HRM Chapter 3

8/16/18
Human Resource Management

Fifteenth Edition
Chapter 3
Recruitment and selection
Learning Objectives
3.1 Define recruitment and describe the recruitment process.
3.2 Summarize the environment of recruitment.
3.3 Explain internal recruitment methods.
3.4 Identify external recruitment sources.
3.5 Summarize external recruitment methods.
3.6 Describe alternatives to recruitment.
Copyright © 2019, 2016, 2014 Pearson Education, Inc. All Rights Reserved
Learning Objectives
3.7 Explain employee selection and environmental factors
that affect the selection process.
3.8 Explain the importance of preliminary screening as well
as reviewing applications and résumés.
3.9 Describe the use of tests in the selection process.
3.10 Explain the use of the employment interview.
3.11 Describe the use of pre-employment screening and
background checks.
3.12 Explain the selection decision and the metrics for
evaluating recruitment/selection effectiveness.
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Recruitment
• Process of attracting individuals:
– On a timely basis
– In sufficient numbers
– With appropriate qualifications
• Encouraging them to apply for jobs
Recruitment Process
Environment of Recruitment
• Labor market conditions
• Active or passive job seekers
• Legal considerations
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Internal Recruitment Methods

• Human resource databases
• Job posting
• Job bidding
• Employee referral
External Recruitment Sources (1 of 4)

• High schools and vocational schools
• Community colleges
• Colleges and universities

• Competitors in the labor market
• Former employees
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• Unemployed workers
• Military personnel

• Self-employed workers
• Ex-offenders
External Recruitment Methods: Online and

Mobile Recruiting
• Online Recruiting:
– Biggest change in way that organizations recruit
– Revolutionized the way companies recruit and job
seekers find jobs
• Recruiting via mobile technology is moving at light-speed
• Mobile recruiting has generated blogs, webinars, seminars,
e-newsletters, and online groups committed to learning
more
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Online and Mobile (1 of 2)

• Internet recruiter
• Virtual job fair
• Corporate career web sites
• Weblogs
• General purpose job boards
Traditional External Recruitment

Methods (1 of 4)
• Media advertising
• Private employment agencies
• Public employment agencies
• Executive search firms

Methods (2 of 4)
• Recruiters
• Job fairs
• Internships
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Methods (3 of 4)
• Professional associations
• Unsolicited applicants
• Open houses

Methods (4 of 4)
• Event recruiting
• Sign-on bonuses
• Competitive games
Tailoring Recruitment Methods to Sources

• Tailored to each firm’s needs
• Sources and methods vary according to position being
filled
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Methods and Sources of Recruitment for an

Information Technology Manager
Alternatives to Recruitment
• Promotion policies
• Overtime
• Onshoring
Promotion from Within

• Filling vacancies above entry-level positions with current
employees
• Incentive to strive for advancement
• Organization usually aware of employees’ capabilities
• Good goal: 80%
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Overtime
• Most commonly used method of meeting short-term
fluctuations in work volume
• Avoids recruitment, selection, and training costs
• Employees benefit from increased profit
• Potential problems
Onshoring
• Moving jobs not to another country but to lower cost
American cities
• Government may require onshore handling of certain
financial, health, and defense data
Selection
• Process of choosing the individual best suited for particular
position and organization from a group of applicants
• Goal is to properly match people with jobs and
organization
• Selecting wrong person for any job can be costly
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The Selection Process
The Environment of Selection (1 of 2)

• Other HR functions
• Legal considerations
• Decision-making speed
• Organizational hierarchy
• Applicant pool
The Environment of Selection (2 of 2)

• Type of organization
• Probationary period
• Organizational fit
• Selection technology
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Preliminary Screening and Review of

Applications and Resumes
• Preliminary screening: removes obviously unqualified
individuals
• Review of applications
– Essential information in a standardized format
– Informational needs and EEO requirements
• Résumé: Goal-directed summary of a person’s experience,
education, and training
Selection Tests
• Reliable and accurate means of selecting qualified
candidates
• Advantages:
– Cost is small in comparison
– Identify attitudes and job-related skills that interviews
cannot recognize
• Disadvantages/Potential problems:
– Can do versus will do
– Test anxiety
– Legal liabilities
Characteristics of Properly Designed

Selection Tests
• Standardization: Uniformity
• Objectivity: Everyone scoring a test obtains same results
• Norms: Frame of reference for comparing applicant's
performance with that of others
• Reliability: Provides consistent results
• Validity: Measures what it is supposed to measure
• Requirement for job relatedness: Must not have adverse
impact on minorities, women, and individuals with
backgrounds or characteristics protected under law
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Test Validation Approaches

