Human Resource Management With Labor Relations PDF

HUMAN RESOURCE MANAGEMENT WITH 07/05/2024 LABOR RELATIONS STRATEGIC PLANNING, HUMAN Scanning the external environment allow...

HUMAN RESOURCE MANAGEMENT WITH 07/05/2024 LABOR RELATIONS STRATEGIC PLANNING, HUMAN Scanning the external environment allows organizational strategists to RESOURCE PLANNING, AND JOB identify threats and opportunities, as ANALYSIS well as constraints. STRATEGIC PLANNING Objective Setting The process by which top Objectives are the desired end results of management determines overall any activity. Objectives should have four organizational purposes and objectives and basic characteristics: how they are achieved. Strategic planning at all levels of the organization can be divided into (1) They should be expressed in writing four steps: (2) they should be measurable (3) they should be specific as to time (1) determination of the organizational (4) they should be challenging but mission attainable. (2) assessment of the organization and Might be directed at factors such as its environment profitability, customer satisfaction, (3) setting of specific objectives or financial returns, technological direction leadership, and operating efficiency. (4) determination of strategies to Objectives should be developed only accomplish those after a cost–benefit analysis of each alternative is considered. Strategy Setting Strategies should be developed to take advantage of the company’s strengths and minimize its weaknesses to grasp opportunities and avoid threats. Strategy Implementation Some people argue that strategy implementation is the most difficult and important part of strategic management. Requires changes in the organization’s Mission Determination behavior, which can be brought about by changing one or more organizational The mission is a company’s continuing dimensions, including management’s purpose or reason for being. The leadership ability, organizational corporate mission is the sum total of structure, information and control the organization’s ongoing purpose systems, production technology, and HR. Leadership Environmental Assessment o A leader is able to get others to Organization should assess its strengths do what he or she wants them and weaknesses in the internal to do. Managers must influence environment and the threats and organization members to adopt opportunities from the external the behaviors needed for environment – SWOT ANALYSIS strategy implementation. Making strategic plans involves Basically, leadership is used to information flows from both the internal encourage employees to adopt and the external environments. supportive behaviors, and when necessary, to accept the From inside comes information about required new values and organizational competencies, strengths, attitudes. and weaknesses. JANICAH REYES 1  Organizational Structure However, the company may consider the o Typically illustrated by its following alternatives: organizational chart. The particular form of structure encourage overtime needed is determined by the job reassignment needs of the firm. create another work shift Information and Control Systems. strengthen retention program o Among the information and Job Analysis: A Basic Human Resource control systems are reward Management Tool systems; incentives; objectives- oriented systems; budgets for Job analysis allocating resources; information systems; and the systematic process of determining the organization’s rules, policies, skills, duties, and knowledge required and implementations. for performing jobs in an organization. Technology With job analysis, the tasks needed to o The knowledge, tools, and perform the job are identified. equipment used to accomplish Traditionally, it is an essential and an organization’s assignments pervasive HR technique and the starting comprise its technology point for other HR activities. In today's rapidly changing work environment, the FACTORS THAT AFFECT HUMAN RESOURCE need for a sound job analysis system is PLANNING critical. New jobs are being created, and old jobs are being redesigned or 1. Company's goals, objectives, and eliminated strategies 2. Time spent for planning HR needs IMPORTANT COMPONENTS OF JOB ANALYSIS 3. Uncertainties of business activities 4. Exactness of forecasting manpower Job analysis is the process of collecting, needs interpreting, and keeping records about the 5. Structural design of the company requirements of a job, and the conditions in 6. Internal and external availability of which jobs are performed. manpower The following are important information that a 7. Preparation period of positioning complete job analysis should provide (Payos, talents 2008): DEALING WITH WORKFORCE OVERSUPPLY 1. Job Content LAYOFF shows the actual duties of the worker, If there are more workers than jobs, the how he or she performs the job, and the first action is to downsize facilities, materials and devices to be used in performing the job. The job However, due to some undesirable effects of lay- analyst may also collect further offs, managers may consider options such : information about the job and might include performance standards and suspend hiring possible training and development reduce pay required by the job. set limits to overtime job sharing 2. Job Context avoid contingent workers this is about the conditions or the offer career breaks like study leave environment where the job is early retirement performed. It also specifies the demands DEALING WITH WORKFORCE UNDERSUPPLY such work requires the employee to do. Some other kinds of job context data An undersupply of personnel indicates may