RECRUITMENT,

PLACEMENT,
AND TALENT MANAGEMENT
• Cleine Farant (115230216)
• Cindy Tandela (115230209)
• Frengky Andersson (115230218)
• Mychael (115230333)
Job Analysis and the Talent Management Process

Talent Management Process

Managers traditionally view these activities as a series of steps:

1. Decide what positions to fill, through job analysis, personnel planning, and forecasting.
2. Build a pool of job applicants, by recruiting internal or external candidates.
3. Obtain application forms and perhaps have initial screening interviews.
4. Use selection tools like tests, interviews, background checks, and physical exams to identify viable
candidates.
5. Decide to whom to make an offer.
6. Orient, train, and develop employees so they have the competencies to do their jobs.
7. Appraise employees to assess how they’re doing.
8. Compensate employees to maintain their motivation
What does this mean in practice? The manager who takes a talent management approach tends to take actions such as the
following:

1. He or she starts with the results and asks, “What recruiting, testing, training, or pay action should I take to produce the
employee competencies we need to achieve our company’s goals?”
2. He or she treats activities such as recruiting and training as interrelated. For example, the manager knows that having
employees with the right skills depends as much on recruiting and training as on applicant testing.
3. Because talent management is holistic and integrated, he or she will probably use the same “profile” of required human
skills, knowledge, and behaviors (“competencies”) for formulating a job’s recruitment plans as for making selection, training,
appraisal, and compensation decisions for it.
4. And, to ensure the activities are all focused on the same ends, the manager will take steps to coordinate the talent
management functions (recruiting and training, for example). Doing so often involves using talent management software.
Talent Management Software

Employers use talent management software to help ensure that their talent management activities are
aimed in a coordinated way to achieve the company’s HR aims.

The Basic of Job Analysis

What Is Job Analysis?

The supervisor or human resources specialist normally collects one or more of the following types of information via the job
analysis:
● Work activities. Information about the job’s actual work activities, such as cleaning, selling, teaching, or painting. This list
may also include how, why, and when the worker performs each activity.
● Human behaviors. Information about human behaviors the job requires, like sensing, communicating, lifting weights, or
walking long distances.
● Machines, tools, equipment, and work aids. Information regarding tools used, materials processed, knowledge dealt with or
applied (such as finance or law), and services rendered (such as counseling or repairing)
● Performance standards. Information about the job’s performance standards (in terms of quantity or quality levels for
each job duty, for instance).
● Job context. Information about such matters as physical working conditions, work schedule, incentives, and, for
instance, the number of people with whom the employee would normally interact.
● Human requirements. Information such as knowledge or skills (education, training, work experience) and required
personal attributes (aptitudes, personality, interests).

Uses of Job Analysis Information

● RECRUITMENT AND SELECTION

● EEO COMPLIANCE
● PERFORMANCE APPRAISAL
● COMPENSATION
● TRAINING
Conducting a Job Analysis

There are six steps in doing a job analysis of a job, as follows.

STEP 1: Identify the use

STEP 2: Review Relevant Background Information About the Job, Such as Organization Charts and Process Charts

Business Process Reengineering

The basic reengineering approach is to:
1. Identify a business process to be redesigned (such as processing an insurance claim)
2. Measure the performance of the existing processes
3. Identify opportunities to improve these processes
4. Redesign and implement a new way of doing the work
5. Assign ownership of sets of formerly separate tasks to an individual or a team who use new computerized systems to
support the new arrangement.
Job Redesign
Job enlargement means assigning workers additional same-level activities. Thus, the worker who previously only bolted
the seat to the legs might attach the back too.
Job rotation means systematically moving workers from one job to another.
Job enrichment means redesigning jobs in a way that increases the opportunities for the worker to experience feelings of
responsibility, achievement, growth, and recognition—and therefore more motivation.

STEP 3: Select Representative Positions

STEP 4: Actually Analyze the Job
STEP 5: Verify the Job Analysis Information with the Worker Performing the Job and with His or Her Immediate
Supervisor
STEP 6: Develop a Job Description and Job Specification
Methods for Collecting Job Analysis Information

● Make the job analysis a joint effort by a human resources manager, the worker, and the supervisor. The human
resource manager might observe the worker doing the job, and have the supervisor and worker complete job
questionnaires. The supervisor and worker then verify the HR manager’s list of job duties.
● Make sure the questions and the process are clear to the employees.
● Use several job analysis methods. For example, a questionnaire might miss a task the worker performs just
occasionally. Therefore it’s prudent to follow up the questionnaire with a short interview.

