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
