Employee Selection: Recruiting and Interviewing PDF

Employee Selection: Recruiting and Interviewing ISAIAH EUGENE G. PEJI, MA, RPsy, RPm Faculty Member, Psychology College of Arts, Sciences, and Education I. Employee Selection I. Employee Selection Employee Selection involves a series of steps that organizations use t...

Employee Selection: Recruiting and Interviewing ISAIAH EUGENE G. PEJI, MA, RPsy, RPm Faculty Member, Psychology College of Arts, Sciences, and Education I. Employee Selection I. Employee Selection Employee Selection involves a series of steps that organizations use to identify and hire the best candidates for job openings. This process includes job analysis, recruitment, realistic job previews, effective selection techniques, and employment interviews. II. Job Analysis II. Job Analysis Job Analysis is the process of gathering, documenting, and analyzing information about a job to determine the necessary skills, responsibilities, and qualifications. It forms the foundation for recruiting, selecting, and managing employees by identifying the specific tasks and competencies required for a job. II. Job Analysis Example: For a marketing manager position, job analysis might involve identifying tasks like developing marketing strategies, managing campaigns, and analyzing market trends. The competencies required might include creativity, analytical skills, and leadership abilities. III. Recruitment III. Recruitment Recruitment is the process of attracting qualified candidates to fill job vacancies within an organization. Various methods are used to reach potential candidates, including media advertisements, recruiters, employment agencies, and the internet. A. Media Advertisement Media Advertisements are traditional methods of recruitment that involve promoting job openings through various media channels. A. Media Advertisement (a1) Newspaper Ads Newspaper Ads involve placing job openings in print publications. They can reach a local or regional audience and are often used for lower to mid-level positions. Example: A local retail store might place a newspaper ad to recruit sales associates, targeting readers within the community. A. Media Advertisement (a2) Electronic Media Electronic Media includes advertising through television, radio, and online platforms. These ads can reach a broader audience and are often used for higher-level or specialized positions. Example: A tech company might use an online job board or a TV commercial to advertise an opening for a software engineer. B. Situation-Wanted Ads Situation-Wanted Ads are placed by job seekers rather than employers. These ads allow individuals to promote their skills and availability to potential employers. Example: A freelance graphic designer might place a situation-wanted ad on a website, indicating their availability for contract work. C. Point-of-Purchase Methods Point-of-Purchase Recruitment involves placing job advertisements in locations where potential candidates might see them, such as in stores or on product packaging. Example: A fast-food chain might place job application information on drink cups or receipts to encourage customers to apply for open positions. D. Recruiters Recruiters are professionals who specialize in finding and attracting candidates for job openings. They may work within the organization or be hired from outside. D. Recruiters (d1) Campus Recruiters Campus Recruiters visit colleges and universities to attract recent graduates or students nearing graduation. They often attend job fairs and host information sessions. Example: A financial services firm might send recruiters to a university to hire graduating students for entry-level analyst positions. D. Recruiters (d2) Outside Recruiters Outside recruiters, or headhunters, are third-party professionals hired by companies to find suitable candidates for specific roles, often high-level or specialized positions. Example: A company looking to hire a new CEO might engage an outside recruiter to identify and approach potential candidates. E. Employment Agencies and Search Firms Employment Agencies and Search Firms assist organizations in finding and hiring employees. They often specialize in specific industries or job levels. E. Employment Agencies and Search Firms (e1) Employment Agencies Employment Agencies connect job seekers with employers for temporary, part-time, or full-time positions. They are often used for lower to mid-level roles. Ex a m pl e : A m a nuf a c t ur i ng c o m p a n y m i g h t u s e a n employment agency to fill temporary positions during peak production periods. E. Employment Agencies and Search Firms (e2) Executive Search Firms Executive Search Firms, or headhunters, specialize in recruiting high-level executives. They conduct extensive searches and often approach candidates who are not actively seeking new jobs. Example: A multinational corporation might hire an executive search firm to find a new Chief Financial Officer (CFO). E. Employment Agencies and Search Firms (e3) Public Employment Agencies Public Employment Agencies are government-run organizations that help match job seekers with employers. They often provide additional