RECRUITMENT

13.03.2015,Friday

PURPOSE OF RECRUITMENT

Activities that will identify potential employees, communicate job and organizational attributes to them and

convince them to apply

Key to success is finding qualified individuals who have knowledge, skills and abilities (competencies) to do the job

Effective recruiting will free managers to spend more time and effort on other management activities

RECRUITMENT PROCESS1. Decide on the objective for the recruiting process

(quick hiring with few applicants or recruit a large number of applicants for best match)

2. Identify the best sources for recruitment

3. Craft the recruitment message

4. Familiarize oneself with the job duties and requirements of the position

In small business, managers are involved in all stages. In large businesses, recruiters take the lead

INTERNAL RECRUITMENT

Gives opportunities for promotion to employees within the company

Word of mouthWord of mouth is simplest, but not always most effective

Job postingJob posting is most common formal method; posting note on bulletin board, note in company newsletter, or

on company intranet

Succession planning and replacement chartsSuccession planning and replacement charts

RehiringRehiring

OTHER METHODS OF SOURCING INTERNAL

CANDIDATES

Performance appraisals or supervisor feedback on candidates

Information about other job and career opportunities internally

Intranet based one-to-one career coaching and development information

Career management tools, self assessments, a resume builder, information on seeking jobs internally

Program provided savings about $ 14 millions in few years.

PROS AND CONS OF INTERNAL RECRUITMENT

Pros: Most cost-effective Existing employees already familiar with company and its culture Employees motivated by opportunities for advancement Managers have access to applicants’ past performance

Cons: Sometimes companies want new ideas Need for diversity

EXTERNAL RECRUITMENT

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Advertising

Recruiting via the Internet

Employment Agencies

Temp Agencies and Alternative Staffing

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Executive Recruiters

College Recruiting

Referrals and Walk-ins

Locating Outside Candidates

Sourcing

EXTERNAL RECRUITMENT

Source should be dictated by nature of the job, location, and skill level needed

Relevant labor market: Location in which one can reasonably expect to find a sufficient supply

of qualified applicants

EXTERNAL RECRUITMENT: RECRUITING VIA THE INTERNET

Kariyer net etc.Company Web sites may contain a “Careers” link

design and content of these sites are important because they convey information about the culture of the organization.

Detail job descriptions, information about career paths lead to favorable perceptions

EXTERNAL RECRUITMENT: RECRUITING VIA THE INTERNET

Advantages Cost-effective way to publicize job openings More applicants attracted over a longer period Immediate applicant responses Online prescreening of applicants Links to other job search sites Automation of applicant tracking and evaluation

Disadvantages Excessive number of unqualified applicants Personal information privacy concerns of applicants

ADVERTISING

The Media Choice

Selection of the best medium depends on the positions for which the firm is recruiting. Should use multiple sources and keep them up-to-date

Newspapers (most popular): local and specific labor markets (Sunday vs. weekday) Downside is expense

On-line job posting on bulletin boards at colleges, or professional organizations

Trade and professional journals: specialized employees

Internet job sites: global labor markets

COLLEGE RECRUITING

Sending recruiters to college campuses to attract employees right out of college

Recruiters usually have multiple openings

May speak to student organizations or alumni groups

Internships are sometimes offered to evaluate performance and allow student to get to know organization

Business- College joint projects

EMPLOYMENT AGENCIES AND SEARCH FIRMS

May benefit small HR departments to make recruiting process more efficient

Public employment agency????

