SECTION 04 Recruitment Apprehend the importance of employment branding and its profound impact. LESSON OBJECTIVES Calculate recruitment yield ratios. Identify the benefits of internal and external sourcing. Evaluate recruitment effectiveness and efficiencies through measurement. EMPLOYMENT BRANDING Pg. 89 Employment branding consists of projecting an image that makes people want to work for the company. Value Proposition • Communicate the company’s culture, values, and objectives, and build the public image of the organization. • Provide an honest picture of the company’s work environment. • Tie the company’s employment brand to its product brand. DETERMINING RECRUITMENT NEEDS & OBJECTIVES Pg. 90 Recruiting activities do not occur until someone decides what kind of employees are needed and how many. Process: • Formulating a recruiting strategy • Searching for job applicants • Screening out those who are obviously unfit • Maintaining an applicant pool YIELD RATIOS Pg. 91 Help organizations decide how many candidates they need to recruit for each job opening. Ratio that shows the number of applicants at one stage of the recruiting process who move to the next stage. QUALITY OF HIRE Pg. 92 Method used to evaluate the effectiveness of an organizations hiring process. Metric/ Evaluation Considerations: • On-the-job performance • Retention rate • Performance appraisal score • Relationship between interview and performance (predictive validity) • Customer service score • 360-degree feedback score • Talent scorecard • Rate of salary increase • Performance error rates • Inclusion in succession plan promotion rate • Promotion frequency average bonus INTERNAL VS. EXTERNAL RECRUITING Pg. 92 What are the advantages and disadvantages of both internal and external hiring? Internal Recruiting Sources: External Recruiting Sources: • Job posting and bidding • Employee referrals • Current and former employees • Internet recruiting • Social media • College recruiting • Labor unions • Trade and professional associations • Public employment agencies • Private employment agencies • Media • Temporary agencies • Job fairs, open houses KNOWLEDGE CHECK A policy of promoting people from within the company does all of the following EXCEPT A) Creates greater motivation B) Increases satisfaction C) Stimulates greater company loyalty D) Contributes greater insight and fresh ideas Congratulations, you have SECTION 05 Selection Explain and illustrate the operational definitions of reliability and validity. LESSON Identify strengths and weaknesses OBJECTIVES among the various types of interviews. Differentiate between pre-employment tests and assessment tools. Explain selection procedures. SELECTION Pg. 107 Time and money put into the selection process should be balanced with the cost of making a poor hiring decision. Selection Principles: 1. Understanding that past behavior is the best predictor of future behavior. 2. Collecting as much reliable and valid data as economically feasible. SELECTION PROCESS Pg. 108 Placement on the job *Typical Steps in the Post-offer medical exam Selection Process Selection decision Final interview Drug testing ReferenceReference checks Employment testing Interviews ApplicationApplication blanksblanks PreliminaryPreliminary screening Reject applicant RECRUITMENT MANAGEMENT AND Pg. 108 APPLICATION TRACKING SYSTEMS Applicant Tracking Systems are sophisticated integrated systems to organize and track applicant status. ATS Tasks • Post job listings • Collect and store applicant information • Screen and assess applicants • Integrate with recruitment and selection process • Connect to background screening • Manage recruitment and selection events • Notify applicants • Integrate with HRIS • Generate reports RELIABILITY Pg. 109 Reliability refers to consistency of a measure or repeatability. Causes driving un-reliability: 1. The selection instrument may be ambiguous and unclear. 2. The person using the measuring instrument may not have a clear perception of the behavior being measured or a well- defined standard to use as a basis for making an evaluation. 