Week 7 Employee Selection - Recruiting and Interviewing (2024)

RECRUITING AND INTERVIEWING PSY109 : INDUSTRIAL / ORGANIZATIONAL PSYCHOLOGY “Great vision without great people is irrelevant.” - Ji m C o l l i n s , G o o d t o G r e a t  “Personnel…. – only idiots work in personnel.” - Det. Henry Ca...

RECRUITING AND INTERVIEWING PSY109 : INDUSTRIAL / ORGANIZATIONAL PSYCHOLOGY “Great vision without great people is irrelevant.” - Ji m C o l l i n s , G o o d t o G r e a t  “Personnel…. – only idiots work in personnel.” - Det. Henry Callahan, upon learning that he has been transferred from homicide to personnel *If you can’t do anything else, you can always work in human resources! Essential Job Interview Statistics Every Recruiter Must Know Source: https://recruitcrm.io/blogs/job-interview- statistics/ 1. 92% of companies use social media platforms to research candidates before an interview (Adaface) 2. 62% of job applicants preferred automated information over prolonged email exchanges (Fit Small Business) 3. Did you know that phone interviews typically last around 15 minutes? (Zippia) 4. The average time between a job interview and a job offer is between 20 and 40 days (Fit small business) 5. 61% of senior executives claim the best time to have interviews is between 9 am and 11 am (Adaface) 6. 50% of candidates find changes in interview schedules frustrating (Adaface) 7. 74% of recruiters find video interviews make their job easier (SHRM) 8. 40% of interviewers did not consider candidates for their lack of a smile (Queros) 9. 71% of employers consider the appropriate dress code a critical factor while evaluating job candidates (Inc.) 10. 47% of candidates fail job interviews because they did not receive enough information about the company (Legal Jobs) 11. 90.6% of employers prefer their candidates to have work experience (Legal Jobs) 12. 83% of candidates say a negative interview experience changes their mind about the role (Deloitte)  13. 45% of candidates have ghosted employers due to poor experiences (LinkedIn) 14. 72% of applicants say interview efficiency affects job acceptance (Cronofy) 15. The average interview duration is over an hour (Indeed) Recruitment What is Recruitment? A n a d d i t i v e p r o ce s s The process of attracting people to an organization with the right qualifications to apply for the job  Internal Recruitment H i r e so m e o n e f r o m w i t h i n t h e or gan izat ion (via p r om ot ion or t r a n sf e r ) Advantage: Disadvantage: To enhance employee If an organization always morale and motivation, it promotes employees is often good to give from within, it runs the current employees an risk of having a stale advantage in obtaining new workforce that is devoid internal positions. of the many ideas that new employees bring Less effort in training the with them from their employee previous employment. Internal Promotions NONCOMPETITIVE COMPETITIVE * involves career * several internal applicants progression positions (e.g., compete with one another Engineer I to Engineer II to (and sometimes with Engineer III) external applicants) for a limited number of higher * number of promotions in positions a given year is not limited * employees do not compete with other employees * career progression promotions usually result in a change of title as well as an increase in salary External Recruitment To h i r e s o m e o n e f r o m o u t s i d e t h e or gan izat ion  Methods of External Recruitment MEDIA ADS SITUATION WANTED ADS POINT-OF-PURHASE EMPLOYMENT AGENCIES EXECUTIVE SEARCH FIRMS PUBLIC AGENCIES REFERRALS DIRECT MAILS INTERNET JOB FAIRS RECRUITERS Media Advertisements N ew sp a p e r A d s T h e l e a s t e ff e c t i v e r e c r u i t m e n t m e t h o d ( SH R M , 2 0 0 7 ) Respond by calling Apply-in-person Send-Resume To either quickly screen When organizations When the organization the applicant or hear an don’t want their phones expects a large response applicant’s phone voice tied up by applicants and does not have the (for telemarketing or calling (travel agency or resources to speak with receptionist positions) pizza delivering thousands of applicants restaurant) OR they want to get a physical look at the applicant Media Advertisements N ew sp a p e r A d s T h e l e a s t e ff e c t i v e r e c r u i t m e n t m e t h o d ( SH R M , 2 0 0 7 ) The Blind Box Method The organization does not The company might fear On rare occasions, a want its name in public that people wouldn’t company needs to (especially for big apply if they knew the terminate an