Recruiting and Interviewing PDF

1 Recruiting and Interviewing Presented by: LOUZIELA M. BARLISO, PhD, RPm, CSIOP, CHRA Professor I Cavite State University-General Trias City Campus “Great vision without great people is irrelevant”...

1 Recruiting and Interviewing Presented by: LOUZIELA M. BARLISO, PhD, RPm, CSIOP, CHRA Professor I Cavite State University-General Trias City Campus “Great vision without great people is irrelevant” -Jim Collins, Good to Great 2 Recruitment 3 W h a t i s Re c r u i t me nt ? An additive process The process of attracting people with the right qualifications to apply for the job 4 I nt e r na l Re c r u i t me nt Hire or promote someone from within the organization To enhance employee If an organization morale and motivation, always promotes it is often good to give employees from within, current employees an it runs the risk of advantage in obtaining having a stale new internal positions. workforce that is devoid of the many ideas that new employees bring with them from their previous employment. 5 E x t e r na l Re c r u i t me nt To hire someone from outside the organization 6 Methods of Re c r u i t me nt MEDIA ADS SITUATION WANTED ADS POINT-OF-PURHASE EMPLOYMENT AGENCIES EXECUTIVE SEARCH FIRMS PUBLIC AGENCIES REFERRALS DIRECT MAILS INTERNET JOB FAIRS  7 M e d i a Ad v e r t i s e me nt s Newspaper Ads The least effective recruitment method (SHRM, 2007) Respond by calling Apply-in-person Send-Resume To either quickly When organizations When the organization screen the applicant or don’t want their expects a large hear an applicant’s phones tied up by response and does not phone voice (for applicants calling have the resources to telemarketing or (travel agency or pizza speak with thousands receptionist positions) delivering restaurant) of applicants OR they want to get a physical look at the applicant  8 M e d i a Ad v e r t i s e me nt s Newspaper Ads The least effective recruitment method (SHRM, 2007) The Blind Box Method The organization does The company might On rare occasions, a not want its name in fear that people company needs to public (especially for wouldn’t apply if they terminate an employee big companies that knew the name of the but wants first to find doesn’t want an company (clerk a replacement a v a l a n c h e o f position for a funeral application, many home) from unqualified applicants 9 E l e c t r o ni c M e d i a The use of Television and Radio Stations Aside from generating a p p l i c a n t s , commercials are an excellent public relations vehicle 10 S i t u a t i o n- W a nt e d Ad s Aka Jobs-Wanted or Positions-Wanted Ads It is a newspaper ad in Advantage: don’t cost reverse. It’s placed by an organization any the person seeking a money specific job, and Modern versions of directed to potential Situation wanted ads employers are social networking sites such as LinkedIn, Facebook, and Twitter  11 P o i nt - o f - P u r c h a s e M e t h o d s Based on the same point-of-purchase (“POP”) advertising principles used to market products to consumers The idea behind POP I n e m p l o y e e It is inexpensive and is (in marketing) is to get recruitment, job targeted to those who you to buy more items vacancy notices are frequent the business while you are already posted in places where in the store customers or current Only a number of employees are likely to limited number of see them: store people are exposed to windows, bulletin the sign boards, restaurant placemats, etc. 12 E mp l o y me nt Ag e nc i e s An organization that specializes in Employment agencies The amount charged finding jobs for applicants and charge either the usually ranges from finding applicants for organizations company or the 10% to 30% of the looking for employees applicant when the applicant’s first-year Useful if an HR Department is applicant takes the job. salary overloaded with work or if an Disadvantage: a company loses organization does not have an some control over its recruitment individual with the skills and process and may end up with experience needed to select employees undesirable applicants properly 13 Executive Search F i r m s Aka Headhunters T h e j o b s t h e y Reputable executive Fees charged by represent tend to be search firms always executive search firms higher-paying, non- charge their fees to tend to be about 30% entry-level positions organizations rather of the applicant’s first- such as executives, than to applicants year salary engineers, and managers 14 15 P u bl i c E mp l o y m e nt Ag e nc i e s Agencies operated by a Offer services such as s t a t e o r l o c a l career advisement and government, designed resume preparation primarily to help the unemployed find work 16 Re f e r r a l s Current employees refer/recommend family members and friends for a job Only th os e referra ls made by successful employees should be Some organizations considered provide financial In a survey of 450 HR incentives to employees professionals, employee who recommend referrals were rated as applicants who are hired. the most effective recruitment method  17 Direct Mail An organization sends out mass mailings of information about job openings to potential applicants An employer typically obtains a mailing list and sends letters or brochures to people through the mail Especially useful for positions involving specialized skills (ex. Licensed professionals)  18 I nt e r ne t Usually takes two forms: Employer-Based Websites and Internet Recruiters Employer-Based Websites Internet Recruiters Advantage: An organization lists available Pertains to a private company Cheap job openings and provides whose websites lists job information about itself and the openings for hundreds (or even Produce better-quality minimum requirements needed thousands) of organizations and applicants than did newspaper to apply to a particular job resumes for thousand of ads and career fairs applicants 19 20 21 22 23 Job Fairs A recruitment method in which several employers are available at one location so t h a t m a n y a p p l i c a n t s c a n o b t a i n information at one time First type: Many types of organizations have booths at the same location (mostly organized by Third Type: Colleges/Universities) A single organization will Second Type: hold its own job fair Many organizations in the same Advantage: no competition field in one location Drawback: expensive Advantage: each visitor is a potential applicant for every organization Drawback: each organization must compete directly 24 E v a l u a t i ng t h e E f f e c t i v e ne s s o f Re c r u i t m e nt Strategies  25 E x a mi ne t h e Nu mbe r o f Ap p l i c a nt s who: Ap p l i e d Ar e q u a l i f i e d Got hired Recruitment Strategies Criterion News Ad Referrals Jobstreet.com Number of 40 30 15 applicants who applies Number of 5 19 8 qualified applicants Number of hired 0 4 0 applicants  26 C o s t p e r a p p l i c a nt me t h o d T h e a m o u nt o f m o ne y s p e nt o n a recruitment method divided by the no. of people that subsequently apply for jobs as a result of the recruitment strategy Example: Newspaper Ad – Php 5,000, yields 30 applicants Vs. Job Fair – Php 1,500, yields 100 applicants Cost per applicant for Newspaper Ad: Php 167.00 Cost per applicant for Job Fair: Php 15.00  27 C o s t p e r q u a l i f i e d a p p l i c a nt me t h o d T h e a m o u nt o f m o ne y s p e nt o n a recruitment method divided by the no. of qualified people that subsequently apply for jobs as a result of the recruitment strategy  28 Best Method: E x a mi ne t h e nu mb e r o f s u c c e s s f u l e mp l o y e e s g e ne r a t e d by e a c h r e c r u i t me nt s o u r c e This is an effective method because every applicant will not be qualified, nor will every qua lified a pplica nt become a successful employee  29 E f f e c t i v e s e l e c t i o n t e c h ni q u e s s h a r e t h r e e characteristics: 1.Valid 2. Re d u c e t h e c h a nc e o f l e g a l c h a l l e ng e 3.Cost-effective  30 M e t a - Ana l y s i s o f Z o t t o l i a nd W a no u s ( 2 0 0 0 ) Inside Source Vs. Outside Source Why? Inside Source includes employee 1st explanation: referrals and rehires while Studies show that applicants who are Outside Source includes job fairs, ads, referred by employees received more school placement offices, recruiters etc. accurate information about the job than do employees recruited by other Result: methods Employees recruited through inside sources stayed with the organization 2nd explanation: longer (higher tenure) and performed Interpersonal Attraction better than employees recruited through outside sources Next page 31 People tend to be attracted to those who are similar to themselves (interpersonal attraction). If this is true (and research strongly suggests it is), then an employee recommending a friend for a job will more likely to recommend one similar to herself. Thus, it would make sense that a person who is happy with her job would recommend a person who, because of her similarity to the incumbent, should also be happy with a job Likewise, an unhappy employee would recommend similar friends who would also be unhappy and would probably have short tenure with the organization  32 Re a l i s t i c J o b P r e v i e w It involves giving an applicant an honest assessment of a job Even though telling the truth scares away many applicants, the ones who stay will not be surprised about the job. Informed applicants will tend to stay on the job longer than applicants who did not understand the nature of the job A meta-analysis suggests that RJPs will be most effective if they are given in an oral rather than written format, and if they are given at the time of the job offer rather than earlier in the recruitment process or after the job offer has been accepted  33 E x p e c t a t i o n- L o w e r i ng P r o c e d u r e A form of RJP Lowers an applicant’s expectation about the various aspect of the job Simple RJP Statement: ELP: This job is performed in a very We often start a new job with high small space, in high levels of hear, expectations, thinking the job will and with few opportunities for be perfect. As you will discover, no interaction. job is perfect and there will be times when you become frustrated by your supervisor or your coworkers…… 34 Interview 35 Undoubtedly the most common method of employee selection An interviewer asks questions and then makes the employment decision based on the answer to the question as well as the way in which the questions were answered  36 T y p e s o f I nt e r v i e w Structure Structured Interview vs. Unstructured Interview Structured Interview: Unstructured Interview: The research is clear that 1. T h e s o u