lecture: Recruitment and selection

• Recruitment -> the process of attracting candidates for a vacant position.– Internal: Training or Promotion– External: Placing advertisements, head

hunting, internet, etc.• Most advantageous way since offers:

– Opportunity to inject “new blood” in the organization – Communication tool to the outside.

• Selection -> the process of choosing a new member to the organization from the available candidates.

Recruitment & Selection

• Crucial decision-making aspects in the establishment of working relationships:– Cost-effectiveness– Consequences of successful and

unsuccessful selections for the individual and the organization

• Need to based on solid preparation in terms of Job Analysis, Description and Specification

Job Analysis (1)• .... Set of procedures designed to produce systematic

information about the job:– Tasks performed– Equipment used– The working conditions– Position of the job in the organization, reporting relationships

(e.g. line manager) and other liaisons (e.g. team colleagues)

• Purpose:– Selection– Appraisal and development– Defining pay levels– Training programmes– Redundancy counseling– Careers advice

Job Analysis (2).. In selection

• Usually takes place when a particular job becomes vacant

• However, it can be an ongoing process of updating to increase adaptability to the organization

• How to do it:– Interview

• the job holder –”critical incidents”-> description of specific, behaviourally focused work tasks or other activities that have contributed successfully for the job performance.

• the line manager, and maybe other staff that work closely with this particular function.

– Questionnaires– Observation– Do the job

•

Using Job Analysis Information: Arnold et al.

Job

Job analysis

Job description Job (person) specification

Sample of tasks most critical for job

successPsychological qualities, i.e.

skills, knowledge and abilities needed

Measures of how well the (sample) job tasks

are preformed

Measures (signs) of the psychological qualities

needed

• Job Description...is an outline of the job it self, the tasks involved, the responsibilities and the conditions under which the work needs to be performed

• Job Person Specification ... What are the specific Knowledge, Skills, Ability and Other personal characteristics KSAOs necessary to perform the job successfully.

Increasingly job descriptions or person specifications reflect current trends in HRM using words such as initiative, achieve,

stimulate which underlie individual characteristics such as ability to communicate, solve problems, delegate, etc.

Example:Advert for International HR Recruitment/Account Management – high profile

ConsultancyEmployer: SPOTLIGHT RECRUITMENT Posted: 21 Oct 2009 Contact: Rachel Geneen Location: Greater London - Central London Industry: HR & training - Commercial ; HR & training – General; Recruitment; Sales Qualifications: Undergraduate degree (or equivalent) Contract: Permanent Hours: Full Time Salary: £35k basic - £100k package

• You’ll be proactive; client focused and will have already worked on behalf of blue chip organisations across industry sectors. They are looking for positive, enthusiastic individual’s professionalism and integrity are two of their main values. The Executive team is positioned throughout Europe, the Middle East and Asia Pacific providing a unique network. This role doesn’t need any ‘calling’ its account management of existing clients, offering consultative solutions – you will be travelling overseas once a month for a couple of days.

• You will have an academic graduate background, have worked for a large international firm on international recruitment and ideally speak another language (not essential but French would be a bonus).

• So if you would like to work for a solid, high-profile group who offer a basic to around £35k and who will expect billings of at least £250k (with you taking 25-28%) generating extremely high annual salaries apply now.

Example: (Job Description)Advert for International HR Recruitment/Account Management – high profile

ConsultancyEmployer: SPOTLIGHT RECRUITMENT Posted: 21 Oct 2009 Contact: Rachel Geneen Location: Greater London - Central London Industry: HR & training - Commercial ; HR & training – General; Recruitment; Sales Qualifications: Undergraduate degree (or equivalent) Contract: Permanent Hours: Full Time Salary: £35k basic - £100k package

• You’ll be proactive; client focused and will have already worked on behalf of blue chip organisations across industry sectors. They are looking for positive, enthusiastic individual’s professionalism and integrity are two of their main values. The Executive team is positioned throughout Europe, the Middle East and Asia Pacific providing a unique network. This role doesn’t need any ‘calling’ its account management of existing clients, offering consultative solutions – you will be travelling overseas once a month for a couple of days.