employee companies that doesn’t name of the company but wants first to find a want an avalanche of (ex. clerk position for a replacement application, many from funeral home) unqualified applicants Electronic Media T h e u s e o f Te l e v i s i o n a n d R a d i o St a t i o n s Aside from generating applicants, commercials are an excellent public relations vehicle Downside: Very expensive Situation- Wanted Ads A k a Jo b s - W a n t e d o r P o s i t i o n s - W a n t e d A d s It is a newspaper ad in Advantage: don’t cost an reverse. It’s placed by the organization any money person seeking a specific job, and directed to potential employers Modern versions of Situation wanted ads are social networking sites such as LinkedIn, Facebook, and Twitter Point- of- Purchase Methods B a s e d o n t h e s a m e p o i n t - o f - p u r ch a s e ( “ P O P ” ) a d v e r t i s i n g p r i n ci p l e s u s e d t o m a r k e t p r o d u ct s t o co n s u m e r s The idea behind POP (in In employee It is inexpensive and is marketing) is to get you recruitment, job vacancy targeted to those who to buy more items while notices are posted in frequent the business you are already in the places where customers store or current employees are Only a number of limited likely to see them: store number of people are windows, bulletin exposed to the sign boards, restaurant placemats, etc. RECRUITERS Virtual Job Fairs: Campus Recruiters: Due to cost Organizations send considerations, many Outside Recruiters: recruiters to college employers have cut More than 75% of campuses to answer back on the use of organizations use questions about campus recruiting. As such outside themselves and interview a result, an increasing recruiting sources students for available number of colleges as private positions. organize VJF. Can use employment the web to visit with agencies, public recruiters from employment hundreds of agencies, and organizations at one executive firms. time. Employment Agencies Employment agencies The amount charged A n o r g a n i z a t i o n t h a t s p e ci a l i z e s i n charge either the usually ranges from 10% fi n d i n g j o b s f o r a p p l i c a n t s a n d company or the to 30% of the applicant’s fi n d i n g a p p l i c a n t s f o r o r g a n i z a t i o n s applicant when the first-year salary l o o k i n g f o r em p l oy ees applicant takes the job. Useful if an HR Department is overloaded Disadvantage: a company loses with work or if an organization does not some control over its recruitment have an individual with the skills and process and may end up with experience needed to select employees undesirable applicants properly Executive Search Firms A k a “ H e a d h u n t e r s” The jobs they represent Reputable executive Fees charged by tend to be higher- search firms always executive search firms paying, non-entry-level charge their fees to tend to be about 30% of positions such as organizations rather the applicant’s first-year executives, engineers, than to applicants salary and managers 16 17 Public Employment Agencies Agencies operated by a Offer free services such as career state or local advisement and resume preparation government, designed primarily to help the unemployed find work Bureau of Local Employment Public Employment Service Office Referrals Cu r r e n t e m p l o y e e s r e f e r f a m i l y m em b er s an d / o r f r i en d s f or a j ob Only those referrals Some organizations made by successful provide financial incentives employees should be to employees who considered recommend applicants who are hired In a survey of 450 HR professionals, employee In some references, referrals were rated as referral is considered as an the most effective internal recruitment recruitment method method* Direct Mail A n o r g a n i z a t i o n se n d s o u t m a ss m ailin gs of in f or m at ion abou t job o p e n i n g s t o p o t e n t i a l a p p l i ca n t s 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) Ex: sending mails to employed individuals or to new grads (from career services offices) Internet U s u a l l y t a k e s t w o f o r m s : Em p l o y e r - Ba se d W e b si t e s a n d I n t e r n e t R e c r u i t e r s ( Jo b B o a r d s ) Employer-Based Websites Internet Recruiters Advantage: An organization lists available job Pertains to a private company Cheap openings and provides whose websites lists job openings information about itself and the for hundreds (or even thousands) Produce better-quality applicants minimum requirements needed to of organizations and resumes for than did newspaper ads and apply to a particular job thousand of applicants career fairs Social Media The various sites primarily differ on the audiences they reach FACEBOOK TWITTER / X LinkedIn Reaches friends and family Reaches people related by similar Reaches professional interests such as favorite connections celebrity, hobby, or occupation Careers at Enderun ] Enderu n Cc + 4 g https://careers.enderuncolleges.com JOB OPENINGS M£ET OUR TEAM LIFE AT ENDERUN YDUR FUTURE WITH ENDERUN WHYJOIN US FACS }t Be part of a world-class management college in the Philippines. Read about our departments and roles to learn more about career opportunities at Enderun. 