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Recruitment and Selection: Hiring the Right Person

Staffing Management • Myrna L. Gusdorf, MBA, SPHR • 2008

Learning Objectives

• At the end of this module, students will understand the: > Methods used by organizations to recruit and select employees. > Legal issues that affect recruitment and selection. > HR’s role in the recruitment and selection process. > Role of supervisors and peers in the recruitment and selection of team members.


Hiring the Right Person: Recruitment • RECRUITMENT > The process of attracting individuals in sufficient numbers with the right skills and at appropriate times to apply for open positions within the organization. 3 ©SHRM 2008 .

Recruitment Issues • Alternatives to recruitment: > Outsourcing. 4 ©SHRM 2008 . > Part-time employees. • Costs of recruitment and selection: > Replacing supervisory. > Overtime. technical and management personnel can cost from 50 percent of salary to several hundred percent of salary. > Contingent labor.

> Disadvantages: • Must fill the position vacated by the promoted employee.Internal Environment • Promotion from within: > Advantages: • Promotion as a reward for good work. • Lack of new ideas and creativity that may come from a new person. • Motivational tool for other employees. . • Promoted employee gets up to speed must faster in his or her new job. 5 • Jealousy from those not promoted.

> May create issues of favoritism.Internal Environment • Nepotism: Hiring relatives. > Must ensure individuals are not in supervisory positions managing their own relatives. 6 ©SHRM 2008 . > Does your organization have a policy on nepotism? > May be discriminatory.

> Weak economy = too many applicants. 7 ©SHRM 2008 .External Environment • Labor market conditions: > Strong economy = difficulty hiring.

Pregnancy Discrimination Act of 1975 Americans with Disabilities Act of 1990. Local regulations can add further protections against discrimination. Age Discrimination in Employment Act of 1967.Discrimination Issues in Recruiting • • • • • Civil Rights Act of 1964. 8 ©SHRM 2008 .

• Employee Referrals: > Some believe this is the route to the best employees.Internal Recruitment • Job Posting: The process of announcing job openings to employees. 9 ©SHRM 2008 . > Employee cynicism occurs when there is not “equal” opportunity for open positions. > Job information must be made available to all employees. > Can perpetuate discriminatory hiring practices. > Ensure minority workers and disadvantaged individuals are aware of job opportunities.

External Recruitment • • • • Employment agencies. In-house recruiters. College recruiting. Walk-in candidates. > Multimedia. Internships. 10 ©SHRM • • • • 2008 . Local advertising: > Newspaper. Executive search firms. Job fairs.

> Responses arrive faster and in greater quantity. > Applicants can be screened by computer. > Automated applicant tracking. • Disadvantages: > Ease of submission will result in a lot of applicants.Internet Recruiting • Advantages: > Inexpensive. > Will generate a wider range of applicants. > May take more HR time to sort through the greater quantity of applicants. many whom are not qualified. 11 ©SHRM 2008 . > Quick and easy to post announcement. > Some selection tests can be administered by computer.

12 ©SHRM 2008 .Recruitment for Diversity • An ethnically diverse workforce enhances creativity and may facilitate expansion into global markets. • Make sure ads and interviews are bi-lingual. • Include pictures of minority and disabled employees on recruitment flyers. • Train recruiters to use objective standards. • Recruiting must generate applicants from a wide variety of individuals.

1. The program is very effective. Could the organization be guilty of discrimination? 2. but no candidates from protected groups are referred or hired. Should the organization abandon its referral program? 13 ©SHRM 2008 .HR Dilemma: Employee Referrals An organization starts an employee referral program to find employees for its assembly plant.

unless driving is a job requirement. > Citizenship and Social Security data. Birth date or education dates. Past salary levels. ADA or Workers’ > > > > Compensation. if permitted. Driver’s license information. • Avoid the following: > Discriminatory information. > Applicant signature certifying validity of information.The Employment Application • Applications must include: > Applicant information. > Statement of employment at will. 14 ©SHRM 2008 . > Permission from the applicant for reference check. > Information on past use of FMLA. Disability information.

