Employee Selection: Recruiting and Interviewing PDF

Chapter 4 Employee Selection: Recruiting and Interviewing Industrial/Organizational Psychology (PSY 32012-2) Job Analysis 4. Point-of-Purchase Methods – bas...

Chapter 4 Employee Selection: Recruiting and Interviewing Industrial/Organizational Psychology (PSY 32012-2) Job Analysis 4. Point-of-Purchase Methods – based on the o Job Analysis is the cornerstone of personnel same point-of-purchase advertising principles selection used to market products to consumers o Every essential knowledge, skill, and ability ▪ Job vacancy notice is placed where identified in the job analysis that is needed on customers are likely to see them the first day of the job should be tested, and 5. Recruiters every test must somehow relate to the job a. Campus Recruiters analysis b. Outside Recruiters – outside recruiting Recruitment sources as private employment agencies, o Attracting people with the right qualifications to public employment agencies, and executive apply for the job search firms o Internal Recruitment – promote someone from Employment Agencies and Search Firms within the organization a. Employment Agencies o External Recruitment – hire someone from ▪ Either charge the company or the applicant outside the organization ▪ Especially useful if an HR department is o To enhance employee morale and motivation, it overloaded with work or if an organization is often good to give current employees an does not have an individual with skills and advantage in obtaining new internal positions experience needed to select employees Media Advertisements properly 1. Newspaper Ads ▪ Company loses control over its recruitment a. Respond by calling process and may end up with undesirable b. Apply-in-person ads applicants c. Send-resume ads b. Executive Search Firms d. Send resume to a blind box ▪ The jobs they represent tend to be higher- ▪ There is plenty of expert advice on the best paying, non-entry level positions way for an employer to write recruitment ▪ They charge to the organization advertisements ▪ Fees charged are usually 30% of the ✓ Ads displaying the company emblem and applicant’s first-year salary using creating illustrations attract the c. Public Employment Agencies greatest number of applicants; ads that ▪ Designed primarily to help the unemployed include salary range and a company find work, but they often offer services such phone number attract highest quality as career advisement and resume applicants preparation ✓ Ads containing realistic information ▪ Often, government programs are also about the job rather than information available that will help pay training costs that is too good to be true increase ▪ State and local employment agencies applicant attraction to the organization Employee Referrals ✓ Ads containing detailed descriptions of o Current employees recommend family the job and organization provide members or friends for specific job openings applicants with an idea of how well they o Most effective recruitment method would fit into an organization and result o Care must be taken when developing referral in positive thoughts about it program to ensure that the referral pool is ✓ Ads containing information about the representative of the ethnic and racial makeup selection process affect the probability of the qualified workforce that the applicants will apply for a job o At risk of possible discrimination 2. Electronic Media – television and radio Direct Mail 3. Situation-Wanted Ads – placed by the applicants o An employer typically obtains a mailing list and rather than by organizations sends help-wanted letters or brochures to ▪ List extensive qualifications, some give people through the mail applicant’s names, and some are generally o Especially useful for positions involving more creative than others specialized skills  Chapter 4 Employee Selection: Recruiting and Interviewing Industrial/Organizational Psychology (PSY 32012-2) Internet o Common method: surfing the net o Fast growing source of recruitment Evaluating the Effectiveness of Recruitment 1. Employer-Based Websites Strategies ▪ An organization lists available job openings 1. Examine the number of applicants each and provides information about itself and recruitment source yields the minimum requirements needed to apply 2. Consider the cost per applicant to a particular job 3. Looking the number of qualified applicants ▪ Applicants can download their resumes, 4. Checking the cost per qualified applicants answer questions designed to screen 5. Looks at the number of successful employees unqualified applicants, and take generated by each recruitment source employment tests 6. Looking at the number of minorities ad women ▪ Use of job domains have been rampant that applied for the job and were hired (www.company.jobs) o Rehires or applicants who are referred by other 2. Internet Recruiters employees receive more accurate information ▪ A private company whose website lists job about the job than do employees recruited by opening for hundreds of organizations and other methods resumes for thousands of applicants o Differences in recruitment-source ▪ It’s less costly than newspaper effectiveness are the result of different advertisement and reaches more people recruitment sources reaching and being used by over a larger geographic area different types of applicants ▪ Blogging allows recruiters to discuss an o Employee referrals result in great tenure than organization’s career opportunities and do other recruitment strategies corporate culture more informally with o An employee recommending a friend for a job potential applicants will more than likely recommend one similar to Job Fairs herself o Designed to provide information in a personal Realistic Job Previews fashion to as many applicants as possible o Involve giving an applicant an honest o Many types of organizations have booths at the assessment of a job same location o Even though telling the truth about the job o Also held when an event or disaster occurs that scares away many applicants, the ones who will affects local employment stay will not be surprised about the job o Many organizations in the same field in one o Informed applicants tend to stay longer location o Expectation-Lowering Procedure – lowers an o Organization holds it own job fair applicant’s expectations about work and Incentives expectations in general o Offering incentives for employees to accept jobs Effective Employee Selection Techniques with an organization o Effective employee selection systems share Nontraditional Population three characteristics: o Forming partnerships with local churches ✓ Valid o Developing recruitment strategies and such ✓ Reduce the chance of a legal challenge gay-friendly benefits as domestic partner ✓ Cost-effective benefits to recruit and retain gay and lesbian