PLANNING FOR AND RECRUITING FOR HUMAN RESOURCES

SELECTING EMPLOYEES AND PLACING THEM IN JOBS

Domasian, France Edgar B.

February 17, 2024

Maria Dulce De Leon-Fidellaga, DBA

PLANNING FOR AND RECRUITING FOR HUMAN RESOURCES

Course Objectives

1. Discuss how to plan for the human resources needed to carry out the organization’s
strategy.
2. Determine the labor demand for workers in various job categories.
3. Summarize the advantages and disadvantages of ways to eliminate a labor surplus and
avoid a labor shortage.
4. Describe recruitment policies that organizations use to make job vacancies more
attractive.
5. List and compare sources of job applicants
6. Describe the recruiter’s role in the recruitment process, including limits and opportunities

1. PLANNING FOR HUMAN RESOURCES TO CARRY OUT THE ORGANIZATION’S

STRATEGY

PLANNING involves anticipating the company's future needs in terms of workforce.

These are done through the following methods:

1. Personnel Forecasting

- Personnel forecasting is about estimating the number of employees and the types of

skills we will need down the line.

- We assess upcoming projects and organizational changes to ensure we have the

right talent in place.

 - It's about analyzing workforce trends and preparing to meet those future demands

effectively.

2. Trend Analysis and Good Judgement

- We also engage in trend analysis and apply sound judgment.

- This involves examining industry trends and historical workforce data to predict

future HR needs.

- By understanding these patterns, we can make informed decisions about staffing

and skill requirements.

- It's about leveraging data to forecast shifts in the job market and align our HR

strategies accordingly.

3. Supply and Demand for Various Human Resources

- Balancing the supply and demand for human resources is crucial. We evaluate our

current workforce capabilities (supply) against the projected needs for talent

(demand).

- If there is a mismatch, we must devise strategies to address it, such as hiring,

training, or reassigning staff.

- This ensures that we have a well-equipped workforce to meet future challenges.

SET GOALS AND CREATE STRATEGIES TO ACHIEVE THESE GOALS

- Based on the analysis of supply and demand, we define clear objectives, such as

enhancing employee engagement or leadership development.

- We then outline strategic plans to achieve these goals, which might include talent

acquisition, professional development initiatives, or organizational restructuring.

 - This process ensures that our HR efforts are aligned with the company's broader

objectives.

IMPLEMENTATION AND EVALUATION OF RESULTS

- The phase involves implementing Human Resource strategies and continuously

evaluating their effectiveness.

- This means putting our plans into action—whether it's through recruitment, training

programs, or policy updates—and monitoring the outcomes.

- We assess the impact of these strategies on our goals and make adjustments as

needed.

- This cycle of implementation and evaluation supports ongoing improvement and

helps us adapt to changing organizational needs.

Conclusion of the topic

To effectively plan for human resources in carrying out an organization's strategy, it is

crucial to accurately forecast personnel needs, analyze trends with discernment, and

balance the supply and demand for various human resources. Begin with a thorough

assessment of future workforce requirements, considering both the number of

employees and the specific skills needed to achieve strategic objectives.

Use trend analysis to anticipate changes in the labor market and internal workforce

dynamics. Then, align human resource planning with the organization's strategy by

ensuring that you have the right mix of talent—recruiting new employees or developing

existing ones—to meet anticipated demands. This approach ensures the organization is

prepared with a capable and adaptable workforce to execute its strategy effectively and

maintain a competitive edge.

2. LABOR DEMAND FOR WORKERS IN VARIOUS CATEGORIES

Look for Leading Indicators

- Finding leading indicators is about spotting early signs that tell us what the job

market will need soon.

- It means using clear, measurable factors to predict future job demands accurately.

- For instance, understanding that launching a new software product might increase

the need for more developers.

- When we forecast supply and demand, we are comparing how many workers we

have and their skills against the jobs we will need to fill. This way, we can plan to hire

or train people in advance to meet those future needs.