A few straight-forward questions. Can eliminate those less qualified early in the selection process. 15 ©SHRM 2008 . Not done in all organizations.Screening Interview • • • • Usually conducted by telephone.

(2) • RELIABILITY: The extent to which a selection test provides consistent results.(2) • VALIDITY: The extent to which a test measures what it claims to measure.(1) • STANDARDIZATION: Uniformity of procedures and conditions related to administering tests. Gusdorf (2) R. Wayne Mondy 16 ©SHRM 2008 .(2) Do higher test scores relate to higher success on the job? (1) Myrna L.Selection Tests • SELECTION TEST: Any instrument that is used to make a decision about a potential employee.

vocabulary. They are used to determine if the applicant is the right fit for the organization. verbal and numeric skills. • Vocational interests tests identify occupations in which the candidate is most interested. • Job knowledge tests measure knowledge regarding a particular job. 17 ©SHRM 2008 . • Psychomotor abilities tests assess the skill level of tasks required on the job.Kinds of Selection Tests • Cognitive aptitude tests measure reasoning. • Work sample tests allow candidates to demonstrate how they would work on the job. • Honesty and integrity tests try to measure a candidate’s truthfulness . • Personality tests assess traits and personal characteristics.

• Situational and problem-solving interview: > Candidate describes how he or she would solve a problem. > Open-ended questions. not planned in advance. 18 ©SHRM 2008 . • Behavioral interview: > Candidate describes how he or she responded to a specific situation. interviewer follows the candidate’s lead.Interviewing Candidates • Team or individual interviewer? • Structured or patterned interview: > Pre-set questions asked of all candidates. • Nondirective interview: > Minimum of questions.

> 30 percent of applicants make misrepresentations on their resumes.Background Verification and Reference Checks • The importance of checking: > 40 percent of applicants lie about work histories and educational backgrounds. > 20 percent of applicants falsify credentials and licenses. 19 ©SHRM 2008 .

B. (Ed. Paul.(1) • [1] Garner. St.Legal Liability • DEFAMATION: The act of harming the reputation of another by making a false statement to a third party. 20 ©SHRM 2008 .(1) • NEGLIGENCE: The failure to exercise the standard of care that a reasonably prudent person would have exercised in the same situation. (1999). A. MN: West Group.). A handbook of basic law terms.

(1) • NEGLIGENT HIRING: The liability incurred when failing to conduct a reasonable investigation of an applicant’s background and then assigns a potentially dangerous person to a position where he or she can inflict harm. W. . NJ: Pearson 21 ©SHRM 2008 . Human resource management (10th ed.Legal Liability .Negligence • NEGLIGENT REFERRAL: The legal risk incurred when a past employer fails to warn a potential employer of the inherent danger presented by a former employee. (2008). R.). Prentice Hall.(1) (1) Mondy.

The Job Offer • Making the job offer: > May be done by phone. > Verify employment eligibility: • I-9 form. > Discuss salary and benefits: • Avoid quoting an annual salary. > Realistic job preview. letter or in person. > Make arrangements for further conditions: • Physical exam and drug screen. 22 ©SHRM 2008 .

What changes in procedures would you suggest to the company? 23 ©SHRM 2008 . Two weeks after starting the job.HR Dilemma: I-9 Verification A landscaping company requires all legal aliens to provide a permanent resident card at the point of hire. the company and the employee fill out the I-9 form for the employer’s files. 1. The company hires a worker and verifies that his permanent resident card is legal. Is the company in violation of the Immigration Reform and Control Act? 2.

Evaluating the Recruitment and Selection Process • Cost: > Did you stay within your recruitment budget? • Time: > How long did it take you to fill the position? • Quality: > Were your applicants well qualified for the job? • Longevity: > What about turnover? Do your new hires stay for the long term? 24 ©SHRM 2008 .

CONGRATULATIONS! You have a new employee! 25 ©SHRM 2008 .