o Valid selection test is one that based on a job employees analysis, predicts work-related behavior, and o Using inmates to perform work measures the construct it purports to measure o Recruiting ex-convicts Employment Interviews o Hiring PWDs o Most commonly used method to select o Hiring married couples employees Recruiting “Passive” Applicants Types of Interviews o Recruiters try to find ways to identify hidden A. Structure – determined by the source of the talent and convince them to apply for a job with questions, the extent to which all applicants are their company  Chapter 4 Employee Selection: Recruiting and Interviewing Industrial/Organizational Psychology (PSY 32012-2) asked the same questions, and the structure of Problems with Unstructured Interviews the system used to score the answers 1. Poor Intuitive Ability a. Structured Interview – the source of 2. Lack of Job Relatedness questions is job analysis; all applicants are 3. Primacy Effects – first impressions asked with the same questions; and there is 4. Contras Effects – the interview performance of a standardized scoring key one applicant may affect the interview score b. Unstructured Interview – free to ask given to the next applicant anything you want 5. Negative-Information Bias – negative ▪ Highly structured interviews are more information apparently weighs more heavily reliable and valid than positive information B. Style – determined by the number of interviews 6. Interviewer-Interviewee Similarity – and number of interviewers interviewee will receive a higher score if she is a. One-on-One Interviews – involve one similar to the interviewer in terms of interviewer interviewing one applicant personality, attitude, gender, or race b. Serial Interviews – involves a series of 7. Interviewee Appearance single interviews 8. Nonverbal Cues c. Return Interviews – similar to serial Creating a Structured Interview interviews with difference being a passing of 1. Determining the KSAOs to tap in the interview time between the first and subsequent ▪ Conduct through job analysis and write interview detailed job description d. Panel Interviews – multiple interviewers ▪ Determine the best way to measure an asking questions and evaluating answers of applicant’s ability to perform each of the the same applicant at the same time tasks identified in the job analysis e. Group Interviews – have multiple applicants 2. Creating Interview Questions answering questions during the same ▪ Clarifiers – allow the interviewer to clarify interview information in the resume, cover letter, and f. Serial-Panel-Group Interview – application, fill in gaps, and obtain necessary combination of different styles information C. Medium – which they are done in person ▪ Disqualifiers – questions that must be a. Face-to-face Interviews – both the answered a particular way or the applicant interviewer and the applicant are in the is disqualified same room ▪ Skill-level determiners – tap an Provide a personal setting and allow the interviewee’s level of expertise participants to use both visual and vocal ▪ Future-Focused Questions or Situational cues to evaluate information Questions – ask what they would do in b. Telephone Interviews – often used to screen particular situation applicants but do not allow the use of visual ▪ Past-focused Questions or Patterned cues Behavior Description Interviews – focused c. Videoconference Interviews – the applicant on previous behavior and the interviewer can hear and see each ▪ Organizational-fit questions – tap the extent other, but the setting is not as personal, nor to which the applicant will fit into the culture is the image and vocal quality of the of an organization or with the leadership interview as sharp as in face-to-face style of a particular supervisor interviews 3. Creating a Scoring Key for Interview Answers d. Written Interviews – involve the applicant a. Right/Wrong Approach answering a series of written questions and b. Typical-answer approach then sending the answers back through c. Key-Issues Approach regular mail or through email Conducting Structured Interview Advantages of Structured Interviews 1. Build Rapport o Interviews high in structure are more valid 2. Set the agenda for the interview by explaining o Viewed more favorably in courts the process  Chapter 4 Employee Selection: Recruiting and Interviewing Industrial/Organizational Psychology (PSY 32012-2) 3. Ask interview questions o Types of Resume: 4. Provide info about the job and the organization 1. Chronological Resume – list previous jobs in 5. Answer the questions the applicant might have order from the most to least recent 6. End the interview with compliment 2. Functional Resume – organizes jobs based Job Search Skills on skills required to perform them rather Successfully Surviving the Interview Process than the order in which they were worked 1. Scheduling the Interview 3. Psychological Resume – contains the ▪ Arriving late will have lower scores strengths of both the chronological and 2. Before the Interview functional styles and is based on ▪ Learn about the company psychological theory and research ▪ Dress neatly and professionally (adjust your o Begin with short summary of strength – take style as necessary to fit the situation) advantage of the impression-formation 3. During the Interview principles of priming, primacy, and short-term ▪ Firm handshake, eye contact, smiling, and memory limits head-nodding o Contain information of education or experience ▪ Ask questions, not ask salary, not speak o Unusual information should be included when slowly, and not hesitate when answering possible questions o Averaging versus Adding Model of Impression ▪ First impressions lasts formation – implies that activity quality is more 4. After the Interview important than quantity Write a brief letter thanking the interviewer end for time Writing Cover Letters o Cover Letters – tell an employee that you are enclosing your resume and would like to apply for a job ✓ Salutation – name of the person to whom you want to direct the letter ✓ Paragraphs – opening should be one or two sentences long communicating that your resume is enclosed, name of the job you are applying for, and how you know about the opening ✓ Signature ✓ Avoid sounding so desperate ✓ Avoid grammar and spelling errors ✓ Avoid officious words or phrases ✓ Don’t discuss personal circumstances ✓ Tailor your letter to each company ✓ Don’t write your cover letter on the stationery of your current employer Writing a Resume o Resumes – are summaries of an applicant’s professional and educational background. o Views as a history of your life or an advertisement of your skills o Must be attractive and easier to read o Cannot contain typing, spelling, grammatical, or factual mistakes o Should make the applicant look as qualified as possible