The Interview

What is the job being performed?

What exactly are the major duties of your position?
What physical locations do you work in?
What are the education, experience, skill, [and any certification and licensing] requirements?
In what activities do you participate?
What are the job’s responsibilities and duties?
What are the basic accountabilities or performance standards that typify your work?
What are your responsibilities?
What are the environmental and working conditions involved?
What are the job’s physical, emotional, and mental demands?
What are the health and safety conditions?
Are you exposed to any hazards or unusual working conditions?

STRUCTURED INTERVIEWS
Many managers use questionnaires to guide the interview.

PROS AND CONS

The interview’s wide use reflects its advantages.

INTERVIEWING GUIDELINES
● Establish rapport with the interviewee. Know the person’s name, speak understandably, briefly review the interview’s
purpose, and explain how the person was chosen for the interview.
● Use a structured guide that lists questions. This ensures you’ll identify crucial questions ahead of time and that all
interviewers (if more than one) cover all the required questions. (However, also ask, “Was there anything we didn’t cover
with our questions?”)
● Make sure you don’t overlook crucial but infrequently performed activities—like a nurse’s occasional emergency room
duties. Ask the worker to list his or her duties in order of importance and frequency of occurrence.
● After completing the interview, review the information with the worker’s supervisor and the worker.
Questionnaires
Observation
Direct observation is especially useful when jobs consist of observable physical activities—assembly-line worker and
accounting clerk are examples.

Participant Diary/Logs
Another method is to ask workers to keep a diary/log; here for every activity engaged in, the employee records the
activity (along with the time) in a log.

Quantitative Job Analysis Techniques

Qualitative methods like interviews and questionnaires are not always suitable.

POSITION ANALYSIS QUESTIONNAIRE

The items each belong to one of five PAQ basic activities:
(1) Having Decision-Making/Communication/Social Responsibilities,
(2) Performing Skilled Activities,
(3) Being Physically Active,
(4) Operating Vehicles/ Equipment, and
(5) Processing Information
DEPARTMENT OF LABOR (DOL) PROCEDURE
Department of Labor job analysis procedure remains a good example of how to quantitatively rate, classify, and compare
jobs.

Online Job Analysis Methods

complete structured online job analysis forms step by step and duty by duty, as follows:
● First, the online form lists a set of work activities (such as “Getting Information” and “Monitor Processes”) from the
Department of Labor O*NET work activities list (see Figure 4-6).26
● Next, the form directs employees to select those work activities that are important to their job.
● Then, the form asks them to list actual duties of their jobs that fit each of those selected work activities. For example,
suppose an employee chose “Getting Information” as an important work activity. Now he or she would list next to
“Getting Information” specific job duties, such as “bring new orders from our vendors to the boss’s attention.”
Writing Job Descriptions

You use this information to write a job specification; this lists the knowledge, abilities, and skills required to perform the
job satisfactorily.

Diversity Counts
There is no standard format for writing a job description. However, most descriptions contain sections that cover:
1. Job identification
2. Job summary
3. Responsibilities and duties
4. Authority of incumbent
5. Standards of performance
6. Working conditions
7. Job specification
Job Identification
The job title specifies the name of the job, such as inventory control clerk. The Fair Labor Standards Act (FLSA) status
section identifies the job as exempt or nonexempt.

WHAT’S IN A NAME (OR IN A JOB TITLE)?

Some job titles are quite creative. For example, Pinterest calls its designers Pixel Pushers, and its interns Pinterns.

Job Summary
The job summary should summarize the essence of the job, and should include only its major functions or activities.

Relationships
Reports to: Vice president of employee relations.
Supervises: Human resource clerk, test administrator, labor relations director, and one secretary.
Works with: All department managers and executive management.
Outside the company: Employment agencies, executive recruiting firms, union representatives, state and federal
employment offices, and various vendors.
Responsibilities and Duties

This, someone writing job descriptions for marketing manager would readily find relevant online descriptions using
methods like these:
● Go to http://hiring.monster.com. Then click Resource Center, then Recruiting and Hiring Advice, then Job Descriptions.
Then find the Marketing and Sales Manager Sample Job Description.
● Go to www.careerplanner.com. Then click Job Descriptions, then scroll down to the job description you’re interested
in.
● O*NET online, as noted, is another option for finding job duties. We present an example in the HR Tools for Line
Managers and Small Businesses feature at the end of this section.

