casual dining appearance. restaurant. Adhere to all liquor laws and regulations. Excellent communication, social and Adhere to health and safety policies and organizational skills. procedures outlined in the health and safety Team oriented with the ability to build and program. foster positive relationships. Manage aggregator and take out sales. Energetic, self-confident, and positive attitude. Be a “know it all” about our regular Ability to work a flexible schedule. promotional food and beverage menus. Provide a welcoming smile and genuine hospitality. Get to know our guests and enhance their personal experience, while flawlessly executing our steps of service to brand standards. Process guests orders and payments in a 88  Interviewing Interviewing has five steps: 1. Planning the interview. Schedule the interview. Establish the format and questions. Ensure the interviewer is familiar with the job so he/she can answer questions from the interviewee. 2. Establishing rapport. Make the interviewee feel at ease by welcoming him/her, making small talk, and acting warm and hospitable. 3. Asking questions. Start with general and easier questions and move to specific and harder questions. Avoid yes or no questions. Use probing techniques (e.g. “Can you expand on that?”). Do not respond verbally or non verbally with evaluations of the interviewee’s 89  Interviewing Continued from the previous slide. 4. Closing the interview. Ask the interviewee if he/she has questions. Explain the next steps in the process to the interviewee. Thank the interviewee for his/her time and interest. 5. Evaluating the interviewee. Assess the interviewee’s interview performance. If there is more than one interviewer and more than one interviewee, avoid evaluation discussions until all the interviews have been conducted. 90  Interviewer Biases First impression error. Contrast effect. 91  First Impression Error First impression error: The tendency for an interviewer’s first perception of an interviewee to influence his/his later perceptions of the interviewee. 92  First Impression Error The following study provides support for the bias: Before interviewing applicants, people read applicants’ application forms and test scores and rated them from 1 = very low to 9 = very high. The interviews were videorecorded and analyzed. Results showed that the higher people rated applicants before the interview, the more positively they behaved toward applicants during the interview. For example, they had a more positive style, they showed a more favourable orientation toward the offer, they had a more positive vocal style, they did more selling of the company/job, they provided more job information, and they asked less total questions, less closed questions, less initial questions, and less follow-up/probing 93 94  Contrast Effect Contrast effect: The tendency for an interviewer’s perception of an interviewee to be influenced by his/her perception of previous interviewees. The following study provides support for the bias: Videos were made of candidates performing good, bad, and average in their interview for medical school. People rated three candidates in a row. See the column “Condition” on the slide after next. 95  Contrast Effect Continued from the previous slide. Results showed that: People rated a good candidate lower after two good candidates (5.5/9) than after two bad candidates (7.0/9). People rated an average candidate lower after two good candidates (3.5/9) than after two bad candidates (5.6/9). People rated a bad candidate lower after two good candidates (2.1/9) than after two bad candidates (2.8/9). See the column “Mean Rating” on the next slide. 96 Contrast Effect 97  What Is Selection? Selection: The process of choosing the best applicant for a job, offering him/her the job, and the applicant accepting the job. Selection has five steps: 1. Screening. (e.g. 7/100 applicants pass screening) 2. Testing. (e.g. 5/7 applicants pass testing) 3. Interviewing. (e.g. 3/5 applicants pass interviewing) 4. Reference checking. (e.g. 2/3 applicants pass reference checking) 5. Offer and acceptance. (e.g. 1/2 applicants is made an offer and accepts) The selection process follows a multiple hurdle approach which 98 4. Reference Checking 99  4. Reference Checking Applicants’ information is checked for accuracy. Usually conducted by HR. An organization can be sued for negligent hiring for not conducting. If a person gives a negative reference that is untrue, he/she can be sued for defamation of character. If a person gives a negative reference that is true, he/she is protected from being found liable of defamation of character by the doctrine of qualified privilege which allows such comments if100  4. Reference Checking If a person gives an overly positive reference, he/she can be sued for negligent misrepresentation. Given the risks of providing references, some/many organizations have a no reference policy in which they only provide information on a person’s job title and dates of employment. An organization must obtain written permission – which is usually asks for on an application form – to check an applicants’ references unless the information is publicly available (e.g. online). 101  Bartender at Montana’s What you will do in this role: What we are looking for: Guide guests with their beverage selection Provincial Responsible Alcohol Service and recommend offerings. certification. Prepare all beverages to brand standards. Bonus points for previous experience as a Maintain bar cleanliness and brand bartender in a high volume casual dining appearance. restaurant. Adhere to all liquor laws and regulations. Excellent communication, social and Adhere to health and safety policies and organizational skills. procedures outlined in the health and safety Team oriented with the ability to build and program. foster positive relationships. Manage aggregator and take out sales. Energetic, self-confident, and positive attitude. Be a “know it all” about our regular Ability to work a flexible schedule. promotional food and beverage menus. Provide a welcoming smile and genuine hospitality. Get to know our guests and enhance their personal experience, while flawlessly executing our steps of service to brand standards. Process guests orders and payments in a 102  What Is Selection? Selection: The process of choosing the best applicant for a job, offering him/her the job, and the applicant accepting the job. Selection has five steps: 1. Screening. (e.g. 7/100 applicants pass screening) 2. Testing. (e.g. 5/7 applicants pass testing) 3. Interviewing. (e.g. 3/5 applicants pass interviewing) 4. Reference checking. (e.g. 2/3 applicants pass reference checking) 5. Offer and acceptance. (e.g. 1/2 applicants is made an offer and accepts) The selection process follows a multiple hurdle approach which 103  5. Offer and Acceptance Usually conducted by HR. Decision can be based on a subjective approach (e.g. gut feel about applicant information) or statistical approach (e.g. crunching numbers on applicant information) or a combination of both. 104  What Is Selection? Selection: The process of choosing the best applicant for a job, offering him/her the job, and the applicant accepting the job. Selection has five steps: 1. Screening. (e.g. 7/100 applicants pass screening) 2. Testing. (e.g. 5/7 applicants pass testing) 3. Interviewing. (e.g. 3/5 applicants pass interviewing) 4. Reference checking. (e.g. 2/3 applicants pass reference checking) 5. Offer and acceptance. (e.g. 1/2 applicants is made an offer and accepts) The selection process follows a multiple hurdle approach which 105  To Sum Up Key concepts covered in today’s class: What is selection? Selection process. After today’s class, you should: Review what was covered and make sure you understand everything. If anything is unclear, speak with a classmate or the instructor. Make study notes and self test questions to prepare yourself for the upcoming test. 106  Sample Test Questions 1. During which step of interviewing does an interviewer schedule the interview: A. Planning the interview. B. Establishing rapport. C. Asking questions. D. None of the choices. 107  Sample Test Questions 2. Which type of reliability is the degree to which different assessors (e.g. people) scoring the same person’s test give consistent results: A. Test retest. B. Alternative forms. C. Interrater. D. Interitem. 108  References Dougherty, T., Turban, D., Callender, J. (1994). “Confirming first impressions in the employment interview: A field study of interviewer behavior”. Journal of Applied Psychology. 79(5). 659-665. Kopelman, M. (1975). “The contrast effect in the selection interview.” British Journal of Educational Psychology. 45(3). 333- 336.