• Criterion-related validity: Comparing scores on selection
tests to some aspect of job performance
– Concurrent validity
– Predictive validity
• Content validity: Includes certain tasks actually required
by job
• Construct validity: Measures certain traits or qualities
important in performing job
Employment Tests
• Achievement test: A test of current knowledge and skills
• Cognitive Ability test: A test that determines general
reasoning ability, memory, vocabulary, verbal fluency, and
numerical ability
• Aptitude test: A test of how well a person can learn or
acquire skills or abilities
Types of Employment Tests

• Cognitive ability tests
• Psychomotor abilities tests
• Personality tests
• Job knowledge tests
• Job performance and Work-samples
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Employment Interview (1 of 2)
• Goal-oriented conversation where interviewer and
applicant exchange information
• Continues to be primary method used to evaluate
applicants
• At this point, candidates are assumed to be qualified
Employment Interview (2 of 2)
• Interview planning
• Content of the interview
– Seek additional job-related information and examples
of past job-related behaviors:
§ Occupational experience
§ Academic achievement
§ Interpersonal skills
§ Personal qualities
Types of Interviews
• Unstructured
• Structured
• Behavioral
• Situational
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Methods of Interviewing (1 of 2)
• One-on-one interview: Applicant meets one-on-one with
interviewer
• Group interview: Several applicants interact in presence
of one or more interviewers
• Board interview: Several firm representatives interview
candidate at same time
• Multiple interviews: Applicants typically interviewed by
peers, subordinates, and supervisors
Methods of Interviewing (2 of 2)
• Stress interview: interviewer intentionally creates anxiety
• Realistic Job Preview (RJP): provides both positive and
negative job information to applicant in unbiased manner
Potential Interviewing Problems (1 of 3)

• Inappropriate questions
– Basic rule: Ask only job-related questions
• Permitting non-job-related information
– If candidate begins volunteering personal information
not related to job, interviewer should steer conversation
back on course
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• Interviewer bias
– Stereotyping bias
– Positive halo bias
– Horn error bias
– Contrast bias
– Premature judgment bias
– Interview illusion bias

• Interviewer domination
• Lack of training
• Nonverbal communication
Concluding the Interview

• When interviewer has obtained necessary information and
answered applicant’s questions, he or she should conclude
the interview
• Tell applicant he or she will be notified of the selection
decision shortly
• Management must then determine whether candidate is
suitable for the open position and organization
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Pre-Employment Screening and Background

Checks
• Determine accuracy of information submitted or determine
if vital information was not submitted
• Principal reason is to hire better workers
• Background investigations involve obtaining data from
various sources
• Intensity of background investigations depends on the
nature of the open position
Continuous Background Investigation

• Some employers are screening their employees on an
ongoing basis
• Financial devastation, marital collapse, or a medical crisis
can send a person with a clean record over the edge
• Background investigations with social networking:
increasingly being used
– Use an applicant’s Facebook, LinkedIn, and postings
made on an industry blog to find out about individuals
they are considering hiring
Selection Decision and Evaluating the

Effectiveness of Selection Decisions
• Most critical step
• Person whose qualifications most closely conform to
requirements of open position and organization should be
selected
• Making the selection decision
• Medical examination
• Notification of candidates
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Evaluating Selection Decisions

• Quality of hire
• Time required to hire
• New hire retention
• Hiring manager overall satisfaction
• Turnover rate
• Cost per hire
• Yield rate
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8/16/18

Human Resource Management

Internal Recruitment Methods

External Recruitment Sources (1 of 4)

External Recruitment Sources (2 of 4)

External Recruitment Sources (3 of 4)

External Recruitment Sources (4 of 4)

External Recruitment Methods: Online and

Online and Mobile (1 of 2)

Traditional External Recruitment

Traditional External Recruitment

Traditional External Recruitment

Traditional External Recruitment

Tailoring Recruitment Methods to Sources

Methods and Sources of Recruitment for an

Promotion from Within

The Selection Process

The Environment of Selection (1 of 2)

The Environment of Selection (2 of 2)

Preliminary Screening and Review of

Characteristics of Properly Designed

Test Validation Approaches

Types of Employment Tests

Potential Interviewing Problems (1 of 3)

Potential Interviewing Problems (2 of 3)

Potential Interviewing Problems (3 of 3)

Concluding the Interview

Pre-Employment Screening and Background

Continuous Background Investigation

Selection Decision and Evaluating the

Evaluating Selection Decisions

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