IO 2nd and 3rd Exam

Job analysis

Is the cornerstone of personnel selection. it is essential to identify the knowledge, skills, and abilities needed to perform the job.

Recruitment

Attracting people with the right qualifications to apply for the job.

Internal Recruitment

Promote someone from within the organization. Can be a great source of motivation, but if an organization always promotes it runs the risk of having a stale workforce that is devoid of the many ideas that new employees bring with them from their previous employment settings.

External Recruitment

Hire someone from outside the organization.

Newspaper Ads

Running ads in periodicals such as local newspapers or professional journals is a common method of recruiting employees.

Respond by calling.

pplicants are instructed to call rather than to apply in person or send resumes. When an organization wants to either quickly screen applicants or hear an applicant’s phone voice.

Apply-in-person ads.

Instruct applicants to apply in person rather than to call or send resumes. When they don’t want their phones tied up by applicants calling, want the applicants to fill out a specific job application, or want to get a physical look at the applicant.

Send-resume ads.

Applicants are instructed to send their resume to the company. When the organization expects a large response and does not have the resources to speak with thousands of applicants.

Blind box

Instruct applicants to send their resume to a box at the newspaper; neither the name of the address of the company isn’t provided. The organization doesn’t want its name in public. The company might fear that people wouldn’t apply if they knew the name of the company. A company needs to terminate an employee but wants first to find a replacement.

Writing Recruitment Ads

Ads displaying the company emblem and using creative illustrations attract the greatest number of applicants, but ads that include the salary range and a company phone number attract the highest-quality applicants.

Ads containing realistic information about the job.

Ads containing detailed descriptions of the job and the organization.

Ads containing information about the selection process.

Electronic Media

Television and radio commercials.

Situation-Wanted Ads

Situation-wanted ads are placed by the applicant rather than by organizations

Point-of-Purchase Methods

Job vacancy notices are posted in places where customers or current employees are likely to see them (store windows,bulletin boards, restaurant placemats, and the sides of the trucks)

Campus Recruiters

Many organizations send recruiters to college campuses to answer questions about themselves and interview students for available positions. The behavior and attitude of recruiters can greatly influence applicants’ decisions to accept jobs that are offered.

Virtual Job Fair

Is a job fair held on campus in which students can “tour” a company online, ask questions of recruiters, and electronically send resumes.

Employment Agencies

An organization that specializes in finding jobs for applicants and finding applicants for organizations looking for employees. They charge either the company or the applicant when the applicant takes the job.

Executive Search Firms

Headhunters: jobs they represent tend to be higher-paying, nonentry-level positions; always charge their fees to organization

Public Employment Agency

An employment service operated by a state or local government designed to match applicants with job openings.

Employee Referrals

A method of recruitment in which a current employee refers a friend of family member for a job; employee referrals are more likely to be hired and have longer tenure with an organization than are employees recruited through other means.

Direct Mail

A method of recruitment in which an organization sends out mass mailing of information about job openings to potential applicants

Employer-Based Websites

An organization lists available job openings and provides information about itself, and the minimum requirements needed to apply to a particular job.

Job Boards or Internet Recruiters

A private company whose website lists job openings for hundreds or thousands of organizations and resumes for millions of applicants; larger organizations are more likely to use job boards.

Social Networking Sites

Facebook, LinkedIn, and Twitte

Job Fairs

A recruitment method in which several employers are available at one location so that many applicants can obtain information at one time.

Job Fairs

Many types of organizations have booths at the same location.

Many organizations in the same field in one location.

An organization to hold its own job fair.

Incentives

When unemployment rates are low, organizations have to take extra measures to recruit employees. These often come in the form of a financial signing bonus; other types of incentives are increasing in popularity

Nontraditional Populations

Manpower Incorporated, in Chandler, Arizona, the Chicago Police Department, and the Hackensack, New Jersey, Police Department, formed partnerships with local churches that resulted in successful hires.

Recruiting “Passive” Applicants

An increasingly common method to find passive applicants is to surf the Web, especially blogs and social networking sites such as Facebook and Myspace.

Evaluating the Effectiveness of Recruitment Strategies

The number of applicants each recruitment source yields.

The cost per applicant, which is determined by dividing the number of applicants by the amount spent for each strategy.

The cost per qualified applicant, looks at the number of successful employees generated by each recruitment source.

The number of minorities and women that applied for the job and were hired

Realistic Job Preview (RJP)

Giving an applicant an honest assessment of a job. Applicants are told both the positive and the negative aspects of the job.

Expectation-Lowering Procedure (ELP)

Lowers an applicant’s expectations about work and expectations in general.

Effective Employee Selection Techniques

Valid

Reduce the chance of a legal challenge

Cost-effective

Employment Interviews

Most commonly used method to select employees.

Structured Interviews

The source of the question is job analysis; all applicants are asked the same questions; there’s a standardized scoring key to evaluate answer

highly structured – all three criteria are met.