include environmental conditions, that there are more jobs than workers. technologies, structure of relationships, level of autonomy, and the physical If this happens, the first move of the company demands of the job on the employee. should be to hire additional employees. JANICAH REYES 2 3. Worker Requirements employees for jobs without having clear guidelines, a practice that could have these are qualifications that are disastrous consequences. considered by the employer as vital to the successful execution of the job. Training and Development This refers to the knowledge, skill, ability, job description information often proves personal characteristics, and credentials needed beneficial in identifying training and for effective job performance. development needs. If it suggests that the job requires a Knowledge particular knowledge, skill, or ability, the intelligence and understanding of a and the person filling the position does specialized discipline acquired through not possess all the qualifications formal education and actual experience. required, training or development are probably in order. Skill Training should be directed at assisting workers in performing duties specified potential capability of a worker to carry in their present job descriptions or at out a particular job, such as decision- developing skills for broader making skill, people skill and cognitive responsibilities. skill. Performance Appraisal Ability most workers want to know what they a capacity or competence that allows an are supposed to accomplish and good individual to do a specific kind of work. job descriptions provide that. Then, Some examples are ability to work employees should be evaluated in terms under pressure, and ability to manage of how well they accomplish the duties time. specified in their job descriptions and Personal characteristics any other specific goals that may have been established. A manager who although skills are necessary, most evaluates an employee on factors not employers will choose an individual clearly predetermined is left open to who possesses good personal qualities allegations of discrimination. such as reliability, trustworthiness, and flexibility. Compensation Credentials in the area of compensation, it is helpful to know the relative value of a particular pieces of evidence that will prove a job to the company before a dollar value person's identity or background that is placed on it. Jobs that require greater will indicate his fitness for the job like knowledge, skills, and abilities should scholastic records, employment be worth more to the firm. certification, and other relevant documents. Safety and Health REASONS FOR CONDUCTING JOB ANALYSIS information derived from job analysis is also valuable in identifying safety and Staffing health considerations. For example, employers are required to inform all areas of staffing would be haphazard workers when a job is hazardous. if the organization did not know the The job description/specification should qualifications needed to perform the reflect this condition. In addition, in various jobs. certain hazardous jobs. workers may A major use of job analysis data is found need specific information about the in HR planning. Each job requires hazards to perform their jobs safely. different knowledge, skills, and ability levels. Obviously, effective HR planning Employee and Labor Relations must take these jobs requirements into consideration. job analysis information is also Also, lacking up-to-date job important in employee and labor descriptions and specifications, a firm relations. would have to recruit and select JANICAH REYES 3  When employees are considered for asking questions as appropriate, and not promotion, transfer, or demotion, the interrupting at inappropriate times. job description provides a standard for Speaking evaluation and comparison of talent. Information obtained through job Talking to others to convey information analysis can often lead to more objective effectively. human resource decisions. Reading Comprehension Understanding Legal Considerations written sentences and paragraphs in work related documents. a property prepared job analysis is Oral Comprehension particularly important for supporting the legality of employment practices. The ability to listen to and understand Job analysis data are needed to defend information and ideas presented decisions involving termination, through spoken words and sentences. promotion, transfers, and demotions. Job analysis provides the basis for tying Oral Expression the HR functions together and the The ability to communicate information foundation for developing a sound HR and ideas in speaking so others will program. understand. Knowledge Written Comprehension Personnel and Human Resources The ability to read and understand Knowledge of principles and procedures information and ideas presented in for personnel recruitment, selection, writing. training, compensation and benefits, JOB DESIGN CONCEPTS labor relations and negotiation, and personnel information systems. Job design is the process of determining the specific tasks to be English Language performed, the methods used in performing Knowledge of the structure and content these tasks, and how the job relates to other of the English language including the work in the organization meaning and spelling of words, rules of Job Enrichment composition, and grammar. Strongly advocated by Frederick Clerical Herzberg, job enrichment consists of Knowledge of administrative and basic changes in the content and level of clerical procedures and systems such as responsibility of a job so as