KNOW YOUR EMPLOYMENT LAW

Writing Job Descriptions That Comply with the ADA
Factors to consider include:
● Whether the position exists to perform that function
● The number of other employees available to perform the function
● The degree of expertise or skill required to perform the function
● Whether employees in the position are actually required to perform the function
● What the degree of expertise or skill required to perform the function is
The EEOC says reasonable accommodation may include:
● acquiring or modifying equipment or devices,
● part-time or modified work schedules,
● adjusting or modifying examinations, training materials, or policies,
● providing readers and interpreters, and
● making the workplace readily accessible to and usable by people with disabilities.

Standards of Performance and Working Conditions

Duty: Accurately Posting Accounts Payable

1. Post all invoices received within the same working day.
2. Route all invoices to the proper department managers for approval no later than the day following receipt.
3. Commit an average of no more than three posting errors per month.
Using O*NET
First, most need a more streamlined approach than those provided by questionnaires like Figure 4-4. Second is the
concern that, in writing their job descriptions, they’ll overlook duties that should be assigned.

O*NET
The steps in using O*NET to facilitate writing a job description follow.
STEP 1. Review Your Plan.
STEP 2. Develop an Organization Chart.
STEP 3. Use a Job Analysis Questionnaire.
STEP 4. Obtain Job Duties from O*NET.
STEP 5. List the Job’s Human Requirements from O*NET.
STEP 6. Finalize the Job Description.
Writing Job Specifications

Specifications for Trained versus Untrained Personnel

Here you must specify qualities such as physical traits, personality, interests, or sensory skills that imply some potential
for performing the job or for trainability.

Specifications Based on Judgment

Most job specifications simply reflect the educated guesses of people like supervisors and human resource managers.
The basic procedure here is to ask, “What does it take in terms of education, intelligence, training, and the like to do this
job well?”

Job Specifications Based on Statistical Analysis

This procedure has five steps:
(1) analyze the job and decide how to measure job performance,
(2) select personal traits like finger dexterity that you believe should predict performance,
(3) test candidates for these traits,
(4) measure these candidates’ subsequent job performance, and
(5) statistically analyze the relationship between the human trait (finger dexterity) and job performance.
The Job-Requirements Matrix
A typical matrix lists the following information, in five columns:
Column 1: Each of the job’s four or five main job duties (such as post accounts payable)
Column 2: The task statements for the main tasks associated with each main job duty
Column 3: The relative importance of each main job duty
Column 4: The time spent on each main job duty
Column 5: The knowledge, skills, ability, and other human characteristics (KSAO) related to each main job duty

Employee Engagement Guide for Managers

The human resource consulting company Development Dimensions International conducted a study of 3,800 employees,
and identified several personal characteristics that seemed to predict the likelihood someone would be engaged. These
traits included adaptability, passion for work, emotional maturity, positive disposition, self advocacy, and achievement
orientation.
Using Competencies Models

The competency model or profile then becomes the guidepost for recruiting, selecting, training, evaluating, and
developing employees for each job. In other words, the manager hires new employees using tests that measure the
profile’s list of competencies, trains employees with courses that develop these competencies, and appraises
performance by assessing the worker’s competencies. The accompanying Strategic Context feature illustrates.

How to Write Competencies Statements

For example (for project management from low to high):
● Proficiency Level 1. Identify project risks and dependencies and communicate routinely to stakeholders ● Proficiency
Level 2. Develop systems to monitor risks and dependencies and report changes
● Proficiency Level 3. Anticipate changing conditions and impact to risks and dependencies and take preventive action
 Workforce Planning and Forecasting

is the process of deciding what positions the firm will have to fill, and how to fill them. Its aim is to identify and to eliminate
the gaps between the employer’s projected workforce needs and the current employees who might be suitable for filling
those needs.
 01
Forecasting Personnel Needs
(Labor Demand)
Managers consider several factors. Most importantly, a firm’s future staffing
needs reflect demand for its products or services, adjusted for changes in its
turnover rate and productivity, and for changes the firm plans to make in its
strategic goals. Forecasting workforce demand therefore starts with estimating
what the demand will be for your products or services.
The basic tools for projecting personnel needs include trend analysis, ratio analysis, and the scatter
plot.