Moderately structured – two criteria are met.

Slightly structured – one criterion is met.

Unstructured Interviews

Interviewers are free to ask anything they want, are not required to have consistency in what they ask of each applicant and may assign numbers of points at their own discretion.

One-on-One Interviews

Involve one interviewer interviewing one applicant

Serial Interviews

A series of single interviews

Return Interviews

Similar to serial interviews with the difference being a passing of time between the first and subsequent interview.

Panel Interviews

Have multiple interviewers asking questions and evaluating answers of the same applicant at the same time.

Group Interviews

Have multiple applicants answering questions during the same interview

Serial-Panel-Group Interview

Several combinations of interview

Face-to-Face Interviews

Both the interviewer and the applicant are in the same room. It provides a personal setting and allow the participants to use both visual and vocal cues to evaluate information.

Telephone Interviews

Often used to screen applicants but do not allow the use of visual cues

Videoconference Interviews

Conducted at remote sites. The applicant and the interviewer can hear and see each other, but the setting is not as personal, nor is the image and vocal quality of the interview as sharp as in face-to-face interviews.

Written Interviews

Involve the applicant answering a series of written questions and then sending the answers back through regular mail or through email.

Poor Intuitive Ability

Interviewers often base their hiring decisions on “gut reactions,” or intuition.

Lack of Job Relatednes

The most common questions asked by interviewers are not related to any particular job. Furthermore, the proper answers to these questions have not been empirically determined.

Primacy Effects

“First impressions”; the fact that information presented early in an interview carries more weight than information presented after.

Contrast Effects

The interview performance of one applicant may affect the interview score given to the next applicant

Negative-Information Bias

The fact that negative information receives more weight in an employment decision than does positive information. Most job applicants are afraid of being honest in interviews for fear that one negative response will cost them their job opportunities.

Interviewer-Interviewee Similarity

An interviewee will receive a higher score if he/she is similar to the interviewer in terms of personality, attitude, gender, or race.

Interviewee Appearance

Physically attractive applicants have an advantage in interviews over less attractive applicants and applicants who dress professionally receive higher interview scores than do more poorly dressed applicants.

Nonverbal Cues

Use of appropriate nonverbal cues is highly correlated with interview scores. Appropriate nonverbal cues include such things as smiling and making appropriate eye contact.

Creating a Structured Interview

Determining the KSAOs to Tap in the Interview

Creating Interview Questions

Clarifiers

Allow the interviewer to clarify information in the résumé, cover letter, and application, fill in gaps, and obtain other necessary information. For example, I noticed a three-year gap between two of your jobs. Could you tell me about that?

Disqualifiers

Questions that must be answered a particular way or the applicant is disqualified. For example, “Are you available to work on weekends?” If the answer is no, the applicant will not get the job

Skill-Level Determiners

Tap an interviewee’s level of expertise. For example, If an applicant claims to be fluent in Spanish, the interviewer might want to ask her a few questions in Spanish.

Past-Focused or Patterned behavior Description Interviews (PBDIs)

Differ from situational interview questions by focusing on previous behavior rather than future intended behavior. That is, applicants are asked to provide specific examples of how they demonstrated job-related skills in previous jobs. For example, what did you do to fix the situation?

Future-Focused

Focus on future behavior to predict performance

Organizational Fit

Tap the extent to which an applicant will fit into the culture of an organization or with the leadership style of a particular supervisor. For example, some organizations are very policy oriented, whereas others encourage employees to use their initiative.

Right/Wrong

Skill-level determiners can be scored simply on the basis of whether the answer given was correct or incorrect.

Typical-Answer Approach

Create a list of all possible answers to each question, have subject-matter experts (SMEs) rate the favorableness of each answer, and then use these ratings to serve as benchmarks for each point on a five-point scale.

Benchmark Answers

Standard answers to interview questions, the quality of which has been agreed on by job experts.

Key-Issues Approach

SMEs create a list of key issues they think should be included in the perfect answer. For each key issue that is included, the interviewee gets a point. The key issues can also be weighted so that the most important issues get more points than the less important issues.

Conducting the Structured Interview

Build Rapport

Set the agenda for the interview by explaining the process.

Ask the interview questions.

Provide information about the job and the organization.

Answer any questions the applicant might have.

End the interview on a pleasant note by complimenting the interviewee and letting her know when you will be contacting the applicant about job offers.

The scores from the questions are summed and the resulting figure is the applicant’s interview score.

Scheduling the Interview

When applicants arrive for the interview will affect their score. The interview can be scheduled for any time of the day or week, but the applicant must not be late.

Before the Interview

Learn about the company. Organizations are especially impressed if an applicant knows its products and services, future needs, major problems faced, and philosophy or mission.

During the Interview

Nonverbal behaviors should include a firm handshake, eye contact, smiling, and head-nodding. Desired verbal behaviors include asking questions, subtly pointing out how you are similar to the interviewer, not asking about the salary, not speaking slowly, and not hesitating before answering questions.

