CHAPTER 4

EMPLOYEE SELECTION;
RECRUITING AND INTERVIEW

GROUP 3 4
 EMPLOYEE RECRUITMENT

An important step in selecting employee is recruitment, attracting people with the right
qualification to apply for the job.

External Recruitment
Recruiting employees from outside the organization
Internal Recruitment
Recruiting employees already employed by the organization
Media Advertisement
Newspaper Ads
Respond by calling
Apply in-person ads
Send-resume ads 4
Blindbox ads
TEAM 2
Writing Recruitment Ads
Electronic Media

Three main reasons why organizations use blind boxes

- the organization doesn't want its name in public
- the company might fear that people wouldn't apply if they knew the name of the
company.
- a company needs to terminate an employee but wants first to find a replacement.

Point-of-Purchase Methods
Posted in places where customers or current employees are likely to see them: store
windows, bulletin, boards, restaurant placemats, and the sides of trucks.
4

GROUP 3
Recruiters

Campus Recruiters
Many organizations send recruiters to college campuses to answer
questions about
themselves and interview students for available positions.
Outside Recruiters
More than 75% of organizations use such outside recruiting sources as private
employment agencies, public employment agencies, and executive search firms
(SHRM, 2001b). Private employment agencies and executive search firms are
designed
to make a profit from recruitment activities, whereas public employment
agencies are
operated by state and local public agencies and are strictly nonprofit. 4

GROUP 3
Recruiters

Employment Agencies and Search Firms

Employment Agencies
Employment agencies operate in one of two ways. They charge either the
company
or the applicant when the applicant takes the job. The amount charged usually
ranges
from 10% to 30% of the applicant’s first-year salary.

GROUP 3
RECRUITERS

Executive Search Firms

Executive search firms, better known as “head hunters,” differ from employment agencies in
several ways. First, the jobs they represent tend to be higher-paying, non- entry-level positions
such as executives, engineers, and computer programmers.

Public Employment Agencies

The third type of outside recruitment organization is state and local employment agencies. These
public employment agencies are designed primarily to help the unemployed find work, but they
often offer services such as career advisement and résumé preparation.
RECRUITERS

Employee Referrals
Another way to recruit is by employee referral, in which current employees recom-
mend family members and friends for specific job openings. Surveys investigating this
referral method indicate that about 50% of private organizations have formal referral
programs and 66% use employee referrals in some way (Burke, 2005b).

Direct Mail
Because direct mail has been successful in product advertising, several organiza-
tions have used it to recruit applicants, especially those who are not actively job
hunting. With direct-mail recruitment, an employer typically obtains a mailing list
and sends help-wanted letters or brochures to people through the mail. Although
direct mail recruitment seems to be an “old school” technique, it is still used as it
reaches audiences such as passive job seekers that many electronic methods such
as job boards do not.
RECRUITERS

Internet
The Internet continues to be a fast-growing source of recruitment. Internet recruiting efforts
usually take one of three forms: employer-based websites, job boards, and social networking
sites.

Employer-Based Websites
With employer-based websites, an organization lists available job openings and pro- vides
information about itself and the minimum requirements needed to apply to a particular job.
Though the level of sophistication varies across organization websites, on most, applicants can
upload their résumés, answer questions designed to screen out unqualified applicants, and then
actually take employment tests.
RECRUITERS

Job Boards
A job board is a private company whose website lists job openings for hundreds or
thousands of organizations and résumés for millions of applicants. The largest Inter-
net recruiter, Indeed, had more than 36 million unique U.S. visitors per month in
2013. Although small organizations are as likely as larger ones to recruit employees
through their webpages, larger organizations are more likely to use job boards (Haus-
dorf & Duncan, 2004).
RECUITERS

Social Meadia
The rise of social media platforms like LinkedIn, Facebook, and Twitter has significantly
impacted employee recruitment. These sites serve as traditional employee referral programs,
targeting various audiences. LinkedIn allows applicants to search for job openings by company
and connect with professional connections. Twitter allows users to connect with people with
similar interests and learn about job openings. Facebook allows applicants to inform their
networks about job changes.