to provide word processing, managing files and greater challenges to the worker. Job records, stenography and transcription, enrichment provides a vertical designing forms, and other office expansion of responsibilities. procedures and terminology. Job Enlargement Administration and Management Job enlargement is defined as increasing Knowledge of business and the number of tasks a worker performs, management principles involved in with all of the tasks at the same level of strategic planning, resource allocation, responsibility. human resources modeling, leadership Job Rotation | (cross-training) technique, production methods, and coordination of people and resources. moves employees from one job to another to broaden their experience. SKILLS Higher-level tasks often require this breadth of knowledge. Rotational Active Listening training programs help employees Giving full attention to what other understand a variety of jobs and their people are saying, taking time to interrelationships, thereby improving understand the point being made, productivity. JANICAH REYES 4 Reengineering SOURCES OF LOCATING AND ATTRACTING CANDIDATES “the fundamental rethinking and radical redesign of business processes to ADVERTISING achieve dramatic improvements in critical contemporary measures of Usual manner of locating potential hires performance, such as cost, quality, is through advertising. service, and speed.” Although television ads, radio, direct Reengineering essentially involves the mail, and print ads are effective forms of firm rethinking and redesigning its reaching job seekers, the World Wide business system to become more Web should not be ignored as an competitive. It emphasizes the radical advertising option. In fact, it is becoming redesign of work in which companies a trend among the current. organizes around process instead of by WALK-INS functional departments. Incremental change is not what is desired; instead, are people who come into a company, deep-seated changes are wanted that submit an application and a curriculum will alter entire operations at one time. vitae, then aspire to get the job. Some employers admit that applicants who RECRUITMENT take the initiative to apply as walk-ins tend to be more effective and dedicated Recruitment is the process of employees. attracting individuals on a timely basis, in sufficient numbers, and with appropriate INTERNET RECRUITING qualifications to apply for jobs with an The internet is one of the most popular organization. ways of locating and attracting job It is about identifying the possible applicants. candidates that could be given an opportunity to Companies find this recruitment format showcase their potential in an organization. The less costly because it will reduce firm may then select those applicants with expenses incurred for filed records. qualifications most closely related to job Applicants will also benefit from this descriptions. Employees and candidates should strategy in the sense that there will be also have the possibility to understand what less expenditures on printing, mailing, happens within the process and re-copying resumes because everything is done online. The policy should be directed to the following objectives: EMPLOYEE REFERRAL PROGRAM 1. 1. Hire the right person This is a type of recruitment approach 2. Conduct a wide and extensive search of used by organizations to find applicants the potential position candidates through the help of their existing 3. Recruit staff who are compatible with employees. the style of management and the culture This method assures the company that of your company their current employees will only refer 4. Handle applications with due diligence, suitable candidates for the vacancy. speed, and courtesy There are several ways to increase the 5. Hire from within and develop existing effectiveness of employee referral employees to qualify them for programs that can be conveyed online consideration for promotion or via word-of-mouth 6. Make sure that no false or exaggerated o Up the Ante claims are made in recruitment o Pay for Performance announcements or help wanted o Tailor the Program advertisements o Increase Visibility 7. Place individuals in positions with o Keep the Data responsibilities and train them to o Widen the Boundary of your enhance their career and personal Strategy development. o Measure Outcomes JANICAH REYES 5 Employee referral is now becoming common in demonstrate the necessary attitudes most companies. However, there are some and skills before they can be hired potential tradeoffs such as resentment and employee inbreeding, especially where EMPLOYEE REQUISITION organizations may choose not to employ relatives of current employees. The practice of Recruitment begins when a manager hiring relatives, referred to as nepotism, can initiates an employee requisition, a invite charges of favoritism, especially in document that specifies job title, appointments to desirable positions department, the date the employee is needed for work, and other details. HEADHUNTERS With this information, managers can These are search firms that help refer to the appropriate job description companies fill executive positions. to determine the qualifications the recruited person needs. CAMPUS RECRUITING RECRUITMENT SOURCES This form of external recruitment is becoming widespread especially in are where qualified candidates are highly developed firms. located, such as colleges or competitors. This method forms a strong linkage with RECRUITMENT METHODS colleges and universities to search and 4 eventually hire students who possess are the specific means used to