After the Interview

Immediately following the interview, write a brief letter thanking the interviewer for her time

Cover Letters

Tell an employer that you are enclosing your résumé and would like to apply for a job. Cover letters should never be longer than one page.

Salutation

If possible, get the name of the person to whom you want to direct the letter. If you can’t get the person’s name, a safe salutation is “Dear Human Resource Director

Paragraphs

The opening paragraph should be one or two sentences long. The fact that your résumé is enclosed, the name of the job you are applying for, and how you know about the job opening.

The second paragraph is four to five sentences long and states that you are qualified for the job and provides about three reasons why. This should not rehash the content of your résumé.

The third paragraph explains why you are interested in the particular company to which you are applying.

The final paragraph closes your letter and provides information on how you can best be reached. Though your phone number will be on your résumé, this paragraph is a good place to tell the employer the best days and times to reach you.

Signature

Above your signature, use words such as “cordially” or “sincerely.” Personally sign each cover letter; and type your name, address, and phone number below your signature.

Tips in Writing Cover Letters

Avoid sounding desperate and don’t beg.

Avoid grammar and spelling errors.

Avoid officious words or phrases.

Don’t discuss personal circumstances.

Tailor your letter to each company.

Don’t write your cover letter on the stationery of your current employer.

Résumés

Are summaries of an applicant’s professional and educational background.

Views of Résumés

As a history of your life - Tend to be long and to list every job ever worked, as well as personal information such as hobbies, marital status, and personal health.

As an advertisement of your skills - Tend to be shorter and contain only information that is both positive and relevant to a job seeker’s desired career.

Chronological Résumé

List previous jobs in order from the most to the least recent.

Functional Résumé

Organizes jobs based on the skills required to perform them rather than the order in which they were worked. Functional résumés are especially useful for applicants who are either changing careers or have gaps in their work histories.

Psychological Résumé

It contains the strengths of both the chronological and functional styles and is based on sound psychological theory and research. Begin with a short summary of your strengths.

Priming

Preparing the reader for what is to come.

Primacy

Early impressions are most important

Short-term memory limits

The list should not be longer than seven items.

Reference Check

Is the process of confirming the accuracy of information provided by an applicant.

Reference

Is the expression of an opinion, either orally or through a written checklist, regarding an applicant’s ability, previous performance, work habits, character, or potential for future success.

Letter of Recommendation

Is a letter expressing an opinion regarding an applicant’s ability, previous performance, work habits, character, or potential for future success.

Résumé Fraud

Lying on their résumés about what experience or education they actually have.

Negligent Hiring

If an organization hires an applicant without checking his references and background and he later commits a crime while in the employ of the organization

Importance of References and letters of recommendation

Methods to understand the personality and skills of job applicants.

Ethical Issues in Reference

Explicitly state your relationship with the person you are recommending.

Be honest in providing details.

Let the applicant see your reference before sending it and give him the chance to decline to use it

Job Knowledge Tests

Designed to measure how much a person knows about a job. A test that measures the amount of job-related knowledge an applicant possesses.

Ability Tests

Tap the extent to which an applicant can learn or perform a job-related skill. Ability tests are used primarily for occupations in which applicants are not expected to know how to perform the job at the time of hire.

Cognitive ability

Includes such dimensions as oral and written comprehension, oral and written expression, numerical facility, originality, memorization, reasoning, and general learning. Important for professional job etc.

Cognitive ability test

Is thought to predict work performance in two ways: by allowing employees to quickly learn job-related knowledge and by processing information resulting in better decision making. Test designed to measure the level of intelligence, or the amount of knowledge possessed by an applicant.

Have highest level of adverse impact.

Lack face validity.

Difficulty of setting a passing score.

Wonderlic Personnel Test

One of the most widely used cognitive ability tests in industry. The short amount of time (12 minutes) necessary to take the test, as well as the fact that it can be administered in a group setting, makes it popular.

Perceptual Ability

Consists of vision, color discrimination, depth perception, glare sensitivity, speech, and hearing. Abilities from this dimension are useful for such occupations as machinist, cabinet maker, die setter, and tool and die maker.

Psychomotor Ability

ncludes finger dexterity, manual dexterity, control precision, multilimbed coordination, response control, reaction time, armhand steadiness, wrist-finger speed, and speed-of-limb movement. Psychomotor abilities are useful for such jobs as carpenter, police officer, sewing-machine operator, post office clerk, and truck driver.

Physical Ability Tests

Are often used for jobs that require physical strength and stamina, such as police officer, firefighter, and lifeguard. Physical ability is measured in one of two ways:

Problems with Physical Ability Tests

Job Relatedness

Passing Scores

When the Ability Must Be Present

Relative Standards

indicate how well an individual scores compared with others in a group such as women, police applicants, or current police officers.

Absolute Standards

passing scores are set at the minimum level needed to perform a job.