Private employment agencies provide job search assistance for a fee

Contingency recruiting agencies are paid a fee or percentage of new hire’s salary (% 20 – 30)upon completion of search and placement. 90 days to one year guarantee is given

SEARCH FIRMS (CONT’D)

Retained agencies paid a payment by employer to conduct job search (also called executive search firms or headhunters). There is upfront payment and the rest is paid at different times

On-demand recruiting services charge based on time spent (weekly, monthly) recruiting rather than per hire for large number of recruitment needs

OTHER RECRUITMENT SOURCES (CONT’D)

• Temporary Employees may often become permanent employee (temp to hire)

• Employee Referrals(Recomendation)—employees can receive a bonus if their referral is hired and many referrals tend to have lower turnover and greater job satisfaction

PROS AND CONS OF EXTERNAL RECRUITMENT

-More costly than internal recruitment

-May upset existing employees if internal applicants don’t get the job

+Give firm the opportunity to bring in employees with fresh perspective

+Allows company to target specific competencies that current employees may not possess

PREPARING RECRUITMENT ADVERTISEMENTS

Creating a value proposition will help applicants differentiate one company from another

Recruitment value proposition should include: Information about job’s duties, working environment,

rewards Company’s corporate image and values Level of compensation and leadership development

opportunities Social responsibility

Helps an applicant understand what day-to-day life in the firm will be like

APPEAL OF THE RECRUITMENT MESSAGE

Not all applicants will focus on same things when seeking a new job:

Company’s cultureDevelopment of their careersOpportunities to create innovative productsValues of work/life balanceTasks of the job itselfBenefits and compensation level

WRITING THE RECRUITMENT MESSAGE

Starting point is to answer “why a highly talented Starting point is to answer “why a highly talented person would person would want to workwant to work at the company?” at the company?”

1. Individuals are attracted to jobs for which they have more information

Little information in the ads imply that company does not value its employees highly enough

2. Convey the value proposition and company-related information

3. Create a positive “story” about why employees would want to work for company

Include brief description of job, minimum requirements and competencies sought

Gear a high quality message to target audience

4. Effective Ads Create attention, interest, desire, and action (AIDA). Create a positive impression of the firm.

MİNİMUM REQUİREMENTS FOR A JOB ADV

ContentJob titleBrief description of dutiesMinimum education, experience and skill levels requiredSpecial criteria like extensive tavel or relocationBrief overview of the companyBenefits providedWritingStart with an attention-getter (Looking for a great place to work?)Use proper grammer and punctuationMinimize the use of abbreviationsKeep it focusedAvoid discriminatory language (young and energetic employees sought)ApplyingHow to applyWhere to applyDeadlinePrivacy promise

Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

Ineffective and Effective Web Ads

RECRUITERSIncludes professional recruiters and managers

involved in identifying and attracting employees

Personality of recruiter (warmer) and knowledge about job and company are important

Need to be trained on value proposition, and issues about false representation

RECRUITMENT FOLLOW UP

Maintaining communication with prospective employees conveys your company’s interest in them

The way you communicate affects company image

Let each applicant know their status by sending a personalized letter

Measure effectiveness of recruitment effort with yield ratio (ratio of number selected to number applied)cost-per-hire, time to fill, and managers’ feedback

CHOICE OF RECRUITMENT METHODS

Word-of-mouth (employee referrals) is low-cost

Trade publications and Web sources target individuals with specific backgrounds or skills

More established firms have more formal recruitment processes

MANAGING RECRUITMENT

Smaller companies require managers take lead in recruitment process

Larger companies will have staffing departments

Companies should focus on specific job information, reputation of company, and compensation and benefits package

ETHICS AND REGULATORY ISSUES

Code of ethics should be shared with applicants during recruitment process

Poaching (taking employees from competitors) may backfire when new employees leave for the next best offer

Recruitment activities cannot discriminate, firms should use multiple sources for applicants

Recruiters should be trained on behavior and what questions to ask job applicants

Careful attention to recordkeeping of resumes and applications

HOMEWORK

Pick an employee add from an HR section of a newspaper

Analyze the add in terms off its source (is it the best source to post this ad?) format information givenvalue proposition offered