attract the right fit in terms of competencies. potential employees to the firm, such as online recruiting. Suitable recruitment EMPLOYMENT AGENCIES methods are essential to maximizing Employment agencies are either public recruiting efficiency and effectiveness. or private businesses. However, when it When a firm identifies the sources of comes to providing employment, both candidates, it uses appropriate methods for has the same aim—to assist companies either internal or external recruitment to with their staffing needs. In most accomplish recruitment objectives. developed countries, there is a publicly- Implementing this procedure means that we funded employment agency and must make sure that the candidates from the multiple private employment agencies external and internal markets undergo identical RECRUITMENT PROCESS recruitment procedures and have the same assessment criteria. At the same time, we should The recruitment process is critical remember that every recruitment process must because employees quickly become either assets be equal for everyone, both women and men (no or liabilities based on how they contribute to the signs of discrimination) value of the company. ADVANTAGE AND DISADVANTAGE OF A company’s ability to recruit and INTERNAL RECRUITMENT manage talent has become the measure for the overall health and longevity. ADVANTAGES Employee performance is determined 1. It is usually cheaper in terms of starting by their ability, experience, knowledge and skills pay and faster to fill up internal to accomplish the management’s mission; vacancies therefore they are considered as the foundation 2. Savings can be made since individuals of enterprises with inside knowledge of how a business operates will need shorter This cycle of recruitment, selection, and periods of training and time for “fitting training is critical and needs a lot of information in.” to optimize the outputs. 3. It improves employee’s morale; it acts as an incentive to all staff to work harder Recruitment within the organization. procedure to find adequately qualified 4. From the company’s point of view, the people to apply for an available job in a strengths and weaknesses of an insider corporation In this context will have been assessed. It has potential Refers to a series of events used by an then for a better success rate since the organization to ask applicants to track record of the employee is known. JANICAH REYES 6  5. Internal employees are already attuned It is up to the organization to weigh the to the culture of the organization. advantages and disadvantages of each option. 6. The organization is unlikely to be Labor contracts may impel an organization to disrupted by someone used to working hire from within. One should recognize, however, with others in the company. that there are times when the organization has 7. Keeps proprietary and industry to hire somebody from outside. For example, knowledge inside the organization. when a company decides to create a research, a quality assurance, or information technology DISADVANTAGES department and there is obviously no one from 1. The management will have to replace the ranks with the knowledge, skills, competence the person who has been promoted, to creating a ripple effect as more job RECRUITING TECHNOLOGY openings occur as employees are moved about. The use of mobile (smartphone) 2. Promoting from within may upset some technology and online methods has inside the company thereby lowering revolutionized the way companies the morale of those not selected for the recruit employees and job seekers position. search and apply for jobs. 3. Deprives the company from getting More people are adopting mobile fresh views and new ways of doing devices, and organizations are adapting things. by using mobile apps for various tasks 4. Creates negative internal competition like posting jobs, running text-based for the position. recruitment campaigns, and staying 5. An insider may be less likely to make connected. essential criticisms to get the company This shift has led to the emergence of working more effectivel resources like blogs, webinars, and online groups to help recruiters stay ADVANTAGE AND DISADVANTAGE OF updated. Platforms like CloudRecruit.net EXTERNAL RECRUITMENT on LinkedIn and RecruiterGuy.net offer ADVANTAGES 12 valuable insights for staying current with these trends. 1. Draws upon a wider range of talent, and provides the opportunity to bring new Internet Recruiter experience and ideas into the An internet recruiter, sometimes known organization, enhancing creativity and as a cyber recruiter, is someone whose innovation main job is to use the internet for hiring 2. Brings in an opportunity to acquire new new employees. skills and competencies not found in the Nowadays, most companies put up job organization. listings on their official websites. People 3. Enables the organization to hire people are needed to watch over and organize with knowledge of competitors’ secrets these tasks. — an easy though arguably dubious way of conducting competitive intelligence As more companies use the internet for gathering. hiring, the demand for internet recruiters goes up. Right now, tech DISADVANTAGES companies are the ones who need them the most. 1. Usually it is more costly to hire somebody from outside. Virtual Job Fair 2. The outsider does not fit into the organization’s culture. A virtual job fair is an online recruiting 3. Some risks in failure, i.e An employee method engaged in by a single employer could be less effective in actual job than or group of employers to attract a large what appears on paper application and number of