services like job training and career counseling. Example: In the Philippines, the Department of Labor and Employment (DOLE) operates public employment services that assist both job seekers and employers. F. Employee Referrals Employee Referrals involve existing employees recommending potential candidates for open positions. This method often leads to high-quality hires as current employees are likely to refer individuals they believe will be a good fit. Example: A software developer at a tech company might refer a former colleague for an open developer position. G. Direct Mail Direct Mail involves sending recruitment materials directly to potential candidates, often targeting specific groups based on their qualifications or experience. Example: A healthcare organization might send job announcements to recent nursing graduates through a targeted direct mail campaign. H. Internet The internet has become a dominant recruitment tool, offering various platforms and methods for reaching candidates. H. Internet (h1) Employer-Based Websites Employer-Based Websites are company websites where job openings are posted. Candidates can apply directly through the site, and these postings often provide detailed information about the company and its culture. Example: A company like Google might post job openings on its careers page, allowing applicants to submit their resumes online. H. Internet (h2) Internet Recruiters Internet Recruiters use online platforms to identify and reach potential candidates. They may use social media, job boards, or professional networking sites to find suitable applicants. Example: A recruiter might use LinkedIn to find and approach professionals with the skills and experience needed for a specific role. I. Job Fairs Job Fairs are events where multiple employers gather to meet potential candidates. These events are often held at universities, community centers, or convention halls and allow candidates to learn about different companies and job opportunities. Example: A job fair hosted at a university might attract students and recent graduates looking for entry-level positions. J. Incentives Incentives are used to attract candidates, especially for hard-to-fill positions. These can include signing bonuses, relocation assistance, or other perks. Example: A hospital might offer a signing bonus to attract experienced nurses to fill critical shortages. K. Recruiting “Passive” Applicants Passive Applicants are individuals who are not actively seeking a new job but may be open to opportunities. Recruiters often target these candidates through networking, social media, or direct outreach. Example: A recruiter might reach out to a successful manager on LinkedIn who is not actively looking for a job but might consider a new opportunity if the offer is compelling. IV. Realistic Job Previews IV. Realistic Job Previews Realistic Job Previews (RJPs) involve providing potential candidates with an accurate and honest portrayal of what the job entails, including both positive and negative aspects. RJPs help candidates make informed decisions and can reduce turnover by ensuring a better fit between the employee and the job. Example: A call center might provide candidates with an RJP by allowing them to listen to recorded calls or shadow a current employee for a day to understand the demands of the job. V. Effective Employee Selection Techniques V. Effective Employee Selection Techniques Effective Employee Selection Techniques are methods used to assess candidates' suitability for a job. These techniques may include structured interviews, psychometric tests, work samples, and assessment centers. The goal is to predict how well candidates will perform in the job and how they will fit within the organization. Example: A company might use a combination of a structured interview, a personality test, and a skills assessment to select the best candidate for a sales manager position. VI. Employment Interviews VI. Employment Interviews Interviews are a crucial part of the employee selection process, allowing employers t o a s s e s s c a nd i d a t e s ' qualifications, experiences, and fit for the role. A. Types of Interviews Interviews can vary based on structure, style, and medium. A. Types of Interviews (a1) Structure (a1.1) Structured Interview A structured interview involves asking each candidate the same set of predetermined questions. This method reduces bias and ensures that all candidates are evaluated on the same criteria. Example: An HR manager might use a structured interview to assess all candidates for a customer service role, asking them identical questions about handling difficult customers. A. Types of Interviews (a1) Structure (a1.2) Unstructured Interview An unstructured interview is more conversational, with the interviewer asking questions based on the flow of the discussion. While this allows for more flexibility, it can lead to inconsistencies in how candidates are evaluated. Example: A startup founder might use an unstructured interview to get a sense of a candidate's personality and fit with the company's culture. A. Types of Interviews (a2) Style Interviews can be conducted in