r c e o f t h e Interviewers are free to ask structured interviews are questions is a job analysis, anything they want (e.g., more reliable and valid thus, all questions are What do you want to be in than interviews with less job-related five years?) structure 2. All applicants are asked the same questions (for same position of course) 3. There is a standardized scoring key to evaluate each answer  37 T y p e s o f I nt e r v i e w Style – no. of interviewers and no. of interviewees One-on-one interview Panel Interviews have multiple interviewers asking Serial Interviews involve a and evaluating answers of series of single interviews the same applicant at the same time Return Interviews are Group Interviews have similar to serial interviews multiple applicants with the difference of answering questions during passing of time between the the same interview first interview and subsequent interview  38 T y p e s o f I nt e r v i e w Medium Face-to-face Telephone Interviews Videoconference interviews (the use of Skype or Messenger, for example) Written Interviews 39 Advantages of Structured Interviews M o r e v a l i d t h a n Even though structured unstructured interviews interviews are superior to unstructured ones, Legally defensible because applicants perceive the questions are job-related structured interviews to be more difficult Result in substantially lower adverse impact (Huffcutt & Because the interview is so Roth, 1998) structured, applicants may feel that they did not have the chance to tell the interviewer everything they wanted to  40 Poor Intuitive Ability 8 factors that Nonverbal Lack of Job affects the Cues Relatedness unpredictability of unstructured interviews Interviewee 8 Primacy Appearance Factors Effect Interviewer- Contrast Interviewee Effect Similarity Negative- Information Bias 41 P o o r i nt u i t i v e a b i l i t y Interviewers often base their hiring decisions on “gut feelings” or intuition People are not that Research does not good at using intuition support the idea that to predic t b e h a v i o r : some interviewers are research indicates that able to predict human intuition are behavior, whereas inaccurate predictors others are not of a variety of factors 42 L a c k o f J o b Re l a t e d ne s s Most of the questions asks are not job- related, thus, it cannot predict the future performance on an applicant 43 P r i ma c y E f f e c t Information presented early in an interview carries more weight than information presented later It has been suggested To reduce potential that interviewers primacy effects, the decide about a interviewer must rate candidate within the the applicant’s first few minutes of an response after each interview question rather than waiting until the end of the interview to m a k e a s i n g l e judgment or rating 44 C o nt r a s t E f f e c t When the performance of one applicant affects the perception of the performance of the next applicant If a terrible applicant precedes an average applicant, the interview score for the average applicant will be higher than if no applicant or a qualified applicant preceded her 45 Negative Information Bias Negative information carries more weight in an employment decision than does positive information This bias seems to occur only when interviewers aren’t aware of job requirements 46 Interviewer-Interviewee Similarity Research suggests that an interviewee will receive a higher score if he or she is similar to the interviewer in terms of personality, attitude, or race 47 I nt e r v i e w e e Ap p e a r a nc e In general: Physically attractive > Less attractive applicants Professional dressed applicants > poorly dressed applicants Obese applicants Interviewee receive lower interview appearance is a potent scores than their hiring factor leaner counterparts (Posthuma, 2002) 48 Nonverbal Cues Factors such as eye contact and posture Meta-analyses found that the use of appropriate nonverbal cues is highly correlated with interview scores. Not surprisingly, meta-analysis results indicate that structured interviews are not as affected by nonverbal cues  49 S t e p s I n C r e a t i ng a S t r u c t u r e d I nt e r v i e w Determine the Create a Scoring Create Interview KSAOs to tap in Key for Interview Questions the interview Answers  50 I nt e r v i e w Q u e s t i o ns 1. Clarifiers 2. Disqualifier 3. Skill-Level Determiner Allows the interviewer Questions that must be Designed to tap an to clarify information answered a particular interviewee’s level of in the resume, cover way or the applicant is expertise letter, and application disqualified Allows to fill in gaps Example: Example: and obtain other Do you have a valid Several months after necessary information driver’s license? installing a computer Example: network, the client calls I noticed a two-year gap Are you available to and says nothing will between two of your jobs. work on weekends? (If a print on the printer. Could you tell me about job requires that What could be going that? employees work on wrong? weekends) 51 I nt e r v i e w Q u e s t i o ns 4. F u t u r e - F o c u s e d 5. Past-focused questions 6. Organizational Fit Questions Aka Patterned Questions Aka Situational Behavior Description Taps how well an Questions Interviews applicant’s personality Applicants are given a Focuses on previous and values will fit the situation and asked how behavior rather than organizational culture they would handle it future intended The idea behind this is Example: You’re working on a behavior to make sure that the project with a tight Taps an applicant’s person’s values are deadline but you find that experience consistent with those you’re unable to complete Example: of the organization your section because your Tell us about a time Example: supervisor is unavailable to when a customer was Describe your experience answer a few key questions. angry with you. What working with a culturally How do you deal with the did you do to handle the diverse group of people. situation? situation? 