24  {T} www.monster.cOm.ph , ktY MONSTER JoD Title Keywords Exp (yearsJ Employers of Choice v$RI5&E I› SunLife CARE RS Merchandising Supervisor Needed in. Shipping Coordnator - Clark Pampan SDftware quality Assurance Tester - Global Headstart Specialist Inc Emerio Philippines Inc Ce.itral Luzor. Other - PhiIi Ce›1tral Visa  Job Search ] Indeed x g Secure| https:,’/'www.indeed.com.ph/’?r=ris Find Jobs Employers / Post Job Create your profile Sign in what where job title. Leyvord s. or company cig' province region. or "POEA" for jobs overseas indeed @ fJaXati @ Post your resume —It only takes a few seconds Employers: Post a job —Your next hire is here 13,207 new jobs in the last 7 days Search job sftes. newspapers associations and company career pages. Browse Jobs - About - Help Center @2018 Indeed - Cookies, Privacy and Terms 27  Job Fairs A r e cr u i t m e n t m e t h o d i n w h i ch s e v e r a l e m p l o y e r s a r e a v a i l a b l e a t o n e l o ca t i o n s o t h a t m a n y a p p l i ca n t s ca n o b t a i n i n f o r m a t i o n a t o n e time First type: Third Type: Many types of organizations have A single organization will booths at the same location (mostly hold its own job fair organized by Colleges/Universities) Advantage: no competition Drawback: expensive Second Type: Many organizations in the same field in one location Advantage: each visitor is a potential applicant for every organization Drawback: each organization must compete directly Evaluating the Effectiveness of Recruitment Strategies Examine the Number of Applicants who: Applied Are qualified Recruitment Strategies Got hired 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 Cost per applicant method The amount of money spent on 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 Cost per qualified applicant method The amount of money spent on a recruitment method divided by the no. of qualified people that subsequently apply for jobs as a result of the recruitment strategy Example: Indeed.com – Php 10,000 with 100 qualified applicants Vs. JobStreet – Php 15,000 with 45 qualified applicants Cost per qualified applicant for Indeed.com: Php 100 Cost per qualified applicant for JobStreet: Php 333.33 Best Method: Examine the number of successful employees generated by each recruitment source This is an effective method because every applicant will not be qualified, nor will every qualified applicant become a successful employee Effective selection techniques share three characteristics: 1. Valid 2. Reduce the chance of legal challenge 3. Cost- effective Meta- Analysis of Zottoli and Wanous ( 2000 ) I n s i d e So u r ce V s. O u t s i d e So u r ce Inside Source includes employee referrals Why? and rehires while 1st explanation: Studies show that applicants who are referred by Outside Source includes job fairs, ads, employees received more accurate information about school placement offices, recruiters etc. the job than do employees recruited by other methods Result: 2 nd explanation: Employees recruited through inside Interpersonal Attraction sources stayed with the organization longer (higher tenure) and performed Next page better than employees recruited through outside sources 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 ealistic Job Preview I t i n v o l v e s g i v i n g a n a p p l i ca n t an h o n e st a sse ssm e n t o f a j o b 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 Expectation- Lowering Procedure A f o r m o f R JP Lowers an applicant’s expectation about the various aspect of the job Simple RJP Statement: ELP: This job is performed in a very small We often start a new job with high space, in high levels of hear, and with expectations, thinking the job will be few opportunities for interaction. perfect. As you will discover, no job is perfect and there will be times when you become frustrated by your supervisor or your