Trend analysis Ratio analysis Scatter plot

A graphical method used to help identify the
A forecasting technique for determining future staff relationship between two variables.
Study of a firm’s past employment needs over a
period of years to predict future needs. needs by using ratios between, for example, sales
volume and number of employees needed.

MANAGERIAL JUDGMENT
Few historical trends, ratios, or relationships will continue unchanged into the future. Judgment is thus needed to adjust the forecast. Important factors that may modify
your initial forecast of personnel requirements include decisions to upgrade quality or enter into new markets; technological and administrative changes resulting in
increased productivity; and financial resources available, for instance, a projected budget crunch
Forecasting the Supply of Inside and Outside Cadidates

Forecasting the Supply of Inside Candidates

Personnel replacement charts Company records showing present performance and

promotability of inside candidates for the most important positions.
Position replacement card A card prepared for each position in a company to show
possible replacement candidates and their qualifications

Forecasting the Supply of Outside Candidates

personnel replacement charts Company records showing present performance and

promotability of inside candidates for the most important positions. position
replacement card A card prepared for each position in a company to show possible
replacement candidates and their qualifications
Predictive Workforce
Monitoring
These include workforce characteristics such as
age, retirement eligibility for job groups,
economic trends, anticipated increases or
decreases in staffing levels, and internal
transfers/promotions
Matching Projected Labor Supply and Demand
with a Plan

his plan should identify the positions to be filled; potential internal and external candidates or sources
(such as temp agencies) for these positions; the training and promotions moving people into the
positions will entail; and the resources that implementing the plan will require, for instance, in recruiter
fees, estimated training costs, and interview expenses
 Succession planning
The ongoing process of systematically identifying,
assessing, and developing organizational leadership
to enhance performance.
• Why Effective Recruiting Is Important
• For assessing which source is best, most employers look at how many applicants the source
generates. However quantity doesn't necessarily mean quality. Other effectiveness metrics should
include, for each source, how many of its applicants were hired, how well its applicants performed
on the job, how many failed and had to be replaced, and applicants’ performance in terms of
training, absence, and turnover.s is a quote, words full of wisdom that someone important said and
can make the reader get inspired.”
 Internal Sources of
Candidates

• Internal Sources of Candidates

• There is really no substitute for knowing a candidate’s strengths and weaknesses, as you
should after working with them for some time. Current employees may also be more
committed to the company. Morale and engagement may rise if employees see promotions as
rewards for loyalty and competence. And inside candidates should require less orientation
and (perhaps) training than outsiders.
 JOB POSTING
Publicizing an open job to employees (often by literally posting it on bulletin boards) and listing its attributes, like qualifications, supervisor, working schedule, and pay rate.
Recruiting Via Internet

Recruiting via the Internet

with the internet, people can now search for job vacancies using certain keywords, in this developing era,
trends such as Artificial Intelligence and Linkedin have emerged which make it easier for everyone to find
work, and help companies see someone's background competency.
Types of Employment Agencies:
Public Agencies: Operated by federal, state, or local governments, these agencies provide services such as job placement and
career counseling. They are supported by the U.S. Department of Labor.
Nonprofit Agencies: Associated with nonprofit organizations, these agencies offer job placement services and career guidance.
Private Agencies: Privately owned agencies that assist in recruiting and placing clerical, white-collar, and managerial
personnel.
Public and Nonprofit Agencies:
State-run employment service agencies are supported by the U.S. Department of Labor and provide job search assistance,
including access to a nationwide job bank.
Despite some concerns about the efficacy of public agencies, they offer valuable services such as job counseling, employer
assistance, and skills assessment programs.
Private Agencies:
Private employment agencies charge fees for their services and can be useful for firms lacking human resources departments
or needing to fill positions quickly.
They can help attract minority or female applicants and reach currently employed individuals seeking new opportunities.
You can replace the image on the screen with
your own work. Just right-click on it on-
demand recruiting services (ODRS)
Services that provide short-term specialized
recruiting to support specific projects without
the expense of retaining traditional search
firms. select “Replace image”
Know your employment law
For purposes of most employment laws, with certain limited exceptions, employees of
temporary staffing firms working in an employer’s workplace will be considered to be
employees both of the agency and of the employer.
“Poaching” employees from competitors can produce good recruits but can be problematical.
For example, the employee almost always has a fiduciary responsibility to the current
employer, for instance, regarding proprietary information. Therefore, keep the possibility of
litigation in mind. Don’t ask for or accept proprietary information about your competitor.
In an era that prioritizes human rights, companies must be able to provide a place for those who are considered minorities.

