Chapter 4: Recruitment & Selection Flashcards
The process of attracting employees to an organization.
Recruitment.
Recruiting employees from outside the organization.
External recruitment.
Recruiting employees already employed by the organization (promotion or transfer).
Internal recruitment.
Usually involve “career progression” positions.
Noncompetitive promotions.
Several internal applicants compete with one another (and sometimes with external applicants) for a limited number of higher positions.
Competitive promotions.
Eight (8) steps in selecting employees.
- Job analysis
- Selection of testing methods
- Test validation
- Recruitment
- Screening
- Testing
- Selecting
- Hiring/Rejecting
A type of newspaper ad in which applicants are instructed to call rather than to apply in person or send résumés.
Respond by calling.
A type of newspaper ad where applicants are instructed to apply in person rather than to call or send résumés.
Apply in person ads.
A type of newspaper ad where applicants are instructed to send their résumé to the company rather than call or apply in person.
Send-résumé ads.
A type of newspaper ad that instructs applicants to send their résumé to a box at the newspaper; neither the name nor the address of the company is provided.
Blind box.
Three (3) tips in writing recruitment ads.
- Ads containing realistic information about the job increase applicant information to the organization.
- Ads containing detailed descriptions of the job and organization provide applicants with an idea of how well they would fit into an organization and result in positive thoughts about it.
- Ads containing information about the selection process affect the probability that applicants will apply for a job.
Methods in which job vacancy notices are posted in places where customers or current employees are likely to see them such as store windows, bulletin boards, restaurant placemats, and the sides of trucks.
Point-of-Purchase Methods.
Advantages and disadvantages of Point-of-Purchase Methods.
Advantages: Inexpensive and targeted toward people who frequent the business.
Disadvantage: Only a limited number of people are exposed to the sign.
A job fair held on campus where students can “tour” a company online, ask questions of recruiters, and electronically send résumés.
Virtual job fair.
(Campus Recruiters)
Employment agencies, often also called headhunters, that specialize in placing applicants in high-paying jobs.
Executive search firms.
(Outside Recruiters)
An organization that specializes in finding jobs for applicants and finding applicants for organizations looking for employees.
Employment agency.
Employment agencies charge what percent of the applicant’s first-year salary when the applicant takes the job?
10-30%.
An entity that looks for higher-paying, non entry-level positions such as executives, engineers, and computer programmers.
Executive search firms.
(Also known as “headhunters”)
TRUE OR FALSE: Reputable executive search firms always charge their fees to organizations rather than applicants.
True.
Fees charged by executive search firms tend to be what percent of the applicant’s first-year salary?
30%.
An employment service operated by a state or local government, designed to match applicants with job openings.
Public Employment Agencies.
(Example: DOLE)
A method of recruitment in which a current employee refers a friend or family member for a job.
Employee Referrals.
A method of recruitment in which an organization sends out mass mailings of information about job openings to potential applicants.
Direct mail.
This is when an organization lists available job openings and provides information about itself and the minimum requirements needed to apply to a particular job.
Employer-Based Websites.
A private company whose website lists job openings for hundreds or thousands of organizations and résumés for millions of applicants.
Job Boards.
(Example: LinkedIn)
A recruitment method in which several employers are available at one location so that many applicants can obtain information at one time.
Job fairs.
A method of evaluating the effectiveness of recruitment strategies in which the judgment is simply that enough bodies are hired to fill job openings.
Applicant Yield Method.
A method of evaluating the effectiveness of recruitment strategies in which the amount of money spent on a recruitment campaign is divided by the number of people that subsequently apply for jobs.
Cost per applicant.
A method of evaluating the effectiveness of recruitment strategies in which the amount of money spent on a recruitment campaign is divided by the number of qualified people that subsequently apply for jobs.
Cost per qualified applicant.
A method of recruitment in which job applicants are told both the positive and negative aspects of a job.
Realistic job preview (RJP).
A form of realistic job preview (RJP) that lowers an applicant’s expectations about the various aspects of the job.
Expectation-lowering procedure (ELP).
Difference between realistic job preview (RJP) and expectation-lowering procedure (ELP).
RJP focuses on a particular job.
ELP lowers an applicant’s expectations about work and expectations in general.
Three (3) characteristics of effective employee selection techniques.
- Valid
- Reduce the chance of a legal challenge
- Cost-effective
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.
Employment interview.
A type of interview in which the questions are based on a job analysis, every applicant is asked the same questions, and there is a standardized scoring system so that identical answers are given identical scores.
Structured interviews.
A type of interview in which applicants are not asked the same questions and in which there is no standard scoring system to score applicant answers.
Unstructured interviews.
A style of interview that involves one interviewer interviewing one applicant.
One on One Interviews.
A style of interview that involves a series of single interviews.
Serial interviews.
A style of interview similar to serial interviews but the difference is that there is a passing of time between the first interview and subsequent interviews.
Return interviews.
A style of interview where there are multiple interviewers asking questions and evaluating answers of the same applicant at the same time.
Panel interviews.
A style of interview where there are multiple applicants answering questions during the same interview.
Group interviews.
A medium of interview in which both the interviewer and the applicant are in the same room.
Face-to-face interviews.
A medium of interview often used to screen applicants that does not allow the use of visual cues.
Telephone interviews.
A medium of interview conducted at remote sites.
Videoconference interviews.
A medium of interview that involves the applicant answering a series of written questions and then sending the answers back through regular mail or through email.
Written interviews.
Advantages and Disadvantages of Structured interviews.
Advantages:
1. Based on job analysis
2. Tap job knowledge, job skills, applied mental skills, and interpersonal skills
3. Racial and gender similarity issues are minimized.
Disadvantages:
1. Usually more difficult from applicants’ perspective.
2. Applicants may feel that they did not have the chance to tell the interviewer everything they wanted to.
A problem with unstructured interviews wherein hiring decisions are made on “gut reactions”, or intuition.
Poor Intuitive Ability.
A problem with unstructured interviews wherein questions that are not related to any particular job are asked.
Lack of Job Relatedness.
A problem with unstructured interviews where facts presented early in an interview carry more weight than information presented later. (“First impressions” problem)
Primacy effect.
A problem with unstructured interviews wherein the performance of one applicant affects the perception of the performance of the next applicant.
Contrast effect.
A problem with unstructured interviews where negative information receives more weight than positive information in an employment decision.
Negative-Information Bias.
A problem with unstructured interviews wherein an interviewee will receive a higher score if he or she is similar to the interviewer in terms of personality, attitude, or race.
Interviewer-Interviewee Similarity.
A problem with unstructured interviews which indicates that, in general, physically attractive applicants have an advantage over less attractive applicants. This bias is especially strong for traditionally masculine and feminine job types.
Interviewee Appearance.
Types of interview questions.
- Clarifier
- Disqualifier
- Skill-level determiner
- Past-focused (behavioral)
- Future-focused (situational)
- Organizational fit
Three (3) approaches of creating a scoring key for interview answers.
- Right/Wrong approach
- Typical-answer approach
- Key-issues approach