3. The behavior being evaluated may be an unstable phenomenon that changes from time to time, such as personal feelings, rather than a stable personality characteristic. RELIABILITY – Pg. 109 OPERATIONAL DEFINITIONS • Test-retest Reliability • Alternate-forms Reliability • Split-halves Reliability • Conspect (inter-rater) Reliability KNOWLEDGE CHECK When two forms of the same test are given to job applicants to test for reliability, this is known as A) Double reliability B) Inter-rater reliability C) Test- retest reliability D) Alternate-forms reliability VALIDITY Pg. 112 The extent to which a predictor variable is correlated with a criterion variable. VALIDITY – Pg. 112 OPERATIONAL DEFINITIONS • Predictive Validity • Concurrent Validity • Content Validity • Construct Validity • Synthetic Validity Pg. 113 Predictive Validity E M P L O Y M E N T TI M E L I N E Application Hiring Orientation On-the-job Process Training Performance Collect predictor data on Collect criteria (performance data) job applicants from present employees Concurrent Validity E M P L O Y M E N T TI M E L I N E Application Hiring Orientation On-the-job Process Training Performance Collect predictor data and criteria data at the same time from present employees VALIDATING A SELECTION PROCESS Pg. 115 The Uniform Guidelines describe three major strategies for validating a selection process: • Criterion-related validity • Content validity • Construct validity KNOWLEDGE CHECK If the scores for a large sample of current employees on a new mental ability test are highly correlated with their scores on two well- established mental ability tests, then the new test would possess A) Content validity B) Concurrent validity C) Predictive validity D) Construct validity LEGAL & PRIVACY ISSUES Pg. 119 The EEOC cautions employers about obtaining certain kinds of information unless they can demonstrate a business necessity. • Height and weight • Marital status • Educational level • English language skills • Names of friends/relatives working for the employer • Arrest records • Conviction records • Discharge from military service • Citizenship • Economic status • Availability to work weekends/holidays • Previous use of medical leave • Disabilities INTERVIEWS Pg. 123 The major purpose of an employment interview is to gather information for making a selection decision. • Patterned • Stress • Semi-structured • Virtual • Situational • Group • Targeted- selection • Board or panel • Non-directive PRE-EMPLOYMENT TESTING Pg. 130 The major purpose of an employment interview is to gather information for making a selection decision. • achievement tests • aptitude and ability tests • motor and physical abilities test • personality tests & interest inventories • honesty and integrity tests KNOWLEDGE CHECK The type of interview that requires the LEAST training for effective use is the A) Structured interview B) Semi-structured interview C) Unstructured interview D) Stress interview ASSESSMENT CENTERS Pg. 135 Methods for identifying management potential. • In-basket Exercise • Group Discussion • Individual Tests • Interviews • Business Games EXPECTANCY CHARTS Pg. 138 A method of illustrating the validity of a test and for interpreting test scores in terms of the probability of successful performance. BACKGROUND INVESTIGATIONS Pg. 139 Investigate the backgrounds of prospective employees. • previous employment • educational credentials • criminal activities • credit records • general character KNOWLEDGE CHECK A chart showing the probability that an individual will be a successful performer given different scores on a test is called A) Individual expectancy chart B) Institutional expectancy chart C) Individual probability chart D) Applicant prediction chart REFERENCES Pg. 137 The qualified privilege doctrine allows previous employers to describe former employees’ work records to prospective employers provided the information is factual and relevant and serves a legitimate business purpose. NEGLIGENT HIRING Pg. 142 Claiming that employers knew, or should have known, that their employees were dangerous. MEDICAL EXAMS Pg. 144 • Physical examinations • Drug Testing VALIDATION & EVALUATION OF A SELECTION PROCESS Pg. 147 The costs of using a predictor should be weighed against the benefits expected from it. The benefits are determined by three factors • Selection Ratio • Validity Coefficient • Base Rate of Success NEGOTIATING EMPLOYEE AGREEMENTS Pg. 150 Once the candidate has been selected, a formal job offer needs to be negotiated. The employment agreement should describe the starting salary, company benefits, and other terms and conditions of work. Principles for improving negotiations: 1. Analyze the interests of both parties. 2. Plan the negotiation strategy. 3. Gather information. 4. Be creative. 5. Avoid making unilateral concessions. 6. Know when to walk away. KNOWLEDGE CHECK The usefulness of a predictor is determined by A) Selection ratio, level of the job, reliability B) Validity coefficient, selection ratio, reliability C) Base rate of success, validity coefficient, selection ratio D) Job description, job specification, validity of predictor Congratulations, you have .