01 03
WOMAN OLDER
Older workers were no more likely than
Although not all jobs, such as engineering, can generally only
younger ones to have psychological problems or day-
be done by men, companies must provide opportunities for to-day physical health problems,
women to have careers but were more likely to have heightened blood
pressure and cholesterol.

02 04
MINORITY
SINGLE PARENTS & DISABLED
ome minority applicants won’t
meet the educational or experience standards for the
job; many employers therefore
offer remedial training. Recently, there wete about 15 milion children under 18 maintained by the mother and
aboht 5 milion by the father. On the other hand, the disabled employees founded
provide an excellent and largely untapped source of competent
. Employers develop and use application forms to
collect essential background information about
the applicant. The application should enable
you to make judgments on substantial matters
such as the person’s education and to identify
the person’s job references and supervisors. Of
course, it’s important to make sure the application
complies with equal employment laws, for
instance, with respect to questions regarding
physical handicaps.
WHY EMPLOYEE SELECTION IS
IMPORTANT?
employee selection is a series of activities with the main aim of finding and recruiting attract job applicants
by giving them the motivation to do it demonstrate their abilities and knowledge to cover position
deficiencies identified in personnel planning in a company or a company agency.

Recruitment itself is a series of processes for attracting a group of candidates to fill a vacant position in a
company or agencies will be able to provide the best human resources and able to attract the attention of
people who have the abilities and skills specifically to meet the required job specifications.
The purpose of selection is to find the right employees for a company
to occupy the right position in the company so that the employee is capable
work actively and can adapt over a long period of time. Even though it sounds
very easy to carry out, this task turns out to be very difficult to do and takes a long
time
a long time and a lot of expense and a lot of mistakes in finding people
appropriate so that it is necessary to hold a Recruitment and Selection process
within the company
The Basic Of testing and selecting employees

-Reliability
-Validity
-BIAS
-Utility Analysis
Reliability

Reliability is the design probability of an equipment component or

system remaining capable of performing functions in accordance
with the design or process created. Meanwhile, the word reliability
when translated in Indonesia is reliability.

In general, reliability is the chance of a component, sub-system or

system performing its function well, as required, within a certain
period of time and under certain operating conditions.
Validity

Validity is the main extent to which a concept, conclusion, or

measurement is well-founded and likely corresponds accurately to
the real world. The word "valid" is derived from the Latin validus,
meaning strong. The validity of a measurement tool is the degree to
which the tool measures what it claims to measure
BIAS

Is the tendency to make judgments or decisions based on

stereotypes, assumptions, or preferences that are not based on
objective facts or evidence. Unconscious bias can affect many
aspects of HR, such as hiring, promotion, performance evaluation,
compensation, and team dynamics.
UTILITY ANALYSIS

type of analysis that measures benefits in utility-burden

length of life; calculate costs per utility; measuring ratios
to compare between several programs. Cost-utility
analysis measures the specific value of health in the form
of choices for each individual or society.
TYPE OF TEST

-TEST OF COGNITIVE ABILITIES

-TESTS OF MOTOR AND PHYSICAL ABILITIES
-MEASURING PERSONALITY AND INTEREST
TYPE OF TEST

-TEST OF COGNITIVE ABILITIES

-TESTS OF MOTOR AND PHYSICAL ABILITIES
-MEASURING PERSONALITY AND INTEREST
Situational Judgment Tests
Situational judgment tests are personnel tests “designed to assess an applicant’s judgment
regarding a situation encountered in the workplace.” For example:
“You are a sales associate at Best Buy in Miami, Florida. The store sells electronics, including smart phones. Competition comes
from other neighborhood retailers, and from online firms. Many customers who come to your store check the product with you, and
then buy it on Amazon. As a sales associate, you are responsible for providing exceptional customer service, demonstrating product
knowledge, and maximizing sales. You get a weekly salary, with no sales incentive. How would you respond to this situation?”

