Rec & selection

8/7/2019 Rec & selection

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2001 by Prentice Hall

Recruiting, Selecting,

and SocializingEmployees


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ChallengesUnderstand the supply and demand of humanresources.Weigh the advantages and disadvantages ofinternal and external recruiting.

Distinguish among the major selectionmethods and use the most legally defensibleof them.Make staffing decisions that minimize the

hiring and promotion of the wrong people.Provide reasonable job expectations to newrecruits.Understand the legal constraints on the hiring

process.


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The Hiring ProcessRecruitment

Selection

Socialization

Fig. 5-4 1998 by Prentice Hall


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Recruitment

Recruitment is the process of generating

a pool of qualified candidates for aparticular job. The firm must announce

the jobs availability to the market and

attract qualified candidates to apply. The

firm may seek applicants from inside theorganization, outside the organization,

or both.


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Selection

Selection is the process of making a

hire or no hire decision regarding

each applicant for a job. The processtypically involves determining the

characteristics required for effective job

performance and then measuring

applicants on those characteristics. Thecharacteristics required for effective job

performance are typically based on a job

analysis.


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Recruitment and Selection

The goal of the recruitment and selectionprocess is to hire the highest quality people,

at the right times, at optimal cost.

cost

speed quality


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Personnel Selection

The process through which organizationsmake decisions about who will or will not be

allowed to join the organization.

Selection decisions also include transfers,terminations, promotions, demotions, anddecisions about who gets training.


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Selection Steps

1) Link to organization strategy andobjectives.

2) Job analysis --> job description --> jobspecification.

3) Recruiting.

4) Choose selection tool/method.

5) Select from applicant pool.

6) Evaluate.


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CommonSelection Process

Multiple hurdle model:eliminating some

candidates at each stage

of the selection process.

Compensatory model: a

very high score on onetype of assessment can

make up for a low score

on another. All candidates

go through all selection

procedures.

vs.


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Hiring for Teamwork: What

to Look ForEffective team members should be able to:

Recognize and resolve conflict

Participate and collaborate in problem solvingCommunicate openly and supportively

Coordinate and synchronize activities

Effective team members usually have thefollowing personality characteristics:

ConscientiousnessConscientiousness

AgreeablenessAgreeableness


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Steps in search process

SelectionCommittee

Define job

Source candidates

Interview

Select

Integrate

ExecutiveSearch Firm


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Selection committee Roles and responsibilities

Composition

Decision-making

Confidentiality

Interviewing candidates Relationship with search firm


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Step 1: Define job

SelectionCommittee

Define job

Source candidates

Interview

Select

Integrate



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Step 1: Define job Roles and responsibilities

Ideal candidate

Experience and qualificationsPersonal qualities

Big issues next five years

Performance expectations Compensation


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Creating Great Job

DescriptionsObjective:

Learn to gain consensus and clearly

document the desired critical skills foreach open position.


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Great Job Descriptions

An effective job description helps everyonematch the candidates abilities and experienceto the work that needs be accomplished.

Its a lot of work but a good investment.


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Great Job Descriptions

Describe the WorkDescribes primary activities and tasks

Defines reporting relationshipsDefines deliverables for the job

Describe the Person

Competencies (skills and abilities)Education

Experience

Special requirements (style*)


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Describe the Person

Whatwork-based competencies are essentialfor successful performance in this job?

Fluency in specific programming languages

Project management skills

Accounting skills


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Describe the Person

Whatbehavioral competencies are essentialfor successful performance in this job?

Strong communication skills, emphasizing phonepresence and providing training/guidance to awide variety of audiences.

Outstanding customer service and problem solvingskills required.


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Describe the Person

EducationBA/BSRequired

ExperienceProject Management

Managing large teams

P&L Responsibility

Special RequirementsTravel

Long hours


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Step 2: Source candidates

SelectionCommittee

Define job

Source candidates

Interview

Select

Integrate



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Step 2: Source candidates Advertisements (newspapers)

On-line job boards

Industry channels (CAMA,Municipal

World)

Search firm databases

Direct contact (headhunting)


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Step 3: Interview

SelectionCommittee

Define job

Source candidates

Interview

Select

Integrate



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Step 3: Interview

Most critical step

Common interviewing errors

Interview structure/process

Sample interview questions

Tell me about

yourself?


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10 most common interviewing errors

Stereotyping

Talking too much

Forming (and keeping) first impressions

Not taking notes

Obtaining prior information about the

candidate


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10 most common interviewing errors Blinded by a certain qualification (halo)

Comparing candidates to one another

Not preparing interview questions inadvance

Accepting resume information at face value

Leading the candidate


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The interview format

Introduction / icebreaker

Set the agenda

Question the resume

Ask behaviourial questions

Preview the job

Answer candidates questions

Advise the candidate on process Thank the candidate

Length


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Sample Interview Questions


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Behaviourial interviewing

Past performance is the best predictor

of future performance


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PARP What was the problem?

A What action did you take?

R What was the result?

The interviewer is seeking evidence

(through a specific example) of a

particular skill or trait in the candidate.