Job Fair
Job fairs are organized by organizations to provide personal information to potential applicants.
They can be conducted in three ways: having multiple booths at the same location, having many
organizations in the same field in one location, or having many organizations in the same field in
one location. These events can be held during events or disasters that affect local employment,
such as the 9/11 attacks or Hurricane Katrina. The advantage of this type of job fair is that each
visitor is a potential applicant for every organization, but they must compete directly with each
other at the fair.
RECUITERS

The third approach to a job fair is for an organization to hold its own.
Here are some examples:

•Gaylord Palms in Kissimmee, Florida, held a job fair attended by more than 12,000
people interested in the resort's 1,400 job openings. The job fair began with an overnight
"pajama party" attended by 3,000 applicants.
•LG Chem in Holland, Michigan, had more than 800 job seekers attend its job fair held
to fill 100 production positions at its new plant.
•Microsoft held a job fair in Atlanta that attracted 3,000 people, and Concen tra
Corporation held an "open house" that attracted more than 100 applicants and resulted
in four job openings being filled
RECUITERS

Special Recruit Populations

Increasing applicant diversity
Organizations often recruit underrepresented groups like women and minorities through
strategies like recruiting at historically black colleges, developing targeted intern positions,
and promoting diversity in recruitment materials. Research shows that minority applicants'
perception of the organization's diversity during site visits is crucial for successful recruitment

Nontraditional Populations
When traditional recruitment methods are unsuccessful, many organizations look for
potential applicants from nontraditional populations. Here are a few examples:
RECUITERS

•Manpower Incorporated, in Chandler, Arizona; the Chicago Police Department; and the
Hackensack, New Jersey. Police Department formed partnerships with local churches that
resulted in successful hires (Tyler, 2000),
•Borders teams with AARP to actively recruit older, retired applicants to work at its
bookstores.
•IBM, Google, Morgan Stanley, and Cisco Systems developed recruitment strategies and
such gay-friendly benefits as domestic partner benefits to recruit and retain gay and lesbian
employees
RECRUITING

Recruiting “Passive” Applicants

Recruiters use various methods to find hidden talent for their companies, including building
relationships with professional associations like SIOP, SHRM, and ACA. They attend
conferences, read newsletters, and scan their websites to identify the best candidates for their
fields. This approach helps recruiters identify the best employees and encourages them to
apply for jobs.

Evaluating the effectivness of Recruitment Strategies

To determine the best recruitment source, consider the number of applicants each source
yields, the cost per applicant, the number of successful employees generated by each source,
and the number of minorities and women that applied for the job and were hired. The cost-
per-applicant evaluation
RECRUITING
method is an improvement on the
applicant-yield method, but it also has a
drawback as it doesn't consider the cost of
the recruitment campaign. The third and
fourth strategies should focus on the
number of qualified applicants or the cost
per qualified applicant. The number of
successful employees generated by each
recruitment source is another effective
method, as every applicant will not be
qualified or become a successful employee.
Research shows that women and African
Americans are more likely to use formal
recruitment sources like newspaper ads
and job fairs than men and non-minorities.
RECRUITING

A meta-analysis by Zottoli and Wanous (2000) found that employees recruited through
inside sources stayed with the organization longer and performed better than those
recruited through outside sources. Three theories explain this superiority.

Realistic Job Previews

Realistic job previews (RJPs) are a method used during recruitment to provide an
honest assessment of a job, reducing turnover and promoting job satisfaction. These
presentations are most effective when given in an oral format and at the time of the job
offer, with a career component. Although the effect size is small, RJPs can be beneficial
for applicants who have little knowledge or unrealistic expectations about a job or
company.
 Effective Employee Selection Techniques
Employment interview
a method of selecting employees in which an interviewer asks questions of an
applicant and then makes an employment decision based on the answers to the
questions as well as the way in which the questions were answered.