Situation:
A customer comes to you with a printout for a Samsung Galaxy phone from Amazon.com, and proceeds to ask detailed questions
about battery life and how to work the phone, while mentioning that “Amazon’s price is $50 less than yours.” You have been with this
customer for almost 30 minutes, and there are other customers waiting. You would:
1. Tell the customer to go buy the phone on Amazon.
2. Tell the customer to wait 20 minutes while you take care of another customer.
3. Tell the customer that the local Sprint Mobility dealer has the phone for even less than Amazon.
4. Explain the advantages of similar phones you have that may better fulfill the buyer’s requirements.
5. Ask your supervisor to come over and try to sell the customer on buying the Galaxy from you.
Management Assessment Centers
A management assessment center is a 2- to 3-day simulation in which 10 to 12 candidates perform realistic management tasks (like
making presentations) under the observation of experts who appraise each candidate’s leadership potential. For example, The
Cheesecake Factory created its Professional Assessment and Development Center to help select promotable managers. Candidates
undergo 2 days of exercises, simulations, and classroom learning to see if they have the skills for key management positions.
Typical simulated tasks include:
• The in-basket. The candidate gets reports, memos, notes of incoming phone calls, e-mails, and other materials collected in the
actual or computerized in-basket of the simulated job he or she is about to start. The candidate must take appropriate action on each
item. Trained evaluators review the candidate’s efforts.
• Leaderless group discussion. Trainers give a leaderless group a discussion question and tell members to arrive at a group decision.
They then evaluate each group member’s interpersonal skills, acceptance by the group, leadership ability, and individual influence.
• Management games. Participants solve realistic problems as members of simulated companies competing in a marketplace.
• Individual oral presentations. Here trainers evaluate each participant’s communication skills and persuasiveness.
• Testing. These may include tests of personality, mental ability, interests, and achievements.
• The interview. Most require an interview with a trainer to assess interests, past performance, and motivation.
Situational Testing and Video-Based Situational
Testing
• Situational Tests require examinees to respond to situations representative of the job. Work
sampling (discussed earlier) and some assessment center tasks (such as in-baskets) are
“situational,” as are miniature job training (described next) and the situational interviews we
address in Chapter 7
• The video-based simulation presents the candidate with several online or computer video
situations, each followed by one or more multiple-choice questions. For example, the scenario
might depict an employee handling a situation on the job. At a critical moment, the scenario ends,
and the video asks the candidate to choose from several courses of action.
The Miniature Job Training and Evaluation Approach
Miniature job training and evaluation involves training candidates to perform several of the job’s
tasks, and then evaluating their performance prior to hire. Like work sampling, miniature job
training and evaluation tests applicants with actual samples of the job, so it is inherently content
relevant and valid
For example, Honda built an auto plant in Lincoln, Alabama and needed to hire thousands of new
employees. They worked with an Alabama industrial development training agency to find suitable
candidates. The applicants were screened based on their education and experience, and those near the plant
were given preference. Around 340 applicants per session received special training at a facility located 15
miles south of the plant. The training included classroom instruction, watching videos of current Honda
employees, and practical job practice. Some candidates dropped out after seeing the work's pace and
repetitiveness. The training sessions served two purposes: teaching the necessary skills for the Honda jobs
and providing an opportunity for special training.
Realistic Job Previews
Sometimes, a dose of realism makes the best screening tool. For example, when Walmart
began explicitly explaining and asking about work schedules and work preferences,
turnover improved. In general, applicants who receive realistic job previews are more
likely to turn down job offers, but their employers are more likely to have less turnover
and be more resilient. The Strategic Context feature illustrates this principle.