different styles, such as one-on-one, panel, or group interviews. Each style has its own advantages and is used depending on the job role and organizational preferences. Example: A panel interview might be used for a senior management position, where multiple stakeholders assess the candidate’s suitability. A. Types of Interviews (a3) Medium Interviews can be conducted face-to-face, over the phone, or through video conferencing. The choice of medium can depend on the location of the candidate or the resources available to the organization. Example: A remote company might conduct initial interviews via video conferencing to screen candidates from different locations. B. Advantages of Structured Interviews Structured interviews offer several advantages, including consistency, fairness, and the ability to compare candidates directly. They reduce interviewer bias and ensure that each candidate is assessed on the same criteria. Example: A structured interview for a teaching position might include standardized questions about classroom management and instructional strategies, ensuring that all candidates are evaluated fairly. C. Problems with Unstructured Interviews Unstructured interviews, while flexible, can lead to several issues: 1. Poor Intuitive Ability 2. Lack of Relatedness 3. Primacy Effects 4. Contrast Effects 5. Negative-Information Bias 6. Interviewer-Interviewee Similarity 7. Interviewee Appearance 8. Nonverbal Cues C. Problems with Unstructured Interviews (c1) Poor Intuitive Ability Interviewers may rely on their intuition rather than objective criteria, leading to poor hiring decisions. Example: An interviewer might favor a candidate who shares similar hobbies, even if they are less qualified for the job. C. Problems with Unstructured Interviews (c2) Lack of Relatedness Questions in unstructured interviews may not directly relate to the job, leading to irrelevant discussions and poor assessments of candidates' suitability. Example: An unstructured interview might veer into a discussion about unrelated topics, such as a candidate’s favorite sports team, rather than focusing on their work experience. C. Problems with Unstructured Interviews (c3) Primacy Effects Interviewers may form an early impression of the candidate and let it influence the rest of the interview, leading to biased evaluations. Example: If a candidate makes a strong first impression, the interviewer might overlook later signs of incompetence. C. Problems with Unstructured Interviews (c4) Contrast Effects Interviewers may compare candidates to each other rather than to the job requirements, leading to skewed assessments. Example: A strong candidate might be rated poorly if they follow an exceptional candidate, even if they are well- qualified for the job. C. Problems with Unstructured Interviews (c5) Negative-Information Bias Interviewers may give more weight to negative information, even if it is less relevant than positive information. Example: A candidate might be unfairly judged for a minor mistake in their work history, even if they have a strong overall track record. C. Problems with Unstructured Interviews (c6) Interviewer-Interviewee Similarity Interviewers may favor candidates who are similar to themselves in terms of background, interests, or personality, leading to biased hiring decisions. Example: An interviewer might prefer a candidate who attended the same university, even if another candidate is more qualified. C. Problems with Unstructured Interviews (c7) Interviewee Appearance Candidates’ appearances can unduly influence interviewers, leading to biased evaluations based on factors unrelated to job performance. Example: A candidate’s professional attire might lead the interviewer to assume they are more competent, even if their qualifications are not as strong. C. Problems with Unstructured Interviews (c8) Nonverbal Cues Nonverbal cues, such as body language and eye contact, can influence interviewers’ perceptions, leading to biased assessments. Example: A candidate who maintains strong eye contact might be perceived as more confident, even if they are less qualified for the role. D. Creating a Structured Interview Creating a Structured Interview involves several steps to ensure that it effectively assesses the necessary competencies for the job. D. Creating a Structured Interview (d1) Determining the KSAOs to Tap in the Interview KSAOs (Knowledge, Skills, Abilities, and Other characteristics) are identified based on the job analysis. The interview should be designed to assess these KSAOs. Example: For a project management position, KSAOs might include knowledge of project management software, leadership skills, and the ability to manage deadlines. D. Creating a Structured Interview (d2) Creating Interview Questions (d2.1) Clarifiers Clarifiers are questions that ask candidates to elaborate on their resume or application materials. Example: “Can you explain the gap in your employment history?” D. Creating a Structured Interview (d2) Creating Interview Questions (d2.2) Disqualifiers Disqualifiers are questions that determine whether a candidate meets the minimum requirements for the job. Example: “Do you have the