• You will have an academic graduate background, have worked for a large international firm on international recruitment and ideally speak another language (not essential but French would be a bonus).

• So if you would like to work for a solid, high-profile group who offer a basic to around £35k and who will expect billings of at least £250k (with you taking 25-28%) generating extremely high annual salaries apply now.

Example: (Job Person Specification)

Advert for International HR Recruitment/Account Management – high profile Consultancy

Employer: SPOTLIGHT RECRUITMENT Posted: 21 Oct 2009 Contact: Rachel Geneen Location: Greater London - Central London Industry: HR & training - Commercial ; HR & training – General; Recruitment; Sales Qualifications: Undergraduate degree (or equivalent) Contract: Permanent Hours: Full Time Salary: £35k basic - £100k package

• You’ll be proactive; client focused and will have already worked on behalf of blue chip organisations across industry sectors. They are looking for positive, enthusiastic individual’s professionalism and integrity are two of their main values. The Executive team is positioned throughout Europe, the Middle East and Asia Pacific providing a unique network. This role doesn’t need any ‘calling’ its account management of existing clients, offering consultative solutions – you will be travelling overseas once a month for a couple of days.

• You will have an academic graduate background, have worked for a large international firm on international recruitment and ideally speak another language (not essential but French would be a bonus).

• So if you would like to work for a solid, high-profile group who offer a basic to around £35k and who will expect billings of at least £250k (with you taking 25-28%) generating extremely high annual salaries apply now.

Sources of Recruitment

• Job centres• Recruitment agencies• Executive search agencies (Head-

hunters)• Word of mouth – through friends and

relatives • Schools, Colleges, Universities• Advertisements• Internet

Selection• After examination of the candidates application form, CV

etc., a shortlist of candidates should be produced whose background and potential are in accordance with the profile contained

• Selection techniques: – Interview (one-to-one or panel)– References– Psychometric testing (psychological and work-based)– Assessment Centres (A.C.)– Biodata– Medical– Graphology– Polygraphy– Telephone screening– Internet

Selection• After examination of the candidates application form, CV

etc., a shortlist of candidates should be produced whose background and potential are in accordance with the profile contained

• Selection techniques: – Interview (one-to-one or panel)– References– Psychometric testing (psychological and work-based)– Assessment Centres (AC)– Biodata– Medical– Graphology– Polygraphy– Telephone screening– Internet

Interviews

• The most popular selection technique• Can be used at different stages and for

different purposes during the selection procedure:

Mutual Assessment Negotiationpreview

Interview Function

Appropriate stage in selection procedure

Interview functioning

Interviewer objectives

Interviewee objectives

1. Mutualpreview

Phase I/IIEarly stages of the selection procedure probably following the initial screening of written applications but preceeding the administration of main assessment techniques

Informal, open-ended discussion to explain selection procedures and to offer career guidance counseling to the interviewee by providing a detailed and realistic job preview

•To meet and ‘set the scene’ for the applicant

• To advise applicants of the organizations selection procedure

• To establish what will be involved at each stage in the selection

• To visit the organization ‘on-site’

•To obtain a preview of the job to allow self-assessment and self-selection

Source: Anderson & Shackleton (1993)

Interview Function

Appropriate stage in selection procedure

Interview functioning

Interviewer objectives

Interviewee objectives

2. Assessment

Phase IIAs one of a battery of candidate assessment techniques.

Formal, structured interaction guided by detailed job analysis and pre-formulated questioning strategy.

•To record answers critical incident-type questions

• To probe and feedback the results of other selection methods (particularly testing)

• To survive!

