The Recruitment Process

External Environment Internal Environment

Recruitment and Selection

Anil Verma, Professor Rotman School of Management University of Toronto

Human Resource Planning Alternatives to Recruitment Recruitment Internal Sources Internal Methods Recruited Individuals External Sources External Methods

Various Sources of Recruitment

Posting and Bidding Employee Referral Walk-ins Union Hiring Halls Advertisements - newspaper, radio, TV, magazines Campus Canada Employment Centers Headhunters - Executive Search Professional Meetings

Most Prevalent Recruiting Source/Method By Job Category (1 of 5)

Office/Clerical Promotions from Within Employee Referrals Walk-in Applicants Newspapers State Emp. Svc. 0 20 40 60 66 80 100 87 86 84 94

245 Respondents

Most Prevalent Recruiting Source/Method By Job Category (2 of 5)

Production/Service Walk-in Applicants Promotions from Within Employee Referrals Newspapers State Emp. Svc. 0 20 40 60 68 80 100 77 87 86 83

Most Prevalent Recruiting Source/Method By Job Category (3 of 5)

Professional/Technical Newspapers Promotions from Within Colleges/ Universities Employee Referrals 81 78 64 0 20 40 60 80 100 94 89

221Respondents

Walk-in Applicants

237 Respondents

The Selection Process

Most Prevalent Recruiting Source/Method By Job Category (5 of 5)

Managers/Supervisors Promotions from Within Newspapers Employee Referrals Search Firms Private Emp. Agencies 0 20 40 60 64 63 60 80 100 85 95

External Environment Internal Environment Recruited Individual Preliminary Review Evaluation of Application Rejected Applicant Selection Test Employment Interview Reference and Background Checks Selection Decision Physical Examination Employed Individual

243 Respondents

Issues in Recruitment
Channels or Sources of Recruitment a. b. c. d. e. cost time appropriateness for skills employment equity goals labour market conditions

Whats Valid - A Legal Perspective

BFOQ - bona fide occupational qualification Some examples

marital status religion disabilities family size

Systemic bias in tests - disparate impact

Issues in Recruitment
f.
Evaluating effectiveness of methods/sources - number of applicants per methods - ratio of qualified to unqualified applicants - ratio of applicants to interviews - ratio of interviews to site visits - ratio of site visits to offers to actual hires - ratio of new hires to those who stay - time lapsed at various stages - cost per applicant - cost per hire

Obtaining reliable and valid assessment of abilities

Reliability- the degree to which selection procedures yield a reliable assessment of abilities over time and across raters validity- how well a test or selection procedure measures a persons ability to be successful on the job

Validity

Validity

Empirical (criterion-related ) validity

relationship between test and performance criteria
e.g. Sales for salespersons e.g. Production quality for workers

content validity
Ability of the test to measure knowledge and skills needed to do the job

concurrent validity
Test at the same time as job performance Rate performance and give them a test

construct validity
Ability of the test to measure
underlying constructs, e.g. intelligence, motor skills, etc. Traits, e.g., sociability, musically inclined, conscientiousness, etc.

predictive validity
Test before job performance Test and then assign to work; correlate the two after a few months

cross-validation test different samples of workers

An Example of Results from a Perfected Test

20 30 40 50 60

A Normal Probability Curve

1 1.24 1.72 2.2 2.9 4 5.6 8 8.5 8

Cut-off score on the test

Employees Successful on the job

Employees Unsuccessful on the job

x .683 .954 .997

x = Mean or average score 68.3% of scores will be = one standard deviation from the mean 95.4% of scores will be = two standard deviation from the mean 99.7% of scores will be = three standard deviation from the mean

An Example of Results from a Validated Test

20 30 40 50 60

Typical Consequences of Job Procedures

Traditional procedures Set initial job expectation too high Job is typically viewed as attractive Realistic procedures Set job expectations realistically Job may not may not be attractive, depending on individual needs Some accept, some reject job offer Work experience confirms expectations Satisfaction; needs matched to job High job survival, satisfaction, infrequent thoughts of quitting

 error

Successful Employees

High rate of job offer acceptance Work experience disconfirms expectations

Unsuccessful  error Employees

Dissatisfaction and realization that job not matched to needs Low job survival, dissatisfaction, frequent thoughts of quitting

Interviewing Methods

Guidelines for Employment Interviews

Non-directive Structured
Based on job analysis

Situational
What would you do if

Behaviour
What did you do when

panel computer

establish an interview plan establish and maintain rapport be an active listener pay attention to non-verbal clues provide information honestly use questions effectively separate facts from inferences recognize biases control interview standardize the questions

Portion of a Patterned Interview Guide

Work Experience Cover: Earliest jobs: part - time, temporary Military assignments Full - time positions Ask: Things done best? Done less well? Things liked best? Liked less well? Major accomplishments? How achieved? Most difficult problems faced? How handled? Ways most effective with people? Ways less effective? Level of earnings? Reasons for changing jobs? What learned from work experience? What looking for in job? In career? Look for: Relevance of work Sufficiency of work Skill and competence Adaptability Productivity Motivation Interpersonal relations Leadership Growth and development

Issues in Recruitment
Problem cases
a. Telephone manufacturer in Mexico high turnover; young female workforce; few opp for advancement; low pay USAF recruitment for pilots demanding criteria; small talent pool

b.