Choosing a Selection Method

The employer should consider several things before choosing a particular selection tool
(or tools). These include the tool’s reliability and validity, its practicality
(in terms of utility analysis), applicant reactions, adverse impact, cost, and the tool’s
selection ratio (does it screen out, as it should, a high percentage of applicants or admit
virtually all?). Table 6-1 summarizes the validity, potential adverse impact, and cost of
several assessment methods. The HR Tools discussion shows how line managers may
devise their own tests
Employee Testing and Selection
Some large firms HR departments may work with the hiring manager to design and administer the sorts of
screening tools we discussed in this chapter. But in many of these firms, the HR departments do little more
than some preliminary prescreening (for instance, arithmetic tests for clerical applicants), and then follow
up with background checks and drug and physical exams. What should you do if you are, say, a marketing
manager, and want to screen some of your job applicants more formally? A preferred approach is to devise
and use screening tools, the face validity of which is obvious. The work sampling test we discussed is one
example. It`s not unreasonable, for instance, for the marketing manager to ask an advertising applicant to
spend half an hour designing an ad, or to ask a marketing research applicant to quickly outline a marketing
research program for a hypothetical product. Similarly, a production manager might reasonably ask an
inventory control applicant to spend a few minutes using a standard inventory control model to solve an
inventory problem. The tester reads the instructions, and then keeps time as the candidate works through the
50 short problems on two pages.
Background Investigations and Other Selection
Methods
Testing is only part of an employer’s selection process. Other
tools may include background investigations and reference
checks, preemployment information services, honesty testing,
and substance abuse screening.
Why Perform Background Investigations and
Reference Checks?
One major company was almost to report a modern CEO until they found he had a spouse and two children in one state as well as a
spouse and two children in another state. 99 More unremarkably, the scout HireRight found that of the over 600,000 instructive
confirmations they did in one 12-month period, 32% had discrepancies.100 One of the most straightforward ways to dodge enlisting
botches is to check the candidate's foundation completely. Doing so is cheap and (in the event that done right) valuable. There's
ordinarily no reason why indeed administrators in expansive companies can't check the references of somebody they're approximately
to contract, as long as they know the rules. Most managers check and confirm the work applicant's foundation data and references. In
one study of almost 700 human asset supervisors, 87% said they conduct reference checks, 69% conduct foundation work checks,
61% check representative criminal records, 56% check employees' driving records, and 35% now and then or continuously check
credit. Commonly confirmed information incorporate legitimate qualification for business (in compliance with movement laws),
dates of earlier work, military benefit (counting release status), instruction, distinguishing proof (counting date of birth and address to
affirm character), district criminal records (current home, final home), engine vehicle record, credit, authorizing confirmation, Social
Security number, and reference checks. A few managers check official candidates' respectful case records, with the candidate's earlier
endorsement. A few states forbid private managers from inquiring approximately criminal records on introductory composed
applications. A few managers too do continuous due perseverance foundation checks for current workers. There are two primary
reasons to check backgrounds—to confirm the applicant’s data (title and so forward) and to reveal harming data. Lying on one's
application isn't abnormal. A overview found that 23% of 7,000 official résumés contained overstated or wrong data.
How profoundly you look depends on the position. For illustration, a credit check is more imperative for contracting an
bookkeeper than a groundskeeper. In any case, too intermittently check the credit appraisals of representatives (like cashiers)
who have simple get to to company resources, and the driving records of workers who utilize company cars. However most
directors do not see references as exceptionally valuable. Few managers will conversation openly around previous workers.
For case, in one survey, the Society for Human Asset Administration found that 98% of 433 reacting individuals said their
organizations would confirm dates of work for current or previous representatives. In any case, 68% said they wouldn't
examine work execution; 82% said they wouldn't examine character or identity; and 87% said they wouldn't uncover a
disciplinary activity. Numerous bosses do not need to harm a previous employee's chances for a work; others might incline
toward giving an awkward representative great audits to urge freed of him or her. Another reason is lawful. Bosses giving
references by and large can't be effectively sued for maligning unless the worker can appear “malice”—that is, sick will,
punishable carelessness, or ignore of the employee's rights. But numerous supervisors and companies justifiably still do not
need
Using Preemployment Information Services
it is simple to have work screening administrations check out candidates. Enormous suppliers incorporate Precise Foundation
(accuratebackground.com), To begin with Advantage (FADV.com ), HireRight LLC (hireright.com), and Sterling Ability
Arrangements (https://www.sterlingtalentsolutions.com/). They utilize databases to get to data around things such as workers'
