Knowledge clips

Question 1

Why has cross-cultural recruitment gained interest?

Answer 1

→ Globalization: organizations increasingly operate internationally

→ Diversity & inclusion: in order to represent society

→ Barriers: related to requirements, assumptions and qualifications

→ Contextualization: to attract diverse pool of candidate

Question 2

What is the difference between individualism and collectivism

Answer 2

→ Individualism: focuses on rewards and benefits

→ Collectivism: focuses on relations, job security and development

Taking a collectivist stance may harm attracting individualistic applicants

Question 3

What is the difference between low and high uncertainty avoidance (UA)?

Answer 3

→ Low UA: motivated by achievement and impatient with long recruitment delays

→ High UA: motivated by security, structure and standardization of work activities

High UA will likely not detract people from low UA countries

Question 4

What is the difference between masculinity and femininity?

Answer 4

→ Masculinity: clear gender roles emphasizing competition, earnings and ambition

→ Femininity: value job security and high quality working relationships

Masculine cultures tend to have increased discrimination

Question 5

What is the difference between high and low power distance (PD)?

Answer 5

→ High PD: favour high status organizations, prestige, formal recruitment process led by authority figure

→ Low PD: emphasize ethics, fairness and objective procedures

High PD are more prone to discrimination

Question 6

What is an important blind spot in minority recruitment?

Answer 6

Research has overlooked qualifications which has resulted in a bigger pool of applicants that contains relatively many unqualified applicants which are likely to be rejected

Question 7

How can recruiters ensure effective minority recruitment?

Answer 7

1. Don’t only focus on enhancing the number of applicants, first quantify the qualifications
2. Measure qualifications systematically and validly
3. Examine interplay between (recruitment intervention) x (race) x (qualification) of the applicant. Qualifications will moderate how effective the intervention is to attract more minority candidates
4. Evaluate the interventions (e.g. ask minority applicants and hires how they experienced it)

Question 8

What are the upsides of referral hiring for the employer and employee?

Answer 8

→ Employer: cost-effectve, increased performance and satisfaction, decreased voluntary turnover

→ Employee: decreases information asymmetry, quick and effective information, higher chance of receiving an offer, higher productivity and salary

Question 9

Which role does the referrer play in the post-hire process?

Answer 9

1. The referrer can be a source of social enrichment
2. Longer referrer tenure: if they have many responsibilities, they can help less with social enrichment
3. Job similarity: referrer performance goes down as they help with both social enrichment and job content

Turnover: if a referral hire leaves, the referrer is also likely to leave

Question 10

What are the downsides of referral hiring?

Answer 10

1. Leads to unequal hiring opportunities which undermines overall fairness and validity
2. Lack of diversity as it promotes a homogenous workforce

Question 11

What are AI algorithms based on?

Answer 11

They are often based on training samples that are not representative and often consist of majority candidates

Question 12

What is algorithm aversion?

Answer 12

Seeing algorithm errors makes people less confident in them and less likely to choose them over inferior human forecasters

Question 13

How can recruiters combat algorithm aversion?

Answer 13

1. Be transparent: show what information is used on the predictor and criterion side
2. Use representative samples: needs to include minority groups
3. Media: should cover positive stories
4. Collaboration: between HR specialists, psychologists and AI developers

Question 14

What is impression management (IM)?

Answer 14

An applicants’ conscious attempt to influence interviewers’ evaluations and decisions through a variety of tactics

Question 15

What are the two categories of IM?

Answer 15

1. Honest: try to make a good impression by emphasizing positive true past experiences, values or similarities with the organization
2. Deceptive: try to make an impression by pretending to have qualifications, experiences or fit that they do not posses

Question 16

Which honest assertive tactics are there?

Answer 16

→ Self-promotion: emphasize their competencies and abilities

→ Ingratiation: focus on making the interviewer like you through interpersonal attraction

→ Opinion conformity: increasing fit perceptions by displaying attitudes and values held by the interviewer / organization

Question 17

What is an honest defensive tactic?

Answer 17

→ Image repair: apologies, excuses or justifications to prevent making a bad impression

Question 18

Which deceptive assertive tactics are there?

Answer 18

→ Deceptive
ingratiation: creating fit perceptions by expressing insincere beliefs/values held by the interviewer

→ Slight image creation: embellishing, tailoring, or fit enhancing statements

→ Extensive image creation: inventing, borrowing experiences of accomplishments

Question 19

What is a deceptive defensive tactic?

Answer 19

→ Image protection: omitting or masking negative experiences

Question 20

Are recruiters successful in detecting impression management?

Answer 20

They are rarely successful (13 - 23%). If an interviewer believes certain tactics are used even if they aren’t, it influences the outcome

Question 21

What can help a recruiter in detecting honest or deceptive tactics?

Answer 21

→ Cognitive ability
→ Social sensitivity
→ Speech disturbances and response latencies
→ story-related cues such as vagueness, lack of structure and contradictions
→ NOT non-verbal behaviour

Question 22

What can help lead to less impression management tactics?

Answer 22

Having more past behavioural questions instead of future behavioural questions in which candidates can give desired answers

Question 23

What does opt-out mean?

Answer 23

That everyone who is qualified is already entered into the selection process and they have to consciously opt-out of the process if they do not wish to enter leadership positions.

The opt-out mechanism decreases seeing leadership as a competition. A gender gap only existed in the opt-out process if there is no incentive as men need less incentive to apply for leadership positions

Question 24

What are the downsides of the opt-out process?

Answer 24

→ It is easier to apply the opt-out mechanism for internal candidates compared to external ones

→ Transactional costs may increase especially if many employees fulfil the criteria and recruiters have to go through high amounts of candidates which may put them off

Question 25

How can recruiters combat high transactional costs in the opt-out process?

Answer 25

If organizations have a clear idea of the role they want to fulfil and the characteristics needed (clear job description), this could potentially buffer the costs.