RECRUITING AND SELECTION

UNIT 04

NGÔ QUÝ NHÂM

WHAT DO I NEED TO KNOW?

1. Describe recruitment policies organizations use to make job vacancies more attractive.

2. List and compare sources of job applicants.3. Identify the elements of the selection process.4. Define ways to measure the success of the selection

method.5. Compare the common methods used for selecting

human resources.6. Describe major types of employment tests.7. Discuss how to conduct effective interviews.8. Explain how employers carry out the process of making

a selection decision.

RECRUITING & SELECTION

vRecruiting: any activity carried on by the organization with the primary purpose of identifying and attracting potential employees.

vPersonnel Selection: the process through which organizations make decisions about who will or will not be allowed to join the organization.

PERSONNEL POLICIES

Internal versus external recruiting

Lead-the-market pay strategies

Image advertising

Several personnel policies are especially relevant to recruitment:

RECRUITMENT SOURCES: INTERNAL SOURCES

vJob Posting: the process of communicating information about a job vacancy:• On company bulletin boards• In employee publications• On corporate intranets• Anywhere else the organization communicates with

employees

ADVANTAGES OF INTERNAL SOURCES

1. Applicants who are well known to the organization.2. Knowledgeable about the organization’s vacancies

minimizes the possibility of unrealistic job expectations.

3. Cheaper and faster than looking outside the organization.

ONE IN THREE POSITIONS AREFILLED WITH INSIDERS

RECRUITMENT SOURCES: EXTERNAL SOURCES

Direct applicants

Referrals

Advertisements in newspapers and magazines

Electronic recruiting

Public employment agencies

Private employment agencies

Colleges and universities

EXTERNAL RECRUITING SOURCES –PERCENTAGE OF EMPLOYEES HIRED

EVALUATING THE QUALITY OF A SOURCE

v Yield Ratios: A ratio that expresses the percentage of applicants who successfully move from one stage of the recruitment and selection process to the next.

v Cost Per Hire: Divide total cost of the source by the number of people hired to fill that type of vacancy.

RESULTS OF A HYPOTHETICAL RECRUITING EFFORT

PERSONNEL SELECTION

vPersonnel Selection: the process through which organizations make decisions about who will or will not be allowed to join the organization.

DISCUSION

Bril

liant

Dumb

Energetic Lazy

Who do you want to select and for what type of job?

Hammerstein-Equord Matrix

DISCUSIONB

rillia

nt Appoint to the generalstaff

Appoint to the Highest Leadership Posts

Dumb

DangerousUse under certain

circumstances

Energetic Lazy

Hammerstein-Equord Matrix

STEPS IN THE SELECTION PROCESS

CRITERIA FOR MEASURING THE EFFECTIVENESS OF SELECTION TOOLS AND METHODS

The method provides reliable information.

The method provides valid information.

The information can be generalized to apply to the candidates.

The method offers high utility.

The selection criteria are legal.

CRITERION-RELATED MEASUREMENTS OF A STUDENT’S APTITUDE

The Figure shows an example of a company comparing two measures – an intelligence test and college grade point average – with performance of sales representative. Which one is more valid?

LEGAL STANDARDS FOR SELECTION

vIn many countries, all selection methods must conform to existing laws and legal precedents.

vIn Vietnam, there is still no specific act/law that form requirements in selection

GATHERING BACKGROUND INFORMATION

Application Forms Résumés

Reference Checks

Background Checks

APPLICATION FORMS

vA low-cost way to gather basic data from many applicants.

vIt ensures that the organization has certain standard categories of information:²Contact information²Work experience²Educational background²Technical experience²Memberships in professional or trade groups

EMPLOYMENT TESTS

Aptitude tests: assess how well a person can learn or acquire skills and abilities.

Achievement tests: measure a person’s existing knowledge and skills.

EMPLOYMENT TESTS AND WORK SAMPLES

Employment Tests &

Work Samples

Physical Ability Tests

Cognitive Ability Tests

Job Performanc

e Tests

Work Samples

Personality Inventories

Honesty Tests

Drug Tests

Medical Examination

s

QUIZ

vDoes personality have impact on job performance?

vShould company test applicants’ personality and make selection decision on the basis of this test result?

FIVE MAJOR PERSONALITY DIMENSIONS MEASURED BY PERSONALITY INVENTORIES

INTERVIEWS

Interviewing Techniques

Nondirective Interview

Structured Interview

Situational Interview

Behavior Description

Interview

INTERVIEWING EFFECTIVELY

1. Be prepared2. Assign responsibilities3. Put the applicant at ease4. Ask about past behaviors5. Figure out what your employees do, and ask

questions that look for similar behaviors6. At the end of the interview, make sure the

candidate knows what to expect next

BEHAVIORAL INTERVIEW TECHNIQUES(STAR INTERVIEW)

What?(Situations,

Tasks)

How?(Actions)

What is result?(Results, learning)?