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Presentation on theme: "MGT 430 – Spring 2016 Class 7, Chapter 6 - Recruitment"— Presentation transcript:
1 MGT 430 – Spring 2016 Class 7, Chapter 6 - Recruitment
Selecting Employees and Placing Them in Jobs
2 Figure 6.1: Steps in the Selection Process
The process of selecting employees varies considerably from organization to organization. Most organizations selection includes the steps illustrated in Figure 6.1. First, a human resource professional reviews the applications
received to see which meet the basic requirements of the job. For candidates who meet the basic requirements, the organization administers tests and reviews work samples to rate the candidates’ abilities. Those with the best abilities are invited to the organization for one or more interviews. Often, supervisors and team members are involved in this stage of the process. By this point, the decision makers are beginning to form opinions about which candidates are most desirable. For the top few
candidates, the organization should check references and conduct background checks to verify that the organization’s information is correct. Then supervisors, teams, and other decision makers select a person to receive a job offer. In some cases, the candidate may negotiate with the organization regarding salary, benefits, and the like. If the candidate accepts the job, the organization places him or her in that job.
3 Immigration Reform & Control Act of 1986 (Reagan)
Employers must verify and maintain records on the legal status of all employees to work in the U.S. Requires all employees to complete and document their legal employment eligibility through the
U.S. Citizenship and Immigration Services Form I-9 Proof of employment eligibility is now the responsibility of the employer
4 USCIS Form I-9 (Handout – also in textbook)
Employment Eligibility Verification - Department of Homeland
Security US Citizenship and Immigration Services USCIS Form I-9 (Handout – also in textbook)
5 Legal Standards (of course) Civil Rights Act of 1991 (Bush)
Jury trials, compensatory & punitive damages
for intentional discrimination against protected classes Prohibits preferential treatment in favor of minority groups Placed statutory caps on punitive damages based upon size of company Prohibits use of different cut-off scores based on race in employment tests Clarifies that discrimination is established when race, color, religion, sex or national origin is a motivating factor for any employment practice, even though other factors also
motivated the practice.
6 Gathering Background Information
Application Forms Résumés Reference Checks Background Checks Nearly all employers gather background information on applicants at the beginning of the selection process.
Employers tend to decide against applicants whose résumés are unclear, sloppy, or full of mistakes. On the positive side, résumés may enable applicants to highlight accomplishments that might not show up in the format of an employment application. Review of résumés is most valid when the content of the résumés is evaluated in terms of the elements of a job description. Usually the organization checks references after it has determined that the applicant is a finalist for the job. Some
employers today see social media as an alternative source of information that is more relevant or more accurate assessment by looking at the candidates’ online presence.
7 Application Forms Electronic or Hard Copy
Contact information Work
experience Educational background Applicant’s signature Licenses/certifications Other information may be requested providing that it is not used for discriminatory purposes, or are necessary to indicate job-specific qualifications
8 Resumes Synopsis of work experience, job skills and education
Biased information No standard format - one page is best Fact or fiction?
9 References Biased in favor of applicant
Should be based upon observable job-related behaviors and achievements Avoid broad opinions that can be misinterpreted Liability issues for companies giving references, thus typically limited to: - Verification
of dates of employment - Position - Salary range Normally done if applicant is a finalist for the job
10 Background Checks Verify information provided during
the application process Obtain additional information about some aspect of the applicant’s life; Companies can self-check or hire a 3rd party firm Typical area of investigation Education verification Convictions Credit score (for financial institutions) Resume claims Eligibility to work in the US Potential for security breeches (for high security positions)
11 Background Checks 8 out of 10 large companies and 2/3rds of smaller organizations report conducting background checks
Costs of basic background checks Online $50 Agency = $200 > Requests for expunging police records has been on the rise so background checks may not be as complete as employers would prefer Background checks are a way to verify that applicants are as they represent themselves.
12 Employment Tests and Work Samples
Tests & Work Samples Physical Ability Tests Cognitive Ability Tests Job Performance Tests Work Samples Personality Inventories Honesty Tests Drug Tests Medical
Examinations
13 Employment Tests & Work Samples
Aptitude Tests A standardized test that measures how well a person can learn or acquire skill sets and abilities Achievement Tests A standardized test that measures a person’s existing KSAs e.g. Verbal Spatial Reasoning Abstract
Math Mechanical Data checking
14 TESTING Medical & Drug Testing
Only permitted after an offer of employment has been made, but before employment; If candidate cannot pass the medical test and reasonable accommodations cannot be made, the company is not obligated to
hire the candidate Establishes a base-line at the beginning of employment Fulfillment of a drug & alcohol-free work environment Meets pre-established physical requirements of the job Physical ability tests endurance, strength, general fitness e.g. Firefighter, UPS drivers, Police officers, warehouse, etc.
15 Rules for Administering Drug Tests
Administer tests systematically to all applicants for the same job. Use drug testing for jobs that involve safety hazards. Have a report of results sent to applicant, along with information about how to appeal results and be retested if
appropriate. Respect applicants’ privacy by conducting tests in an environment that is not intrusive and keeping results confidential. Employers considering the use of drug tests should ensure that their drug-testing programs conform to some general rules:
16 Practical Value and
Utility
Being valid, reliable, and generalizable adds value to a selection method. Another consideration is the cost of using the selection method. Selection methods should cost significantly less than the benefits of hiring new employees. Methods that provide economic value greater than the cost of using them are said to have utility. (Are they useful in determining the acceptability of a candidate?) Not only should selection
methods such as tests and interview responses accurately predict how well individuals will perform, they should also produce information that actually benefits the organization.