coworkers…… Interview 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 Types of Interview St r u ct u r e Structured Interview vs. Unstructured Interview Structured Interview: Unstructured Interview: The research is clear that 1. The source of the questions is Interviewers are free to ask structured interviews are more a job analysis, thus, all anything they want (e.g., What do reliable and valid than interviews questions are job-related you want to be in five years?) with less 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 Types of Interview St y l e – n o. o f i n t e r v i e w e r s a n d n o. o f i n t e r v i e w e e s One-on-one interview Panel Interviews have multiple interviewers asking Serial Interviews involve a and evaluating answers of the series of single interviews same applicant at the same time Return Interviews are similar to serial interviews with the Group Interviews have difference of passing of time multiple applicants answering between the first interview questions during the same and subsequent interview interview Types of Interview M ed i u m Face-to-face Telephone Interviews Videoconference interviews (the use of Skype or Messenger, for example) Written Interviews Advantages of Structured Interviews More valid than unstructured Even though structured interviews interviews are superior to unstructured ones, applicants Legally defensible because the perceive structured interviews questions are job-related to be more difficult Result in substantially lower Because the interview is so adverse impact (Huffcutt & structured, applicants may feel Roth, 1998) that they did not have the chance to tell the interviewer everything they wanted to  Poor Intuitive 8 factors that Ability affects the Nonverbal Lack of Job Cues Relatedness unpredictability of unstructured interviews Interviewee 8 Primacy Appearance Effect Factors Interviewer- Contrast Interviewee Effect Similarity Negative- Information Bias Poor intuitive ability I n t e r v i ew e r s o f t e n b a se t h e i r h i r i n g d e ci s i o n s o n “ g u t f e e l i n g s ” o r i n t u i t i o n People are not that good Research does not at using intuition to support the idea that predict behavior: some interviewers are research indicates that able to predict behavior, human intuition are whereas others are not inaccurate predictors of a variety of factors Lack of Job Relatedness Most of the questions asks are not job-related, thus, it cannot predict the future performance on an applicant Primacy Effect I n f o r m a t i o n p r e se n t e d e a r l y i n a n i n t e r v i e w ca r r i e s m o r e w e i g h t t h a n i n f o r m a t i o n p r e se n t e d l a t e r It has been suggested To reduce potential that interviewers decide primacy effects, the about a candidate within interviewer must rate the first few minutes of the applicant’s response an interview after each question rather than waiting until the end of the interview to make a single judgment or rating Contrast Effect W h e n t h e p e r f o r m a n ce o f o n e a p p l i ca n t a ff e c t s t h e p e r c e p t i o n o f t h e p e r f o r m a n ce o f t h e n e x t a p p l i ca n t 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 Negative Information Bias N e g a t i v e i n f o r m a t i o n ca r r i e s m o r e w e i g h t i n a n e m p l o y m e n t d e ci s i o n t h a n d o e s p o si t i v e i n f o r m a t i o n This bias seems to occur only when interviewers aren’t aware of job requirements Interviewer- Interviewee Similarity R e s e a r ch s u g g e s t s t h a t a n i n t e r v i e w e e w i l l r e ce i v e a h i g h e r s co r e i f h e o r s h e i s si m i l a r t o t h e i n t e r v i ew e r i n t e r m s o f p e r s o n a l i t y , a t t i t u d e , o r r a ce Interviewee Appearance I n g en er al : P h y s i ca l l y a t t r a ct i v e > L e s s a t t r a ct i v e a p p l i ca n t s P r o f e s s i o n a l d r e s s e d a p p l i ca n t s > p o o r l y d r e s s e d a p p l i ca n t s Obese applicants receive Interviewee appearance lower interview scores is a potent hiring factor than their leaner (Posthuma, 2002) counterparts Nonverbal Cues F a ct o r s s u ch a s e y e co n t a ct a n d p o st u r e 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  Steps In Creating a Structured Interview Create a Determine the Create Scoring Key for KSAOs to tap in Interview Interview the interview Questions Answers Interview Questions 1. Clarifiers 2. Disqualifier 3. Skill-Level Determiner Allows the interviewer to Questions that must