required certification for this position?” D. Creating a Structured Interview (d2) Creating Interview Questions (d2.3) Skill-level Determiners Skill-level determiners assess specific job-related skills. Example: “Can you describe your experience with budget management?” D. Creating a Structured Interview (d2) Creating Interview Questions (d2.4) Future-Focused Questions/Situational Questions Future-focused or situational questions ask candidates how they would handle hypothetical situations relevant to the job. Example: “How would you handle a conflict between team members?” D. Creating a Structured Interview (d2) Creating Interview Questions (d2.5) Past-Focused Questions/Patterned Behavior Description Interviews Past-focused questions ask candidates to describe how they have handled situations in the past, based on the idea that past behavior predicts future performance. Example: “Tell me about a time when you had to meet a tight deadline.” D. Creating a Structured Interview (d2) Creating Interview Questions (d2.6) Organizational-Fit Questions Organizational-fit questions assess whether the candidate’s values, work style, and personality align with the company’s culture. Example: “How do you feel about working in a highly collaborative environment?” E. Creating a Scoring Key for Interview Answers To ensure consistency in evaluating candidates, a Scoring Key should be created for interview answers. E. Creating a Scoring Key for Interview Answers (e1) Right/Wrong Approach The right/wrong approach involves scoring answers as either correct or incorrect, based on predefined criteria. Example: For a disqualifier question, the answer might simply be “Yes” or “No,” with one being the correct response. E. Creating a Scoring Key for Interview Answers (e2) Typical-Answer Approach The typical-answer approach involves identifying the most common or expected responses and scoring them accordingly. Example: A question about handling customer complaints might have a typical answer that includes listening to the customer, apologizing, and offering a solution. E. Creating a Scoring Key for Interview Answers (e3) Key-Issues Approach The key-issues approach involves identifying specific key points or issues that should be addressed in the answer and scoring candidates based on how well they cover these points. Example: In a question about project management, key issues might include time management, resource allocation, and team communication. F. Conducting the Structured Interview Conducting a Structured Interview involves asking the pre-determined questions, scoring the responses using the established key, and ensuring that the interview is consistent and fair for all candidates. Example: An interviewer for a customer service position might ask each candidate the same set of situational questions, score their responses based on a predefined key, and take notes to ensure consistency in evaluations. VII. Job Search Skills VII. Job Search Skills Job Search Skills refer to the strategies, techniques, and tools individuals use to find employment. These skills encompass everything from identifying job opportunities to crafting effective resumes and cover letters, preparing for interviews, and following up after interviews. Developing strong job search skills is essential for navigating the competitive job market and securing employment that aligns with one’s career goals. A. Successfully Surviving the Interview Process Surviving the Interview Process involves not only performing well during the interview but also managing the entire process from scheduling to follow-up. It requires careful preparation, effective communication, and strategic actions at every stage. A. Successfully Surviving the Interview Process (a1) Scheduling the Interview Scheduling the interview involves arranging a time and date for the interview that works for both the candidate and the employer. This step may seem simple, but it is critical to make a positive first impression. Example: When an employer contacts you to schedule an interview, respond promptly and politely. If you have scheduling conflicts, communicate them clearly and suggest alternative times that work for you. A. Successfully Surviving the Interview Process (a2) Before the Interview Before the interview preparation is key to success. This includes researching the company, understanding the job description, practicing common interview questions, and preparing questions to ask the interviewer. Example: A candidate applying for a marketing role might research the company's recent campaigns, understand its target market, and prepare to discuss how their skills in digital marketing could contribute to the company’s goals. A. Successfully Surviving the Interview Process (a3) During the Interview During the interview, candidates must focus on presenting themselves professionally, answering questions clearly and confidently, and demonstrating their suitability for the role. Body language, eye contact, and active listening are also important. Example: When asked about handling a challenging project, a candidate might describe a specific situation where they successfully met a tight deadline