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Step 4: Selection

SelectionCommittee

Define job

Source candidates

Interview

Select

Integrate



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Step 4: Selecting the best candidate

Candidate rating sheet

Reference checks

Fit

Letter of offer


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Executive search firms

Role of search firm

Why use one?

Save time

More and better candidates

Professional expertise

How to select one?


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Request For Proposal (RFP) Understanding requirements

Suggested search process

Related searches Consultants qualifications

References

Timeline

Fees and expenses

Guarantees


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Step 5: Integrate (post-hire)

SelectionCommittee

Define job

Source candidates

Interview

Select

Integrate



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Step 5: Integration

First year most critical

Frequent performance discussions

Use of executive coach


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Socialization

Socialization involves orienting new

employees in the organization and to the

units in which they will be working. It is

important that new employees become

familiar with the companys policies,

procedures, and performance

expectations. Socialization can make the

difference between a new workers

feeling like an outsider and feeling like a

member of the team.


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Successon-the-job

Technical

skills

Personal

qualities


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Competency-Based Approach

Uses past behavior to predict futurebehavior

Uses jobs key competencies

Evaluates behavior against target job

Requires applicant to focus on job-related behavior

Uses planned questions


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Why Behavioral?

Increase quality of hire

Direct link to competencies

Use questions that effectively evaluateperformance

Assess candidates consistently


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Develop Questions


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Tell me about a recent problem thatcame up in your job for which oldsolutions would not work. How wereyou able to solve this problem?


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Describe a situation where you were

successful in getting people to worktogether effectively.


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Summarize the key principles of adulteducation and explain how to use themin instructional design.


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Use the STAR


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Situation or Task the situation orproblem leading to the candidates

actionsAction active attempts to effectchange or influence events

Result the outcome of the candidatesactions


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Behavioral Questioning

Focus on why, how, what candidateshave learned from their experience

Use active listening skills to assesscandidates credibility genuineness


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Q: Suppose you had many importantprojects with rigid deadlines, but your

manager kept requesting various typesof paperwork, which you felt weretotally unnecessary. Furthermore, this

paperwork was going to cause you tomiss your deadlines. What would youdo?


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High Benchmark = Present the conflictto the manager. Suggest and discuss

alternatives. Establish a mutuallyacceptable plan of action. Communicatefrequently with the manager.


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Medium Benchmark = Tell the managerabout the problem.


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Low Benchmark = Do the best I can.


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Selecting the Candidate

Use High, Medium, Low scale

More significant behavior

More recent behavior

More related behavior


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Make the Selection Decision

Relative importance of competencies

Quality/Quantity of behavioral

information

Consistency of behavior

Trainability


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Behavioral InterviewingObjective:

Use behavioral interviewing skills to

assess candidate fit with critical jobskills and corporate culture.


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Behavioral Interviewinga definition

Using open-ended questions to

efficiently discover relevant past behavior(while managing our biases and putting

the candidate at ease.)


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Behavioral Interviewing

As a team, your job is to obtain answers to thefollowing questions about each candidate:

Can this person do the job?

Are they competent?

Will this person do the job?Are they well motivated?

How is this person likely to fit into ourorganization?

Are synergies present?



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Behavioral InterviewingEssential Skills

Establishing rapport

Asking Useful QuestionsListening

Maintaining Continuity

Keeping Control

Representing the Company



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Behavioral InterviewingStructuring the Interview

Welcome / Introductory Remarks

Obtaining information about the candidate to assess against

the job specification

Providing information to the candidate about theorganization and the job

Answering questions from the candidate

Closing the interview with an indication of the next step



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Behavioral Interviewinga definition

Using open-ended questions toefficiently discover relevant past behavior(while managing our biases and putting

the candidate at ease.)



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Behavioral InterviewingUsing open-ended questions

Tell me about a time when.

Would you describe for me.

Have you ever been in the situation

Walk me through what you did when

What was the result?

that efficiently discovers relevant past


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that efficiently discovers relevant pastbehavior

Tell me about a time when you handled anirate customer.

Describe your previous experience with loadbalancing web servers

What happened when you gave difficultfeedback in a performance appraisal with adirect report?



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Behavioral InterviewingAsking Questions

Probing questionsHypothetical questionsBehavioral event questionsCapability questionsQuestions about motivationContinuity questionsPlay-back questions

Career questionsFocused work questionsQuestions about outside interests

Relevant Behavioral Interviewing


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Relevant Behavioral InterviewingQuestions

How would you solve customer problems in this environment?becomes

Tell me about a time when you solved a problem for a customer bygoing above and beyond the call of duty.

Have you ever lead customer service functions before?becomes

Please describe your previous experience with leading a customerservice function.

What year did you graduate from college and start working intraining?

becomesTell me about a time you taught a customer something meaningful.

Relevant Behavioral Interviewing


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Relevant Behavioral InterviewingQuestions

Tell me about a time when you solved aproblem for a customer by going above andbeyond the call of duty.

Please describe your previous experiencewith leading a customer service function.

Tell me about a time you had to teach acustomer something. What happened?

Rec & selection

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