Knowledge clips Flashcards
Why has cross-cultural recruitment gained interest?
→ 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
What is the difference between individualism and collectivism
→ Individualism: focuses on rewards and benefits
→ Collectivism: focuses on relations, job security and development
Taking a collectivist stance may harm attracting individualistic applicants
What is the difference between low and high uncertainty avoidance (UA)?
→ 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
What is the difference between masculinity and femininity?
→ 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
What is the difference between high and low power distance (PD)?
→ 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
What is an important blind spot in minority recruitment?
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
How can recruiters ensure effective minority recruitment?
- Don’t only focus on enhancing the number of applicants, first quantify the qualifications
- Measure qualifications systematically and validly
- 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
- Evaluate the interventions (e.g. ask minority applicants and hires how they experienced it)
What are the upsides of referral hiring for the employer and employee?
→ 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
Which role does the referrer play in the post-hire process?
- The referrer can be a source of social enrichment
- Longer referrer tenure: if they have many responsibilities, they can help less with social enrichment
- 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
What are the downsides of referral hiring?
- Leads to unequal hiring opportunities which undermines overall fairness and validity
- Lack of diversity as it promotes a homogenous workforce
What are AI algorithms based on?
They are often based on training samples that are not representative and often consist of majority candidates
What is algorithm aversion?
Seeing algorithm errors makes people less confident in them and less likely to choose them over inferior human forecasters
How can recruiters combat algorithm aversion?
- Be transparent: show what information is used on the predictor and criterion side
- Use representative samples: needs to include minority groups
- Media: should cover positive stories
- Collaboration: between HR specialists, psychologists and AI developers
What is impression management (IM)?
An applicants’ conscious attempt to influence interviewers’ evaluations and decisions through a variety of tactics
What are the two categories of IM?
- Honest: try to make a good impression by emphasizing positive true past experiences, values or similarities with the organization
- Deceptive: try to make an impression by pretending to have qualifications, experiences or fit that they do not posses
Which honest assertive tactics are there?
→ 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
What is an honest defensive tactic?
→ Image repair: apologies, excuses or justifications to prevent making a bad impression
Which deceptive assertive tactics are there?
→ 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
What is a deceptive defensive tactic?
→ Image protection: omitting or masking negative experiences
Are recruiters successful in detecting impression management?
They are rarely successful (13 - 23%). If an interviewer believes certain tactics are used even if they aren’t, it influences the outcome
What can help a recruiter in detecting honest or deceptive tactics?
→ Cognitive ability
→ Social sensitivity
→ Speech disturbances and response latencies
→ story-related cues such as vagueness, lack of structure and contradictions
→ NOT non-verbal behaviour
What can help lead to less impression management tactics?
Having more past behavioural questions instead of future behavioural questions in which candidates can give desired answers
What does opt-out mean?
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
What are the downsides of the opt-out process?
→ 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
How can recruiters combat high transactional costs in the opt-out process?
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.