by organizing a team, setting clear goals, and managing resources effectively. A. Successfully Surviving the Interview Process (a4) After the Interview After the interview, it’s crucial to follow up with a thank-you note or email. This shows appreciation for the opportunity and reinforces your interest in the position. Example: A candidate might send a thank-you email within 24 hours of t he int erview, expressing grat it ude for t he opportunity to interview and reiterating their enthusiasm for the role and how they can contribute to the company. B. Writing Cover Letters A Cover Letter is a document sent with a resume to provide additional information on the applicant’s skills and experience. It typically includes a brief introduction, a summary of how the applicant’s skills align with the job, and a closing statement. B. Writing Cover Letters (b1) Salutation Salutation refers to the greeting at the beginning of the cover letter. It is important to address the letter to a specific person whenever possible. Example: If the job posting lists a hiring manager, the salutation might read, “Dear Mr. Smith,” or “Dear Ms. Johnson.” If no name is provided, a more general greeting like “Dear Hiring Manager” may be used. B. Writing Cover Letters (b2) Paragraphs Paragraphs in a cover letter should be concise and focused. Typically, a cover letter has three to four paragraphs: an introduction, a body that highlights relevant experience, and a conclusion. B. Writing Cover Letters (b2) Paragraphs Example: The first paragraph might briefly introduce the applicant and express interest in the position. The next paragraph(s) should align the applicant's skills and e x p e r i e nc e s w i t h t he j o b r e q u i r e m e n t s. T h e f i n a l paragraph should thank the reader for their consideration and mention the applicant's availability for an interview. B. Writing Cover Letters (b3) Signature Signature is the closing part of the cover letter where the applicant signs off. If sending a physical letter, the signature should be handwritten above the typed name. Example: A cover letter might end with “Sincerely,” followed by the applicant's name. If sent via email, a digital signature or typed name is acceptable. C. Writing a Resume A Resume is a document that outlines an individual’s work experience, education, skills, and accomplishments. It is often the first impression an employer has of a candidate, so it must be well-organized and tailored to the job. C. Writing a Resume (c1) Views of Resumes Views of resumes vary, but generally, a resume is seen as a tool for candidates to market themselves. Employers view resumes as a way to quickly assess whether a candidate has the qualifications needed for a job. Example: Some employers might prefer resumes that are concise and to the point, while others may appreciate a more detailed account of the candidate’s achievements. C. Writing a Resume (c2) Characteristics of Effective Resumes Characteristics of effective resumes include clarity, relevance, conciseness, and organization. An effective resume should be easy to read, free of errors, and tailored to the job. Example: A resume for a graphic design position might include a clean, visually appealing layout that highlights the candidate’s design skills, relevant experience, and portfolio. C. Writing a Resume (c3) Types of Resumes Different types of resumes can be used depending on the applicant's experience and the job they are applying for. The most common types are chronological, functional, and psychological resumes. C. Writing a Resume (c3) Types of Resumes (c3.1) Chronological Resumes Chronological resumes list work experience in reverse chronological order, starting with the most recent position. This format is best for candidates with a strong work history in the same field. Example: A teacher applying for a new teaching position might use a chronological resume that highlights their progressive experience in various teaching roles over the years. C. Writing a Resume (c3) Types of Resumes (c3.2) Functional Resumes Functional resumes focus on skills and qualifications rather than work history. This format is useful for candidates who are changing careers, have gaps in employment, or have a diverse set of experiences. Example: A candidate with a background in various fields, such as marketing, sales, and customer service, might use a functional resume to emphasize transferable skills like communication, leadership, and problem-solving. C. Writing a Resume (c3) Types of Resumes (c3.3) Psychological Resumes Psychological resumes are designed to appeal to the psychological traits or competencies that are particularly relevant to the job. These resumes may emphasize traits like resilience, leadership, or creativity. Example: A candidate applying for a role that requires a high degree of emotional intelligence, such as a counseling position, might create a psychological resume that highlights their empathy, active listening skills, and experience in crisis management.  Employee Selection: Recruiting and Interviewing ISAIAH EUGENE G. PEJI, MA, RPsy, RPm Faculty Member, Psychology College of Arts, Sciences, and Education