remuneration, credit histories, and conviction and driving records. For case, retail bosses utilize To begin with Advantage
Corporation's Regard Database to see on the off chance that their work candidates have already been included in suspected retail
burglaries. Another firm promotes that for less than $50 it'll do a criminal history report, engine vehicle/driver's record report, and
(after the individual is contracted) a workers' stipend claims report history, additionally affirm personality, title, and Social Security
number. There are thousands of databases, counting sex guilty party registries and criminal and instructive histories. Blockchain
innovation speeds up checking.
There are three reasons to use caution with background checking services.
1. EEO laws apply. For example, many states have “Ban the Box” laws prohibiting prospective employers from questioning
applicants about convictions until late in the hiring process. So be careful not to use the product of an unreasonable
investigation.
2. various federal and state laws govern how employers acquire and use applicants’ and employees’ background information. At
the federal level, the Fair Credit Reporting Act is the main directive. In addition, at least 21 states impose their own
requirements.
Steps for Making the Background Check More
Valuable
There are steps one can take to improve the usefulness of the background information being sought.
Specifically:
• Include on the application form a statement for applicants to sign explicitly authorizing a background check, such as:
I hereby certify that the facts set forth in the above employment application are true and complete to the best of my knowledge. I
understand that falsified statements or misrepresentation of information on this application or omission of any information sought
may be cause for dismissal, if employed,
• Phone references tend to produce more candid assessments. Use a form, such as Figure 6-8. Remember that you can get
relatively accurate information regarding dates of employment, eligibility for rehire, and job qualifications. It’s more
difficult to get other background information (such as reasons for leaving a previous job).
• Persistence and attentiveness to possible red flags improve results. For example, if the former employer hesitates or seems
to qualify his or her answer, don’t go on to the next question. Try to unearth what the applicant did to make the former
employer pause. If he says, “Joe requires some special care,” say, “Special care?”
• Compare the application to the résumé; people tend to be more creative on their résumés than on their application forms,
where they must certify the information.
• Try to ask open-ended questions (such as, “How much structure does the applicant need in his/her
work?”) to get the references to talk more about the candidate. But keep in mind: Stick to information
that you’re going to use; using arrest information is highly problematical; use information that is
specific and job related; many states and municipalities prohibit asking about salary history; and keep
information confidential.
• Ask the references supplied by the applicant to suggest other references. You might ask each of the
applicant’s references, “Could you give me the name of another person who might be familiar with the
applicant’s performance?” Then you begin getting information from references that may be more
objective, because they did not come directly from the applicant (or use LinkedIn’s Reference Search
service).
• Aim for “360” reference checking: A full picture requires contacting the person’s former supervisors,
colleagues, and subordinates.
Complying with Immigration Law
Workers contracted within the Joined together States must demonstrate they are qualified to work here. The prerequisite to
confirm qualification does not give any premise to dismiss an candidate fair because he or she could be a nonnative, not a U.S.
citizen, or an outsider dwelling within the Joined together States, as long as that individual can demonstrate his or her
identity and business qualification. To comply with this law, managers ought to take after strategies sketched out within the
so-called I-9 Work Qualification Confirmation shape. As of late the government goverment has been fixing its oversight.
Many bosses are utilizing the government government's deliberate electronic business confirmation program, E-Verify.
Government temporary workers must utilize it. There's no charge to utilize E-Verify.176 Numerous managers presently
utilize robotized I-9 confirmation frameworks with drop-down menus to electronically compile and yield applicants' I-9
information. The I-9 shapes contain a conspicuous “antidiscrimination notice.” Candidates can demonstrate their
qualification for business in two ways. One is to appear a archive (such as a U.S. visa or outsider enlistment card with
photograph) that demonstrates both character and work qualification. The other is to appear a record that demonstrates the
person's character, in conjunction with a moment archive appearing his or her employment eligibility, such as a work allow.
In any case, it's continuously fitting to urge two shapes of confirmation of character. Personality theft—undocumented
laborers taking and using an authorized worker's identity—is a issue indeed with E-Verify. The federal government is fixing
confinements on contracting undocumented laborers. Realizing that numerous archives are fakes, the government is putting
the onus on managers to create sure whom they're contracting. You'll be able confirm Social Security numbers by calling the
Social Security Organization. Bosses can dodge allegations of separation by confirming the reports
THANK YOU
"For the great doesn't happen through impulse alone and is a succession of little things
that are brought together."