applicants. interview. Many recruiters have found that 4. Takes a longer time to get acclimated to traditional job fairs where applicants the job and to the organization’s culture. and recruiters go to physical locations 5. May demoralize employees who did not are ineffective. Also, it’s a waste of time get the promotion and adversely affect and money to go and stop at a physical their commitment levels. booth and do not possess the right skills. Virtual Job Fairs Process: JANICAH REYES 7  o Recruiters review resumes and They're gaining popularity and contact potential candidates. challenging the dominance of the top o E-mail addresses of suitable general job boards. candidates are collected. There seems to be a site for virtually o Successful applicants proceed everyone. A few catchy ones include to a questionnaire, behavioral o cfo.com (a comprehensive test, and phone interview. online resource center for o In-person meetings with senior finance executives) recruiters follow these steps. o dice.com (a leading provider of online recruiting services for Corporate Career Websites technology professionals) Corporate career Websites are Job sites o internshipprograms.com accessible from a company home page (employers who are exclusively that list available company positions looking for interns) and provide a way for applicants to o techjobbank.com (focuses on apply for specific jobs. the recruiting needs of the Corporate Career Websites should be: technology companies) o Engaging and relevant, o coolworks.com (find seasonal conveying company and job job or career in places such as details. Yellowstone, Yosemite, or other o Serves as a promotional tool to national parks) attract potential job candidates. o college.monster.com (job Crafting successful online recruitment listings and resume service that ads differs from brief Sunday newspaper targets college students and ads. The internet allows for alumni) comprehensive job, location, and o Job.com (maintains sites company descriptions, offering a chance specialized by geography) to transform potential candidates into Contingent Workers' Sites exceptional employees. Contract workers are part of the Weblogs (Blogs for Short) contingent workforce and benefit from Blogs, also known as weblogs, have recruiting technology. Specialized transformed how people obtain websites enable them to showcase skills, information. Tools like Google or set prices, and select employers. specialized blog search engines such as Two such sites are: Technorati.com are utilized by entering o Freelance.com is a company keywords like "marketing jobs." that offers to clients the services of talented freelancers. General-Purpose Job Boards o Guru.com is an online marketplace for freelance Companies use general-purpose job talent. boards by entering job criteria, skills, and location. Job seekers search by Hourly Workers’ Sites category, experience, education, or location Job websites, which initially focused on These boards attract many applicants professionals and employers, now target but have declined in popularity, blue-collar and service workers. particularly for highly qualified Historically, hourly and salaried workers candidates and smaller industries. differed in their job search methods. They are less effective for senior Hourly workers typically apply using positions as firms prefer referrals or applications, not resumes. These sites sites like LinkedIn. Prominent general enable applicants to create visible job websites are Monster.com and application profiles for employers. CareerBuilder.com. To accommodate hourly workers without computer access, phone-based Niche Sites application services have been introduced. Niche sites are specialized online Bilingual call-center operators assist on platforms for specific job markets, like certain job boards. Major players like professions, industries, or locations. JANICAH REYES 8  Monster.com and CareerBuilder.com between candidates and matching them have entered this market with jobs invaluable in initial short-listing, MEDIA ADVERTISING employment testing, interviewing, and referee checking. Advertising for employment aims to inform the public about job The use of valid selection criteria helps opportunities 14 through various media avoid discrimination claims and aids in like newspapers, radio, TV, and recording selection decisions, which billboards. may be appealable or lodged. Without these criteria, the selection process The effectiveness of different media becomes a game of chance, leading to depends on the job type. Although job poor productivity and difficult working decisions aren't solely based on ads, relationships. they create awareness and interest in the firm's offerings. Newspaper ads are a cost-effective method for wide coverage, emphasizing unique job qualities. However, their use has declined due to more effective and cheaper alternatives. Some media target SELECTION TESTS (CONSIDERATIONS, specific audiences based on skills and ADVANTAGES, AND DISADVANTAGES) education. Tests are essential components of SIGNIFICANCE OF EMPLOYEE employee selection. There are many considerations, including advantages and SELECTION: disadvantages, property of tests, validation approaches, and test type Selection i. Preliminary Considerations referred to as the process of choosing from a group of applicants, the best Many companies have integrated suited individual for a particular selection tests into their hiring process, position in the organization. assessing factors like aptitude, personality, abilities, and motivation. The goal of the selection process: These tests help managers choose