• To obtain feedback and ensure accuracy of the results of other methods

Source: Anderson & Shackleton (1993)

Interview Function

Appropriate stage in selection procedure

Interview functioning

Interviewer objectives

Interviewee objectives

3.Negotiation Phase IIIFinal stage of selection procedure immediately prior to, or after, an offer of employment has been made

Negotiation of outstanding points of difference, both interviewer and interviewee directed and led

•To ensure acceptance of the job offer

•To facilitate job role transitions

•To identify follow-up personnel procedures

•To discuss contractual and non-contractual terms and •conditions

•To facilitate job role transitions

•To initiate the job change

Psychometric testing• Psychological tests -> A procedure for the evaluation of psychological

functions. Psychological tests involve those being tested in solving problems, performing skilled tasks or making judgments. Psychological test procedures are characterized by standard methods of administration and scoring. Results are usually quantified by means of normative or other scaling procedures but they may also be interpreted quality by reference to psychological theory (British Psychological Society, 1989)

• Types of tests:– General intelligence – Numerical reasoning– Verbal reasoning– Spatial reasoning– Personality – Interests/values

Equal Opportunities and Personality Testing

• Impact of personality variables upon job performance

• ‘Ideal’ personality profile• Avoid stereotyping• Minimum chances of case uptake-– Explain test & its relation to job role– Administer fairly– Always give feedback– Never copy materials– Be conscious of ethnic and gender

differences

Personality Testing: Superordinate Issues

• Research-practice gap in the models of personality used by some commercial PI publishers

• Impression management, faking good, and social desirability

• Sub-group differences appear to be minimal

• Commercial pressures versus psychometric integrity

Advantages Psychological tests

• Provides an objective standard of comparison between candidates

• Prevents corruption and favouritism• Results can be retrieved at a later stage

to actually predict job performance

Criticisms Psychological tests

• Culturally dependence, which may be disadvantageous for certain groups

• Weakness of the test administrators, e.g. Lack of skill in interpreting the results

• Issues of reliability and validity of certain tests

Testing: Do’s and Dont’s

Do• Take professional care at all times• Resist compromising pressures• Remember your training

Don’t• Misuse tests in application or in interpretation• Circulate materials in any circumstances• Disregard the nature of the candidates

Psychometric testing

• Work-based tests -> present candidates with a representative sample of the work that is typically associated with the job they are applying for and ask how they would respond.– Mostly in simulated situations– Time-limit

Examples of Situational Interviewing Scenarios for a retail sales assistant position (1)

A female customer is choosing a silk tie to match her husband’s best suit. Unsure of which to choose she asks your advice. What would be your response?

1 2 3 4 5

Offer to borrow a similar suit from the suit section to match the tie against

Suggest the customer borrows a similar suit from suit selection

Ask the colour of her husband’s suit and advise accordingly

Say that it is a matter of personal taste and that she must choose for herself

Choose the tie which you think looks most attractive

Advantages vs Disadvantages work-based tests

• Advantages:– Provide evidence of applicants competence in

actually carrying out specific tasks– Allows to compare performance between

candidates

• Disadvantages:– Simulated situation– Accesses current competences does not examine

the potential of the candidates and future competences needed to the organization

Assessment centres

“ Assessment of a group of individuals by a team of judges using a comprehensive and integrated series of techniques”

(Fletcher, 1982, p.92)“…an evaluation method or process rather than a

physical location…includes a day or more of exercises…and discussions [that] are observed by various trained assessors. At the end of the exercises, the assessors or raters report their observations to each other and are asked to rate the candidates”

(Schmitt & Chan ), 1998, p. 175-176

Typical components of a modern AC

• In-basket (in-tray) exercise (work-based-tests)

• Leaderless group discussion (LGD)• Structured and unstructured interviews• Presentations by candidates• Psychometric testing• Opportunity for candidates to meet job

holders and potential supervisors

Advantages vs Disadvantages ACs

• Advantages– Examines not only individual competences but

their interactive and interpersonal skills– Often involves multiple assessors (diminishes bias)

• Disadvantages:– High in cost (cost-effectiveness)– ‘Exercises effects’ and troublesome construct

validity– Predictive validity not too strong and yet

popularity has soared across Europe despite costs involved

Additional literature:

• See u-link– Anderson, N R, Salgado, J, Schinkel, S, &

Cunningham-Snell, (2007). Employee Selection. In N. Chmiel (Ed), Introduction to Work and Organizational Psychology: A European Perspective. Oxford: Blackwell.

– Schmitd et al (1992) – Personnel Selection – ARP.

– Schmitd & Hunter (1998) – Validity and usability of selection methods - PsyBulletin