52 Scoring Key for Interview Answers Right/Wrong Approach Some interview questions can be scored simply on the basis of whether the answer was correct or incorrect Usually used for skill-level determiners “As a server, can you give a 16- year-old if his parents are present and give permission?” 53 Scoring Key for Interview Answers Typical Answer Approach Create a list of ALL possible answers Problem: to each question, have SMEs rate there are many possible answers to the favorableness of each answer, a question, and applicants often and then use the ratings to serve as provide answers that could fit parts benchmarks for each point on a of several different benchmarks scale Benchmark Answers Standard answers to interview questions 54 Scoring Key for Interview Answers Key Issues SMEs create a list of key issues that they think should be included in the perfect answer. For each key issues that is included, the interviewee gets a point. The key issues can also be weighted so that the most important issues get more points than the less important issues.  55 Conducting the Structured Interview Build rapport Wait until applicants have had time to “settle their nerves” Set the Agenda Explain the process of the interview Ask the interview questions Score each answer after it has been given Provide information About the job and the organization Entertain questions Answer any questions the applicant might have 56 Job Search Skills Master the art of obtaining a job  57 Surviving the Interview Process Scheduling the Interview Before the During the After the Interview Neither day of week nor Interview Interview Write a brief letter time of day affect interview Learn about the Use nonverbal behaviors thanking the scores (Aamodt and Myers, company. (firm handshake, eye interviewer for her 1993) Organizations are contact, and smiling) time impressed if an If applicants arrived late, applicant knows its Desired verbal behaviors: the scores will be drastically products and services Asking questions, subtly lower (Lantz, 2001) pointing out how you are On the day of the similar to the interviewer, No differences have been interview, dress neatly NOT asking about the found in interview scores and professionally, and salary, not speaking based on whether an adjust your style as slowly, and not hesitating applicant arrives on time or necessary to fit the before answering five to ten minutes early situation questions  58 Writing Cover Letters A letter that accompanies a resume or a job application. Aka letter of intent or application letter It should contain: a Salutation, basic paragraphs, and a closing signature Salutation Paragraph Tips Get the name of the State the name of the job Avoid sounding desperate recipient you are applying for and and do not beg that your resume is Do not refer to the enclosed Avoid grammar and person by his or her first spelling errors name Provide your (Dear James) qualifications Do not use officious words (or “Big Words” Do not use: “To Whom It Tell them why you are May Concern” (sounds interested with the job Don’t discuss personal too demanding, and it circumstances might not concern them Provide them with your at all) contact details  59 Résumé A formal summary of an applicant's professional and educational background Resumes may not predict performance partly because they are intended too be advertisement for an applicant Aamodt and Williams (2005) found that the median estimate was that 25% of resumes contained inaccurate information  60 Types of Résumé Chronological Resume Lists previous job in order from the most to the least recent Useful for applicants whose previous jobs were related to their future plans and whose work histories do not contain gaps  61 Types of Résumé Functional Resume Jobs are grouped by function rather than listed in order by date 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  62 Types of Résumé Psychological Resume Resume style that takes Also makes use of three advantage of psychological impression management principles rules of relevance, unusualness, and positivity Contains the strength of both chronological and functional resumes Takes advantage of the impression-formation principles of priming, primacy, and short-term memory limits  63 Av e r a g i ng v s. Ad d i ng M o d e l b y And e r s o n ( 1 9 6 5 ) Implies that activity quality is more important than quantity Our impression are It is better to list few It is neither necessary based more on the great things, rather nor desirable to all of average value of each than listing few great your coursework impression rather than things and adding on the sum of the many average things values of each impression