properly match people with jobs and candidates based on fit into positions the organization. and corporate culture. However, these Making the right selection in this tests alone are not foolproof and should process maximizes the chances of be combined with other selection tools productivity and performance such as reference checks and interviews. Selects high-quality employees - reaps ii. Advantages/Disadvantages substantial benefits, which recur every year the Research indicates that customized tests employee is on the payroll. can be a reliable and accurate means to Poor selection decisions can cause irreparable predict on-the-job performance. damage. A bad hire can negatively affect the Organizations utilize employment morale of the entire staff, especially in a position testing to identify jobrelated skills, where teamwork is critical. reducing hiring costs and enhancing efficiency in hiring by efficiently Selection process is crucial for a more objective assessing attitudes and skills. and easier assessment of applicants. Selection tests carry legal liabilities of two types: Involves establishing essential features o lawsuits from rejected of job descriptions and person applicants for unfair specifications, which can be prioritized discrimination against and rated using a weighting system. protected groups Results in valid selection criteria o potential negligent hiring lawsuits from employees for which are job relevant and equitably misbehavior or incompetence applied, facilitating comparison JANICAH REYES 9  Test anxiety can also negatively impact EMPLOYMENT TESTS test performance, but a well-organized and reassuring test administrator can help reduce Cognitive Ability tests this issue, despite its detrimental impact. o Tests that determine general reasoning Although problems like hiring less-qualified ability, memory, vocabulary, verbal candidates and rejecting qualified candidates fluency, and numerical ability. may continue regardless of procedures followed, these can be minimized by having well- Psychomotor Abilities tests developed tests administered by competent professionals o refer to the capacity to connect brain or cognitive functions and functions of the CHARACTERISTICS OF PROPERLY DESIGNED body such as physical strength. SELECTION TEST o An example of a psychomotor ability is reaction time, which is defined as “the 1. Standardization - uniformity of the ability to quickly respond (with the procedures and conditions related to hand, finger, or foot) to a signal (sound, administering the tests light, picture) when it appears.” 2. Objectivity - condition that is achieved when everyone scoring a given test Personality Tests obtains the same results o Self-reported measures of traits, 3. Norms - frame of reference for temperaments, or dispositions. comparing an applicant’s performance with that of others. Job Knowledge Tests 4. Reliability - extent to which a selection test provides consistent results o Tests designed to measure a candidate’s 5. Validity - extent to which a test knowledge of the duties of the job for measures what it claims to measure which he or she is applying. TEST VALIDATION APPROACHES Job Performance And Work-Samples 1. Criterion-related validity - test o Tests that require an applicant to validation method that compares the perform a task or set of tasks scores on selection tests to some aspect representative of the job. of job performance determined, for UNIQUE FORM OF TESTING example, by performance appraisal Genetic Testing a. Concurrent validity - determined when the company obtains test o Tests given to identify predisposition to scores and criterion data at inherited diseases, including cancer, essentially the same time. heart disease, neurological disorders, b. Predictive validity - involves and congenital diseases administering a test and later Graphoanalysis obtainin the criterion information o Use of handwriting analysis as a 2. Content validity - test validation selection factor. method whereby a person performs Polygraph Tests certain tasks that are actually required by the job or completes a paper-and- o For many years, another means used to pencil test that measures relevant job verify background information was the knowledge polygraph, or lie-detector test. One 3. Construct validity - determines purpose of the polygraph was to confirm whether a test measures certain or refute the information contained in a constructs, or traits, that job analysis candidate’s application. finds to be important in performing a job. GENERAL TYPES OF INTERVIEWS Types of interviews are generally classified as unstructured, structured, behavioral, and situational. A brief description of each are as follows. JANICAH REYES 10 Unstructured Interviews ability to perform essential functions required for the job they are seeking. o A type of interview in which job applicants are asked probing and open- Permitting Non-Job-Related Information ended questions. It is often more time consuming and poses a problem of o In order to gather necessary discussing ill-advised, potentially information for the interview, the discriminatory information. interviewer should create an atmosphere that allows applicants to Structured Interview speak freely without the conversation becoming too casual. Hence, if the o A type of interview in which job applicant begins sharing personal applicants are asked the same series of information, the interviewer should be job-related questions. It provides an able to direct the conversation back on easier way of fair comparison among course. applicants since questions are developed and asked in the same order Interviewer