TYPES OF INTERVIEWS
Structured Interview
based on job analysis

Unstructured Interview
interviewers are free to ask anything they want

GROUP 3
EFFECTIVE EMPLOYEE SELECTION TECHNIQUE

Advantages of Structured Interview

a.) more valid than unstructured interview
b.) favorable by court

Problems with Unstructured Interview

a.) Poor Intuitive ability e.) negative-information bias
b.) Lack of job relatedness f.) Interviewer-interviewee similarity
c.) Primacy effect g.) Appearance
d.) Contrast effect h.) Non-verbal cues

GROUP 3
EFFECTIVE EMPLOYEE SELECTION TECHNIQUE

Types of Structured Interview Questions

d.) Future-focused question - applicants
a.) Clarifier - clarifies information on
are given a situation and asked how
the resume or application
they would handle it

b.) Disqualifier - disqualify the applicant

e.) Past-focused questions - applicant’s
from further consideration
experience

c.) Skill-level determiner - tap on

f.) organizational-fit question - how well
applicant’s knowledge or skill
an applicant’s personality and values
will fit with the organizational culture
GROUP 3
EFFECTIVE EMPLOYEE SELECTION TECHNIQUE

Creating a Scoring Key for Interview Answers

a.) Right/Wrong approach
Some interview questions, especially skill-level determiners, can be scored
simply on the basis of whether the answer given was correct or incorrect
b.) Typical-Answer approach
A method of scoring interview answers that compares an applicant’s answer
with benchmark answers.
c.) Key-Issues Approach
A method of scoring interview answers that provides points for each part of an
answer that matches the scoring key

GROUP 3
EFFECTIVE EMPLOYEE SELECTION TECHNIQUE

Styles of interviews Mediums of interview

a.) one-on-one a.) face-to-face interview
b.) serial interviews b.) telephone interview
c.) return interview c.) written interview
d.) panel interview
e.) group interviews

GROUP 3
 JOB SEARCH SKILLS

Advice on how to interview

Scheduling the interview (BE ON TIME)

Before the Interview (Learn about the Company)
Dress Neatly (Avoid flashy accessories, brightly colored ties, avoid big hair and colors such as
purple and green.(
During the interview. Nonverbal behaviors should include (firm handshake, eye contact,
smiling and head nodding.) Desire verbal behaviors include (asking questions, subtly pointing
out how you are similar to the interviewer, not asking the salary, not speaking slowly and not
hesitating before answering questions.) Keep in mind that first impressions are the most
important.
After the interview, write a brief letter or email thanking the interviewer for her time.

GROUP 3
JOB SEARCH SKILLS

Writing Cover Letters

Cover letters
Should never be longer
than one page. It contains
a salutation, four basic
paragraphs, and a closing
signature.

GTROUP 3
JOB SEARCH SKILLS

Writing Cover Letters

Salutation
If possible, get the name of the person to whom you want to
directly the letter. Do not refer to the person’s by his/ her
first name, a safe salutation is “Dear Human Resource
Director.” Avoid phrases such as “Dear Sir or Madam”
(Unless the company is a “house of ill repute”) or “To
Whom It May Concern” (It doesn’t concern me).

GROUP 3
JOB SEARCH SKILLS

Writing Cover Letters

Paragraphs
The opening paragraph should be one or two sentence long and
communicate three pieces of information. The name of the job you
are applying for, and how you know about the job opening. (such as,
a newspaper ad or from a friend).

The second paragraph states that you are qualified for the job and
provides three reason why. (only four or five sentences in length and
should not rehash the content of your resume).

GROUP 3
JOB SEARCH SKILLS

Writing Cover Letters

The third paragraph explains why you are interested in the particular
company.

The final paragraph closes your letter and provides information on

how you can best reach. This paragraph is a good place to tell your
employer the best days and time to reach you.

Signature- Above your signature, use words such as “cordially” or

“sincerely.”Yours truly” is not advised, and the words such as “Love”
“Peace” or “Hugs and sunggles” are strongly discouraged.
GROUP 3
JOB SEARCH SKILLS

HR professional GeGe Beall provides job applicants with the following tips about cover
letters

Avoid sounding desperate and don’t beg.

Avoid grammar and spelling errors. Employers view cover letter and resume as
example of the best work applications can produce.