Please attach the add to your analysis when you hand in your homework

SELECTION20.03.2015,Friday

SELECTION AND PERFORMANCE

1. Hiring manager has ultimate responsibility for selection of employees, not HR manager

2. Performance of company is directly correlated to employees hired and the competencies they bring to the job

3. Employees who are not a good fit tend to make mistakes and/or leave often resulting in lost customers and money

WHY CAREFUL SELECTION IS IMPORTANT

Organizational performance

Costs of recruiting and hiring

The Importance of Selecting the Right

Employees

Legal obligations and liability

SELECTION

Systematic process of deciding which applicants to hire, promote or move to other jobs

1. Prediction—selecting an applicant that can do the job or learn to do it well

2.Internal selection is moving current employees into vacant positions

PERSON-JOB FIT

1. A good match between applicant’s CSAs and interests with those of the job

2. Satisfied employees tend to be more productive

3. A strong fit maximizes the benefits for employees and the organizations for which they work

SELECTION METHODSInitial screening involves reviewing the information provided

by applicants to decide which applicants are worthy of consideration

Review application form answers and resumes Conduct screening interviews

Final screening is taking a more in-depth look at applicants. Final screening narrows down number of candidates to enable final selection

Use employment tests Conduct interviews Conduct reference and backgroud checks Use “assessment centers” Drug tests, medical examinations

SCREENING INTERVIEWS

1. Calling applicant and conducting a short telephone interview

2. Confirms person is still looking for a job

3. Provides clues about person’s oral communication skills

USE OF TESTS İN SELECTİON PROCESS

Use tests as supplements Check the reliability and validity of the test in

Turkish Culture Ask other firms who uses these tests for referance

before you start to use one Use a certified person or rather a psychologist for

personality inventories

TYPES OF TESTSTYPES OF TESTS

Aptitude TestsMotor and physical abilities

Personality and interests

What Different Tests Measure

Currentachievement

Basic talents & abilitis

Endurance, strength or general fitness

Personality traits &

characteristics

Current knowledge or skill level

TYPES OF TESTSTYPES OF TESTS

Cognitive abilities

Work sample test

Knowledge tests

What Different Tests Measure

Combined tests

Reasoning, memory,

comprehension

Sample of work

representative of the job

Mastery of subject matter

WHEN TO USE EMPLOYMENT TESTS

1. Current selection process does not result in quality of employees desired

2. Turnover or absenteeism is high

3. Current selection methods do not meet professional or legal standards

4. Productivity is low

5. Errors made by employees could have safety, health, or financial consequences

COPYRIGHT © 2010 PEARSON EDUCATION, INC. PUBLISHING AS PRENTICE HALL 5-38

Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 7–39

SELECTION INTERVIEW FORMATS

Interviewstructure

Interview administration

Selection Interview Characteristics

Interviewcontent

INTERVIEW ADMINISTRATION

Face to FaceInterview

GroupInterview

InformalInterview

Types of Interview Administration

PanelInterview

Several people interviewing applicant at the same time

One or several people interviewing more than one applicant at the same time

Often takes place outside of the office

Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall7–41

SELECTION INTERVIEW STRUCTURE

Unstructured (nondirective)

interview

Structured (directive)interview

Interview Structure Formats

No set format to follow, no guide to score answers

Job oriented questions, acceptable answers and how the responses will be rated are written beforehandMore reliable and validReduces subjectivityConsistentency across applicants

Ask questions about the job content

INTERVIEW CONTENT

Situational interview

Behavioral interview

Job-related interview

Types of Questions Asked

Stress interview

Ask what his behavior would be in a given situation

Ask how they reacted to actual situations in the pastWhat did you do?........

Make applicant uncomfortable by asking rude questions occasionallyZero in on weaknesses

Examples of Questions

Situational Questions

1.Suppose a more experienced coworker was not following standard work procedures and claimed the new procedure was better. Would you use the new procedure?

2.Suppose you were giving a sales presentation and a difficult technical question arose that you could not answer. What would you do?

Past Behavior Questions

3.Based on your past work experience, what is the most significant action you have ever taken to help out a coworker?