Bias for all applicants. o A problem that often arises when an Behavioral Interview interviewer creates possible false assumptions about the interviewee and o A type of structured interview in which enables the said biases to influence the interviewers ask job applicants to relate selection decision. actual past experiences that are relevant to the target job. It is currently a popular The different forms of biases are as follows: technique used in both senior executive positions and lower-level positions due 1. Stereotyping Bias - Occurs when the to the assumption that past behavior is interviewer assumes that the applicant has the best predictor of future behavior. certain traits because they are members of a certain class. Situational Interview 2. Positive Halo Bias - Occurs when the o A type of interview in which applicants interviewer generalizes one positive first are asked hypothetical questions that impression feature of the candidate. they would likely encounter on the job and how they would handle them. It 3. Contrast Errors - May occur when the provides a preview in terms of “how” an interviewer meets with several poorly qualified applicant would respond in certain applicants and then confronts a mediocre situations in their work environment. candidate. By comparison, the last applicant may appear to be better or worse than he or she POTENTIAL INTERVIEWING PROBLEMS actually is. Several potential interviewing problems that 4. Premature Judgment Bias - Suggests that may threaten employment success are discussed interviewers often make a judgment about the below. candidates in the first few minutes of the interview wherein a great deal of potentially Inappropriate Questions valuable information may not be considered. o The most basic interviewing rule is to 5. Interview Illusion Bias - It is closely related “ask only job-related questions”. Hence, to premature judgment bias but not the same. an interview is a test that must adhere This bias often occurs when recruiters are to the same validity requirements of a overconfident with their ability to judge others test which is defined by the Uniform and have a likely exaggerated belief in their Guidelines as “physical, education, and interview ability. work experience requirements informal or casual interviews”. Interviewer Domination o Consequently, interviewers should ask about the need for reasonable o Successful interviews require a good accommodations in only a few flow of relevant information both ways. situations such as for applicants with Interviewer domination occurs when disabilities, otherwise, interviewers interviewers dominate the meeting by should avoid bringing up the subject. expressing what they are looking for in Instead, interviewers should ask candidates and their pride or questions regarding the applicant's frustration towards the organization. JANICAH REYES 11  o Interviewers sometimes become c. New-Hire Retention: excited to hear applicants relay back what they just said after dominating the o It is determined by the percentage of interview leading to their favor towards new hires that stay with the company at the applicant. Therefore, aside from selected time intervals, typically one or being a good supplier of information, two years. interviewers must also learn to be good d. Hiring Manager Overall Satisfaction: listeners. o The success of the whole department is Lack of Training largely dependent on the manager, o In terms of considering the cost of hence, a manager’s belief that making poor selection decisions, the employees do not perform better than expense of training employees in expected casts doubt on the entire interviewing skills can be easily selection process. justified. e. Turnover Rate: o An interview is much more than carrying on a conversation with The average number of times that employees another person, thus, interviewers have to be replaced within a year. should always have a reason for asking f. Cost Per Hire: each job-related question. Therefore, interviewers should be trained to have o It is determined by dividing the a job-related purpose for asking each recruiting expenses by the number of question during the interview. recruits hired. Nonverbal Communication g. Selection Rate: o Physical actions such as motions, o The number of applicants hired from a gestures, and facial expressions known group of candidates expressed as a as body language reveal thoughts and percentage. emotions. o Consequently, interviewers should h. Acceptance Rate: refrain from sending inappropriate or o The number of applicants who accepted unintended nonverbal messages to the job divided by the number of those applicants. who were offered the position. METRICS FOR EVALUATING THE i. Yield Rate: EFFECTIVENESS OF RECRUITMENT AND SELECTION o The percentage of applicants from a particular source and method that make There is no generally applicable metric it to the next stage of the selection that employers could adopt to achieve greater process. hiring efficiency, however, there are metrics that best suit each company depending on a variety of factors, including its business goals. Some of the metrics for evaluating the effectiveness of recruitment/selection are as follows. a. Quality of Hire: o Communication effectiveness, ability to motivate others, leadership ability, and cultural fit are some possible measures to determine quality of hire. b. Time Required to Hire: o The HR department becomes more efficient in finding replacement for the job if they take shorter time to hire in which top candidates of nearly any job are hired within anywhere from 1-10 days. JANICAH REYES 12