Avoid officious words or phrases. Not only will empoyers be unimpressed by a

large vocabulary but applicants using “big words” often misuse them.

GRPUP 3
JOB SEARCH SKILLS

Don’t discuss personal circumstances.

If possible, tailor your letter to each company. Standard cover letters are
efficient but not as effective as those written specifically for each job you are
applying for.

Don’t write your cover letter on the stationery of your current employer. Ensure
that you have used the correct name of the organization throughout the letter. It
is not uncommon when sending out large numbers of cover letters to change the
company name in the address but forget to change it in the body of the letter.

GROUP 3
JOB SEARCH SKILLS
JOB SEARCH SKILLS

Writing Resume

summaries of an applicant’s professional and educational

background. Although résumés are commonly requested by
employers, little is known about their value in predicting employee
performance. Résumés may not predict performance partly because
they are intended to be advertisements for an applicant. Companies
that specialize in résumé design openly brag about their ability to
“make your strengths more obvious and your weaknesses hard to
find.”

GROUP 3
JOB SEARCH SKILLS

Views of Resume
Résumés can be viewed in one of two ways: as a history of your life or
as an advertisement of your skills.

Characteristics of Effective Resume.

The résumé must be attractive and easy to read
The résumé cannot contain typing, spelling, grammatical, or
factual mistakes.
The résumé should make the applicant look as qualified as
possible— without lying.
GROUP 3
JOB SEARCH SKILLS
Types of Resume

Chronological resume - List of previous jobs in order from the most to the least
recent. This type of resume is useful for applicants whose previous jobs were
related to their future plans.

Functional resume - Organizes jobs based on the skills required to performthem

rather than the order in which they were worked. It is useful for applicants who
are either changing carrers or have gasp in their work histories.

Psychological resume - Contains the strengths of both chronological and

functional styles and based on sound psychological theory and research.

GROUP 3
JOB SEARCH SKILLS

CHRONOLOGICAL
RESUME
JOB SEARCH SKILLS

FUNCTIONAL
RESUME
JOB SEARCH SKILLS

PSYCHOLOGICAL
RESUME
APPLIED CASE STUDY

Applied Case Study: Recruitment at the Borgata Hotel Casino and Spa

The Borgata Hotel Casino and Spa was about to open the first new
resort in Atlantic City in 13 years. The 2,000-room casino and resort
needed to hire 5,000 employees across hundreds of positions. To find
enough high-quality employees, Borgata engaged in a creative
recruitment campaign that resulted in 30,000 well-qualified job
applicants.

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APPLIED CASE STUDY

Questions:

How would you have conducted such an extensive recruitment

campaign?

What factors would affect not only the number of available

applicants but the quality as well?

How would you handle the practical aspects of receiving and

screening the 30,000 applications?

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THE ETHICS OF RECRUITING AND HIRING BASED ON PHYSICAL APPEARANCE

The Ethics of Recruiting and Hiring Based on Physical Appearance

Harvard economics professor Robert Barro believes that physical appearance is

always a bona fide worker qualification as long as customers and co-workers think
that it is. That is if the customers want to be served by beautiful people and co-
workers prefer working with beautiful people, then it should be okay for companies
to recruit and hire based on an individual’s looks.

GROUP 3
THE ETHICS OF RECRUITING AND HIRING BASED ON PHYSICAL APPEARANCE

The Ethics of Recruiting and Hiring Based on Physical Appearance

When people refer to someone’s “looks” or “physical appearance,” they are generally referring to
that person’s height, weight, and facial symmetry (i.e., high cheekbones
v. no visible cheekbones; small nose v. big or bulbous nose). Because looks are subjective, beauty
really is in the eyes of the beholder. In the United States, as well as other countries,
beautiful people are often judged based on their external characteristics, rather than such internal
characteristics as personality and ability. It appears that many employers want employees who are
tall and strong (for men), small/petite (for women), with no visible body fat, and a handsome or
pretty face. Even those HR professionals who know better can often
fall into the “looks” trap when recruiting and hiring.

GROUP 3
 THANK
YOU

GROUP 3