4.Can you provide an example of a specific instance where you developed a sales presentation that was highly effective?

COMPETENCY BASED INTERVİEWS

Competency based interviews are structured behavioral interviews that are designed to seek if the candidate has certain key competencies that are important in conducting a certain job.

The interviewer tries to figure whether the candidate got the right skills and strengths to do the job by asking the candidate to provide real life examples as the basis of his/her answer

These interviews are based on the premise that past behaviour is a good predictor of future behaviour. The idea is that how one behaved in past situations will be a good indicator of how she/he will behave in future situations.

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COMPETENCY BASED INTERVİEWS

CBI’s are more systematic than unstructured interviews. Candidates are asked questions relating to their behaviour in specific circumstances, which they then need to back up with concrete examples.

The answer is then matched against pre-decided criteria and marked accordingly.

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EXAMPLE: COMPETENCY BASED İNTERVİEW QUESTİON

Adaptability (for project management) ***Tell us about a situation in which you had to adjust to changes over which you had no control? How did you handle it?***What do you do when priorities change quickly? Give one example of when this happened.

RatingStays calm in the face difficultiesDevelops strategies, not plans (seeks alternative options without deviating from project scope)Thinks quickly and responds to sudden changesKeeps a positive attitude towards all courses of actionReprioritizes workload when faced with unexpected changes

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EXAMPLES: COMPETENCY BASED İNTERVİEW QUESTİONS

Initiative (for business or market development)***Describe a project or idea that was implemented primarily

because of your efforts. What was your role? What was the outcome?

***Give some instances in which you anticipated problems and were able to influence a new direction

Communication (for deal negotiation)***Describe a situation in which you were able to effectively

“read” another person and guide your actions by your understanding of their individual needs or values

***Describe a situation where you felt you had not communicated well. How did you correct the situation?

COPYRIGHT © 2010 PEARSON EDUCATION, INC. PUBLISHING AS PRENTICE HALL 5-48

BIASES AND ERRORS OF INTERVIEWERS

Impression management -self

promotion, ingratiation

Applicant’s personal

characteristics (gender,

attractiveness etc.)Interviewer’s inadvertent

behavior(demographic

similarity, playing the psychologist

etc.)

Factors Affecting An Interview’s

Usefulness

Halo effect- first impressions affect

the other attributes

Interviewer’smisunderstanding

of the job

Contrast Effect – Candidate order

affects the evaluation

OTHER SCREENING TECHNIQUES

Reference checks—potential employer can contact applicant’s references to verify information (applicants should sign release form granting permission)

Background checks—verifying information provided during the application process or to obtain additional information (education, criminal check, credit reports)

DRUG AND MEDICAL TESTS

Drug testing is used extensively in some countries

Medical exams can only be required after an offer of employment has been made

STRATEGY AND SELECTION PRACTICES

Company’s strategy and core competencies required of all employees

Low-cost strategy might focus on efficiency and productivity using simple application, short interview

Differentiation might focus on customer service using role plays, situational interviews, etc.

TECHNOLOGY AND SELECTION

Applications are completed at a computer kiosk

Computer based personality or situational judgment questionnaire used for screening interview

Applicants call in to respond to questions

Reference and background checking may now be done by companies online

GLOBALIZATION AND SELECTION

Hiring increasingly large numbers of international employees to work domestically

Selecting internal candidates to send to other countries

Hiring host-country nationals to work in host countries

Hiring international employees to work for company abroad

COPYRIGHT © 2010 PEARSON EDUCATION, INC. PUBLISHING AS PRENTICE HALL 5-53

HOMEWORK: PREPARİNG QUESTİONS TO ASK DURİNG AN INTERVİEW

Use the job descriptions you have done as homework to write questions, you would ask to an applicant during an interview if you were to select someone for that position.

Hint: Review the responsibilities and competencies sections carefully.

Write 3 behavioral and 3 situational questions.

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