17 Interviews Interviewing Techniques Nondirective
Interview
Structured Interview Situational Interview Behavior Description Interview Supervisors and team members most often get involved in the selection process at the stage of employment interviews. Most organizations use interviewing as part of the selection process. There are several types of interviews: In a nondirective interview, the interviewer has great discretion in choosing questions. The candidate’s reply to one question may
suggest other questions to ask. Nondirective interviews typically include open-ended questions about the candidate’s strengths, weaknesses, career goals, and work experience. Because these interviews give the interviewer wide latitude, their reliability is not great, and some interviewers ask questions that are not valid or even legal. A structured interview establishes a set of questions for the interviewer to ask. Ideally, the questions are related to job requirements and cover
relevant knowledge, skills, and experiences. The interviewer is supposed to avoid asking questions that are not on the list. Although interviewers may object to being restricted, the results may be more valid and reliable than with a nondirective interview. • A situational interview is a structured interview in which the interviewer describes a situation likely to arise on the job and asks the candidate what he or she would do in that situation. This type of interview may have high
validity in predicting job performance. • A behavior description interview (BDI) is a situational interview in which the interviewer asks the candidate to describe how he or she handled a type of situation in the past. These tend to be the most valid.
18 Interviewing Effectively
Be
prepared Put applicant at ease Ask about past behaviors Listen – let candidate do most of the talking Take notes – write down notes during and immediately after interview At the end of the interview, make sure candidate knows what to expect next Here are some tips for conducting interviews that identify the best candidates: Interviewing is one HR function that almost all managers are involved with at some
point Interviews should be narrow, structured, and standardized. Interviewers should identify job requirements and create a list of questions related to the requirements. Interviewers should be trained to recognize their own personal biases and conduct objective interviews. Panel interviews can reduce problems related to interviewer bias. In a panel interview, several members of the organization meet to interview each candidate. A panel interview gives the candidate a chance to meet more people
and see how people interact in that organization. It provides the organization with the judgments of more than one person, to reduce the effect of personal biases in selection decisions .Interviewers should put candidates at ease in a comfortable place that is free of distractions. Questions should ask for descriptions of relevant experiences and job-related behaviors. The interviewers also should be prepared to provide information about the job and the organization. Structured
Interview A selection interview that consists of a predetermined set of questions for the interviewer to ask. Situational Interview - A structured interview in which the interviewer describes a situation likely to arise on the job, then asks the candidate what he or she would do in that situation. Behavior Description Interview (BDI)- A structured interview in which the interviewer asks the candidate to describe how he or she handled a type of situation in
the past. Nondirective Interview- A selection interview in which the interviewer has great discretion in choosing questions to ask each candidate.
19 Types of interviews Unstructured Interviews – Free-range a. Questions are asked without a defined format b. The same type of information is not
collected from all interviewees. c. Managers feel they can judge a person’s character quickly this way Structured Interviews a. Uses a set of predetermined questions related to the job b. Usually includes a scoring system to track and compare applicant responses c. Encourages consistency among all interviewers
20 Types of
Interviews Situational Describes a common situation likely to arise on the job and asks the applicant how he or she would solve this situation Example 1. Tom appears to be under the influence of alcohol when he comes back from his lunch break. How would you handle this situation? 2. How did you handle the layoffs of three of your subordinates?
21 Types of Interviews Non-Directive
Interviewer has great discretion in choosing questions to ask each candidate Open ended about suitability for the job Not as reliable Potential for illegal questions Examples Tell me about your background Tell me more about your strengths
22 Types of Interviews Behavior Description Interview A structured interview where the candidate is asked to describe how he or she handled a situation in the past Example In your last job, during the labor contract negotiations, how did you get both sides to agree on the terms of the contract
23 Interviewing Practical Exercise
Legal and Illegal Interview Questions
24 Communicating the
Decision
When a candidate has been selected, the organization should communicate the offer verbally and in writing to the candidate. The offer should include: Offer of employment Title Reporting relationships Work schedule Rate of pay or salary Starting date Other relevant job details The HR department is often responsible for notifying applicants about the results of the
selection process. When a candidate has been selected, the organization should communicate the offer to the candidate. The offer should include the job responsibilities, work schedule, rate of pay, starting date, and other relevant details. If placement in a job requires that the applicant pass a physical examination, the offer should state that contingency. The person communicating the offer should also indicate a date by which the candidate should reply with an acceptance or
rejection of the offer. For some jobs, such as management and professional positions, the candidate and organization may negotiate pay, benefits, and work arrangements before they arrive at a final employment agreement. If placement in a job requires that the applicant pass a physical examination, the offer should state that contingency.
25 HRM Selection in Practice: Organizational Demands
Strategy Person-job fit Selection methods used Appropriate KSAs Company characteristics Culture Core Competencies Competitive
advantage
26 Selection in Practice: Organizational Demands (continued)
Culture Person-organization fit Promotion-from-within policy or new blood/thinking Who controls selection
process Team or individual orientation Employee concerns Fair and equal treatment Impact of the job on work/life balance Can I do the work
27 Selection in Practice: Environmental
Influences
Globalization Breadth and content of labor market Staffing for international operations Differences in the conduct of business internationally Ethics Value codes – intrinsic and extrinsic Standards of expected behavior
28 Selection in Practice: Environmental Influences
Labor market Who is available to hire How selective can the company be How willing are employees to accept jobs Use of Technology Process of selection – recruiting acceptable candidates Internet - Intra-net – social media Verification of credentials