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S.G. Cowen: New Recruits
MGMT E-4240
Recruitment Goals & Priorities
• Attract large numbers of candidates? • Attract highly qualified candidates? • Attract candidates who will accept offers? • Fill vacancies quickly? • Fill at minimal cost? • Hire high performers? • Hire people who stay? • Generate positive perceptions, feelings,
spillovers?
Recruitment Philosophy
• Internal or External Sources? • Fill current vacancies or hire for long
term potential? • How important is diversity? • Are applicants commodities or
customers? • What recruitment practices are
unethical?
Note on Hiring - Roberts
“Executives make up their minds about whether they like a candidate in the first 20 seconds and spend the next half-hour justifying their decision. It’s called the `halo effect.’ Once you have formed an opinion, you only see what you want to see.”
Note on Hiring - Roberts
Are the personal characteristics for which they are searching a true reflection of the qualities needed to perform the job, rather than being merely a reaction to the kind of person you like as a friend or tennis partner?
Note on Hiring - Roberts
Objective: – Fit between individual and job’s
requirements – Find persons whose skills,
abilities and personal characteristics suit job
Note on Hiring - Roberts
Requires… • Fleshing out position requirements, accurately, completely
• Assessing applicants’ fit with requirements
Note on Hiring - Roberts
Two factors for analyzing requirements and fit
• Background – education, experience
• Personal factors – intellectual, personality, motivation
Note on Hiring - Roberts
BACKGROUND • Education • Experience
= WHAT a recruit does/has done
Note on Hiring - Roberts
Experience • Industry
– “Specific knowledge” required • Functional
– Focus on skills, not title • Company
– Culture matters • Level
– Scope, decision making, responsibility
Note on Hiring - Roberts
PERSONAL FACTORS • Intellectual ability • Personality • Motivation
= HOW a recruit does/has done his/her work
Note on Hiring - Roberts
Intellectual Ability • Analytical ability – problem
definition, resolution • Creative ability – new ideas,
solutions • Decision-making style
Note on Hiring - Roberts
Personality • Behavior is linked to personality • 4 Basic Traits
– Dominance – exertion of power over people, events
– Extroversion – social interactions – Patience – pace of activity – Formality – attention to rules, structure
“Big Five” Personality Dimensions (Fisher, et. al.)
1. Extraversion --- introversion 2. Friendliness, agreeableness ---
hostility, non-compliance 3. Neuroticism --- emotional stability 4. High conscientiousness ---
low conscientiousness 5. High openness to experience --- low
openness to experience
Note on Hiring - Roberts
Also think about: • Types, set of tasks performed • Traits that will translate into good
performance • Personalities and management styles of
peers, superiors, subordinates
Note on Hiring - Roberts
Motivation • How much effort will he/she apply? • Goals • Interests • Energy
Note on Hiring - Roberts
The Interview • All appear successful! • Digging behind to get facts • Forming opinion of success
patterns • Interviewer must have an agenda
Note on Hiring - Roberts
Agenda • Verify and expand on information • Have agenda: don’t let resume be it • = only opportunity to probe
personal factors • Probe responsibilities • Look for translation to success
Note on Hiring - Roberts
Interview Strategy • Topic opener: “Tell me about…Describe..” • Self-appraisal
– Follow up to opener – Specific behavior, thinking – Particular qualities leading to success – Test link between self-assessment and behavior
• Situation-based questions
Note on Hiring - Roberts
Situation-based Questions • Problem – how dealt with • Continuum – self-assessment (patient v.
demanding) • Comparison – ask for views on different
situations related to job • Future assessment – projecting
performance
Effective Structured Interview Formats
• Situational Interview – What would you do if two of your
subordinates were having a conflict? • Behavior Description Interview
– Tell me about a time two of your subordinates were having a conflict. • What did you do? • How well did it work? • What else did you try?
Figure 8.7 Cone Method of Semistructured Interviewing
(Fisher, et. al.)
The Interview
• Interrater reliability of interviews may be low • Validity of interviews depends on structure
– Unstructured interviews are least valid – Semi-structured interviews have some pre-
planning and some tailoring to the candidate – Structured interviews (same questions asked of
each candidate) based on a job analysis are most valid
Improving the Interview
• Base questions on a thorough job analysis • Use a more structured format • Use situational and/or behavior description questions • Have interview conducted by a trained panel of
interviewers • Assess only qualities that are visible in interviews
Selecting Managers
• Assessment Centers – Multiple assessees – Multiple assessors – Multiple exercises: In-basket test,
leaderless group discussion, interview, tests
• Valid but expensive
Benefits of Careful and Strategic Selection
• Tradeoff with training/socialization – Hire more carefully, less training may be needed – Hire less carefully, train more afterwards
• Improved performance • Effective strategy implementation
– Hire the kind of people needed to implement strategy
• Sustainable competitive advantage – Match strategy to the unique human resources
you have
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Interviewer Errors and Biases
– Similarity Error (favorable predisposition to someone similar)
– Contrast Error (comparing to previous candidate, not objective standard)
– Overweighting of Negative Information – Race, Sex, and Appearance Bias – First Impression Error – Halo Error (overall impression or single dimension
influences others)
– Nonverbal Factors – Faulty Listening and Memory
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Table 8.9 Average Validity and Incremental Validity of Selection Devices
Source: Data from F.L. Schmidt and J.E. Hunter, “The Validity and Utility of Selection Methods in Personnel Psychology: Practical and Theoretical Implications of 85 Years of Research Findings,” Psychological Bulletin, Vol.124, 1998, pp. 262-274. Note that the correlations in the second
column are correct upwards to account for restriction in range and unreliability in the measurement of performance.
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Source: Based on a survey of 303 HR Professionals, from HR Magazine, December 1996, p. 53. Data on Internet recruiting is from HR Focus,May 2000, p. 8
Table 6.2 Effectiveness of Recruitment Methods
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Other Exercises… • What is the defined
labor market you intend to reach?
• What method(s) will you use to reach this target audience?
• How will you attract qualified candidates to apply?
• Justify how your recruiting plan is appropriate and cost-effective for the job(s) to be filled.
• What selection process will you use?
A - Chili’s restaurant chain wants to grow faster & has a target of 10-12 percent per year. The main impediment is the difficulty of recruiting enough qualified restaurant managers.
B - The Transportation Security Administration must hire 55,000 highly reliable airport security staff within 10 months. How should such a mass hiring operation be managed?
C - A U.S.-based manufacturer of agricultural chemicals needs a regional manager to spearhead entry into the Southeast Asian market.