be Designed to tap an clarify information in the answered a particular interviewee’s level of resume, cover letter, and way or the applicant is expertise application disqualified Allows to fill in gaps and Example: Example: obtain other necessary Do you have a valid driver’s How will you administer, information license? score, and interpret the Example: MBTI? I noticed a two-year gap Are you available to work between two of your jobs. on weekends? (If a job Could you tell me about requires that employees that? work on weekends)  Interview Questions 4. Future-Focused Questions 5. Past-focused questions 6. Organizational Fit Aka Situational Questions Aka Patterned Behavior Questions Applicants are given a Description Interviews Taps how well an situation and asked how applicant’s personality Focuses on previous they would handle it behavior rather than and values will fit the Example: organizational culture future intended behavior You’re working on a project Taps an applicant’s The idea behind this is to with a tight deadline but you experience make sure that the find that you’re unable to Example: person’s values are complete your section Tell us about a time when a consistent with those of because your supervisor is unavailable to answer a few customer was angry with the organization key questions. How do you you. What did you do to Example: deal with the situation? handle the situation? Describe your experience working with a culturally diverse group of people. 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?” Scoring Key for Interview Answers Typical Answer Approach Create a list of ALL possible answers to Problem: each question, have SMEs rate the there are many possible answers to a favorableness of each answer, and question, and applicants often provide then use the ratings to serve as answers that could fit parts of several benchmarks for each point on a scale different benchmarks Benchmark Answers Standard answers to interview questions 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.  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 (as well as the whole recruitment process) 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 Job Search Skills Master the art of obtaining a job  Surviving the Interview Process Scheduling the Interview Before the Interview During the Interview After the Interview Neither day of week nor time of Learn about the company. Use nonverbal behaviors Write a brief letter day affect interview scores Organizations are (firm handshake, eye contact, thanking the interviewer (Aamodt and Myers, 1993) impressed if an applicant and smiling) for her time If applicants arrived late, the knows its products and scores will be drastically lower services Desired verbal behaviors: (Lantz, 2001) Asking questions, subtly No differences have been found On the day of the pointing out how you are in interview scores based on interview, dress neatly similar to the interviewer, whether an applicant arrives on and professionally, and NOT asking about the salary, time or five to ten minutes early adjust your style as not speaking slowly, and not necessary to fit the hesitating before answering situation questions  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, four (4) 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 person enclosed Avoid grammar and by his or her first name spelling errors (Dear James) Provide your qualifications Do not use officious words Do not use: “To Whom It Tell them why you are (or “Big Words”) May Concern” (sounds too interested with the job demanding, and it might Don’t discuss personal not concern them at all) Provide them with your circumstances contact details Cover Letter  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 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  67 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 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 Averaging vs. Adding Model by Anderson (I m1965 ) p l i e s t h a t a ct i v i t y q u a l i t y i s m o r e im por t an t t h an qu an t it y Our impression are It is better to list few It is neither necessary based more on the great things, rather than nor desirable to list all of average value of each listing few great things your coursework impression rather than and adding many on the sum of the values average things of each impression References: Aamodt, M. G. Industrial / Organizational Psychology. 8th Edition. https://www.slideshare.net/slideshow/employee-selection-recruiting-and-interview- pptx/271751470 THANK YOU FOR LISTENING!