Chap 7

best selection criteria

1, education and experience 2. skills and abilities 3. personal characteristics

in house and outsource programs

2 types of determining approaches

A Self-report Inventory, Projective Technique, Rorschach Inkblot Test

3 Ways of Measuring personality

involve a combination of on the job training and classroom instructions

APPRENTINCESHIP-

make sure your prospect has at least a minimum level of skill for any required task

Administering Skills Test

Advertisements on Web sites and in newspapers and related publications are also popular methods for EXTERNAL RECRUITING. Any local newspaper is likely to have help-wanted sections ranging from perhaps a few listings to as many as several pages, sometimes organized by different kinds of job openings such as sales, health care, professional, nonprofessional, technical, etc.

Advertisements

• ation asks individual about general information and facts pertaining to an individual's background which contains questions pertaining educational background, name, career goals, and experience. •

Application And Background Checks

Popular Selection Techniques

Application and Background Checks, Employment test, Work Simulations, Personal Interviews, Behavioral Questions, Administering Skills Test, Personality Test, Conducting a Panel Interview

DIFFERENT TYPES OF EMPLOYMENT TEST

Aptitude, Achievement, Cognitive Ability, Scholastic Aptitude, Psychomotor Ability, Personality

Many employers are developing behaviorally based questions to understand how the prospect thinks and the types of choices they will make at work.

Behavioral Questions

focuses on the same type of information found in a regular selection process but it goes into a deeper complex and detailed assessments regarding background for example, an applicant's college major

Biodata Application

mostly used by colleges and university sponsor

College Placement Offices

• Financial income • Job security • Promotion opportunities • Benefits • Challenging work assignments

Common reasons for Working

Interview but with a panel hehe

Conducting a Panel Interview

Metrics for Evaluating Recruitment Process

Cost per hire, Time to fill, Quality of Hire, Turnover Cost

Internal Recruiting Disadvantages

Create resentment among employees and managers Leave a gap in your existing workforce Limit your pool of applicants Result in inflexible culture

refers to teaching managers and professionals the skills needed for both present and future jobs.

Development

• cases present the biggest legal vulnerability in the selection part of the human resource management process. • It's essential for an organization to be able to demonstrate that its selection procedures are based on job-related factors. • To accomplish this, selection instruments must be validated.

Discrimination and Civil Rights

refers to the formal classroom training an individual has received in public or private school and in college, university or technical school.

Education

Best Selection Criteria

Education and Experience, Skills and Abilities, Personal Characteristics, Hiring for Fit

most important reason for the growing Electronic recruiting is that it is cost effective and does not cost much to post a job opening on a job board like those available at monster.com and hotjob.com.

Electronic Recruiting

common method for EXTERNAL RECRUTING

Employment Agencies

• it is general, and it measures the characteristics of an individual. • mostly made up of questions and answer exercises and it's made on paper or computer and has different types.

Employment test

This evaluation process occurs through the application of explicit and implicit standards to the information gathered in step 1. Here, the manager assesses how closely the applicant fits the desired profile.

Evaluate Qualification of Each Applicant

refers to the amount of time the individual may have spent working in either a general capacity or a particular field. This is an indicator of an individual's familiarity with work and a surrogate measure of a person's competency as an employee.

Experience

is the assessment of an available pool of job candidates, other than the current or existing workforce, to see if there are qualified individuals with sufficient skills to fill and perform existing job vacancies (Reddy, n.d.).

External Recruitment

Better availability of skilled and qualified employees Introducing new skills and input into the organization Generation of new ideas Competitive spirit Gaining new ideas from other industries

External Recruitment Advantages

occur when an interviewer makes a decision too early in the interview process

FIRST-IMPRESSION ERROR -

applicants who are predicted to fail and are not hired but if they had been hired, they would have been successful.

False Negative

applicants who are predicted to be successful and are hired but who ultimately fail.

False Positive

Interview errors

First-impression, contrast, similarity, nonrelevancy

Criterion-Related, Content, Construct

Forms of Test Validity

3 General Steps in the Selection Process

Gather Info about pool of qualified applicants, Evaluate qualifications of each applicant, Make decisions about employment offers

look at the levels of requisite knowledge, skills, and abilities possessed by each applicant. In addition, information regarding certain factors, such as education, experience and attitude of the individual towards work and the impression of the manager, are also collected.

Gather information about pool of qualified applicants

an individual working for an executive search firms.

Headhunter

is a unique and interesting criterion for selection. Here, it hires a person not because he or she is the most qualified for the specific job but because he or she is a good fit for the larger organization.

Hiring for Fit

Is the process of looking inside the organization for existing qualified employees who might be promoted to higher-level position OR any method of identifying and attracting job candidates from within an organization.

Internal Recruiting

an approach that is useful from the organization's perspective and provides a real-world experience for the students. • It is a temporary type of employment that is offered by a company or an employer to potential employees to work in a

Internships

is a face to face meeting between the job applicant and members of the interview committee.

Interview

This procedure for INTERNAL RECRUITMENT publicizes job openings through various forms of media

Job Posting

external Recruitment Disadvantages

Limited understanding of the company Higher risk Time-consuming High costs Internal disputes among employees

involves careful assessment of the individual's qualifications relative to the standards of the job and to the extent to which those qualifications best prepare and provide an individual the requisite skills and abilities for the position.

