5

Recruiting and
Selecting Employees

© 2004 by Prentice Hall 5-1

Terrie Nolinske, Ph.D.
 HR Challenges in
Recruiting and
Selecting Employees
• What are advantages / disadvantages of
internal and external recruiting?
• What are steps in the selection process?
• How can staffing decisions minimize
hiring / promotion of the wrong people?
• What are some legal constraints of the
hiring process?
© 2004 by Prentice Hall 5-2
Terrie Nolinske, Ph.D.
 Methods: Forecasting HR Demands

• Quantitative Techniques
identify historical predictors
and look at size of workplace

• Judgmental Techniques
collect info and subjectively weigh it

© 2004 by Prentice Hall 5-3

Terrie Nolinske, Ph.D.
 Methods: Forecasting HR Supply

• Quantitative Techniques
estimate internal labor supply by turning
movement of labor into transition
probabilities (Markov analysis)

• Judgmental Techniques
• performance reviews
• succession planning
• vacancy analysis
© 2004 by Prentice Hall 5-4
Terrie Nolinske, Ph.D.
 Challenges in Hiring

• What are key

performance
characteristics?

• What is the applicant’s

ability / motivation?

• Who will be involved

in selection / hiring?
© 2004 by Prentice Hall 5-5
Terrie Nolinske, Ph.D.
 Employee Recruitment

Generating
a pool
of qualified
candidates
for a job.
© 2004 by Prentice Hall 5-6
Terrie Nolinske, Ph.D.
 Recruitment Resources
• Current / Former employees
• Regional EEO office
• State Department of Rehabilitation
• Student and alumni associations
• Community organizations
• Multicultural associations
• Professional associations
• Church organizations

© 2004 by Prentice Hall 5-7

Terrie Nolinske, Ph.D.
 Hire Internally

• know them, they you

• cost / training
• peer to boss move
• fresh perspective

Hire Externally
• fresh perspective
• training time
• resentment from inside
© 2004 by Prentice Hall 5-8
Terrie Nolinske, Ph.D.
 Employee Selection

Selection is the process of making

a “hire” or “no hire” decision
regarding each applicant for a job.

© 2004 by Prentice Hall 5-9

Terrie Nolinske, Ph.D.
 Selection Tools

• Letter of recommendation
• Application forms
• Ability tests
• Personality tests
• Psychological tests

© 2004 by Prentice Hall 5 - 10

Terrie Nolinske, Ph.D.
 Selection Tools
Interviewers must always

…be prepared
…put applicants at ease
…remain unbiased and open
…ask result-oriented questions
…use silence selectively
…close the interview with care

© 2004 by Prentice Hall 5 - 11

Terrie Nolinske, Ph.D.
 Selection Tool: Interview ??s

• Structured Interviews
• Unstructured Interviews
Situational ??s
Job knowledge ??s
Worker requirement ??s

© 2004 by Prentice Hall 5 - 12

Terrie Nolinske, Ph.D.
 To Hire a Team Player…

Assess applicant’s ability to

• recognize and resolve conflict
• problem-solve
• communicate openly and
supportively
• coordinate activities
• collaborate
• follow-through
© 2004 by Prentice Hall 5 - 13
Terrie Nolinske, Ph.D.
 Selection Tools

• Assessment centers
• Drug tests
• Honesty tests
• Reference checks

© 2004 by Prentice Hall 5 - 14

Terrie Nolinske, Ph.D.
 Employee Socialization

• Orient new employees to policies,

procedures, organization, department,
and performance expectations.
• Assign resource person or mentor

© 2004 by Prentice Hall 5 - 15

Terrie Nolinske, Ph.D.
 Legal Issues in Staffing

• Discrimination
• Affirmative Action
• Negligent hiring

© 2004 by Prentice Hall 5 - 16

Terrie Nolinske, Ph.D.
 To Avoid Liability…

• Develop clear policies on hiring

• Develop clear policies on discipline
• Develop clear policies on separation
• Be familiar with local, state, and federal
laws

© 2004 by Prentice Hall 5 - 17

Terrie Nolinske, Ph.D.
 Case

You are applying for the position of

professor at a university.

Describe what you would believe to be a

total selection process that would give
you a fair opportunity to demonstrate your
abilities and potential.

© 2004 by Prentice Hall 5 - 18

Terrie Nolinske, Ph.D.