Make Decisions about Employment Offers

involves more generalized training for future managerial roles and positions.

Management Development

5 Big Personality Traits

Neuroticism, Extraversion, Oppennes to Experience, Agreeableness, Conscientiousness

- having the employees learn the job while they are actually performing it

ON THE JOB TRAINING

A system wide effort, managed from the top of an organization, to increase the organization's overall performance through planned interventions.

Organizational Development

Refers to the process by which an organization learns from past mistakes and adapts to its environment

Organizational Learning

These are difficult to assess objectively rather, these are usually quite subjective and are obtained as part of the interview process.

Personal Characteristics

face-to-face conversations

Personal Inteviews

determine if the candidate has the personality to succeed in a specific job

Personality Test

8 Steps in selection process

Preliminary Interview, Receiving Applications, Screening of Applications, Employment tests, Interview, Reference checking, Medical Examination, Final Selection

• recruiting instrument used to communicate a job's excellent as well as poor elements. • it is used to give a realistic perspective of what the work entails to a potential worker.

Realistic Job Previews

is the process of finding and persuading the best candidates to apply for a job opening in an organization and selecting the best out of them to take the position, all in a timely and cost-effective manner (Luenendonk, 2016

Recruitment

Internal Recruiting Advantages

Reduce time to hire Shorten onboarding times Cost less Strengthen employee engagement

involves the consistency of the particular measurement tool. A device consistently measures what it is supposed to measure without random error. No device is completely reliable, but the results should be consistent.

Reliability

occur when the interviewer is unduly influenced by the fact that the interviewee is similar to the interviewer in one or more important ways. As a result of the perception of similarity, the interviewer may be more favorably disposed toward the candidate than the candidate credentials warrant.

SIMILARITY ERROR

• is concerned with identifying the best candidate or candidates for a specific job from among the group of qualified applicants developed during the recruiting process. • It is a process of picking the right candidate with prerequisite qualifications and capabilities to fill the jobs in the organization.

Selection

Technical skills can be easily assessed objectively. However, as organizations move toward teamwork and team-based operating systems, many of them have put emphasis on hiring individuals with the skills necessary to function effectively in group situations.

Skills and Abilities

consists of a series of job-related questions that are posed to each applicant.

Structured

This method for INTERNAL RECRUITMENT is when managers solicit recommendations from their supervisors as to whom they would recommend for a job opening.

Supervisory Recommendation

refers to the extent to which a measure or indicator is a real reflection of what it is assumed to measure.

Test Validity

is defined as a planned attempt by an organization to facilitate employee learning of job-related knowledge, skills, and behaviors.

Training

Structured and Unstructured

Types of Interviews

Work-based programs, Management development, Organizational Development

Types of training and development programs

asking probing, open-ended questions, comprehensive, interviewee does most of the talking.

Unstructured

is an attempt to determine the extent to which a selection system provides real benefit to the organization.

Utility Analysis

Acquisition of Realistic Job Previews

VIDEO PRESENTATION POWERPOINT PRESENTATION BROCHURES OBSERVATION

involves the ability of a device to measure what it is supposed to measure.

Validity

relies on statistical techniques and predicts person's ability to perform a job effectively

Weighted Application

This method of EXTERNAL RECRUITMENT the organization simply informs current employees that positions are available and encourages them to refer a friend, family members, or neighbors for those jobs.

Word of Mouth Recruitment

Apprenticeship, OJT, Vestibule Training, Organizational Learning

Work Based Program

requires applicants to perform tasks or job-related activities in a simulated setting

Work Simulations

- Focus on whether an applicant has basic proficiency or mastery in using a keyboard

achievement test

methods for external recuitment

advertisments , employment agencies, college placement offices electronic recriting

Focus on predicting future performance

apptitude

- Measure mental skills.

cognitive abilility test

occur when the interviewer is unduly influenced by other people who have been interviewed

contrast

Measures how much a business spends on employee recruitment.

cost for hire

2 types of selection errors

false positive false nega

method for internal recuitment

job posting and supervisory recomm

involves using multiple approaches in order to counterbalance the measurement error in one selection technique against another, and it is also able to base decisions on the basis of more complete information.

multiple indicators of selection decision

is a type of error that occurs when an interviewer really does not know enough about the job for which he/she is interviewing candidates.

non releveancy

references and recommendations, assesment center

other selection techniques

Measure traits, or tendencies to act that are unchanging

personality test

Measure physical abilities such as strength eye-bound coordination and etc.

psychomotor ability test

Helps set results benchmarks and measure investment returns

qualiry of hire

TEST - Is a test of general intelligence which refers to problem solving and reasoning skills which is expressed in IQ.

scholastic test

Analyzes the average amount of time required to fill a vacancy and utilizes this to evaluate the recruitment process effectiveness.

time to fill

An indication that an organization lacks advantages, support, possibilities for career development and more.

turnover cost

- a work simulation situation in which the job is performed under a condition that closely simulates the real work environment

vestibule tarining

2 types of of application

weighted and biodata