Use of Multiple Regression to Convert Several Leading Indicators into a Single Prediction

of Labor Needs

- Multiple regression is a method that helps us predict future job needs by looking at

several factors at once.

- It combines data from different sources, like economic trends and company growth,

to forecast how many workers and what kinds of jobs we will need.

- It is like using a formula that takes into account various elements, such as industry

growth rates and technology changes, to make a single, accurate prediction about

future labor requirements.

The Use and Analysis of a Transitional Matrix

*A Transitional Matrix: A chart that lists job categories held in one period and shows the

employees in each of those job categories in a future period.

 - Using a transitional matrix helps us understand our internal job market—showing

which positions we can fill with our current employees and where we might see

people leaving their jobs.

- This involves looking at data about retirements, job promotions, transfers, and who's

leaving the company or being let go.

- With this information, HR can plan better for hiring new people or training existing

staff, ensuring we have the right people ready for future job openings and reducing

the impact of turnover. Also, this plays an important role in determining future

leaders.

Shown in Table 5.1 is an example of a Transitional Matrix.

It answers two questions:

1. Where did people who were in each job category go?

2. Where did people now in each job category come from?

Conclusion of the topic

Therefore, to determine the need for workers in different job areas, it is key to blend

leading indicators, multiple regression, and transitional matrix techniques.

Leading indicators help us see ahead, predicting where and when we will need more

workers. Multiple regression takes various signals and combines them into a clear

forecast, telling us exactly which job categories will see higher or lower demand.

The transitional matrix shows us how jobs within our company might change, pointing

out where people might move up, or leave, or where we might face staff shortages.

By using these methods together, companies can make their market position

strategically, making sure they're ready for the future.

3. WAYS TO ELIMINATE A LABOR SURPLUS AND AVOID A LABOR SHORTAGE AND

THEIR ADVANTAGES AND DISADVANTAGES

ELIMINATING LABOR SURPLUS

1. Downsizing, Pay Reduction, Demotion

Downsizing is a process where a company reduces its number of employees to cut costs

and improve efficiency.

- Downsizing, cutting salaries, and demoting employees can quickly reduce a

company's labor surplus.

- This approach shows fast results in decreasing costs.

- However, it comes with a high emotional cost, significantly affecting the morale of

remaining employees and potentially harming the company's reputation.

 - This might lead to difficulties in keeping top performers and attracting new talent,

as it sends a negative signal about job security and company culture.

2. Transferring Employees and Requiring Them to Share Work/Tasks

- Transferring employees to different departments or having them share duties is

another quick solution to address labor surplus.

- This method avoids the harsh impacts of layoffs, maintaining a stable workforce

without drastically reducing headcount.

- It can be an effective way to redistribute resources within the company, but it

requires careful planning to ensure employees are matched with suitable roles

that utilize their skills.

3. Hiring Freeze or Natural Attrition

- Implementing a hiring freeze or relying on natural attrition, where no new

employees are hired to replace those leaving, is a more gradual approach to

reducing labor surplus. It avoids the immediate negative impact of layoffs,

allowing the workforce to shrink naturally over time.

- This method is less disruptive to employee morale but may take longer to

achieve desired workforce reductions.

4. Early-Retirement Package

- Offering early retirement packages is a strategy to encourage voluntary

departures, particularly among more experienced employees.

- While slower to implement and potentially leading to the loss of valuable talent,

it is generally seen as a more humane way to reduce staff numbers compared to

 forced layoffs. This approach can help preserve the company's image and

employee morale by providing a beneficial option for those willing to retire early.

5. Retraining

- Retraining employees to take on different roles within the company is a

proactive method to handle labor surplus.

- Though it may be slow and requires investment, retraining enhances the skills

of the workforce, making it more versatile and aligned with the company's current

needs.

- This strategy not only addresses the surplus but also boosts employee morale

by investing in their development, potentially leading to a more engaged and

productive workforce.

AVOIDING LABOR SHORTAGE

1. Require Overtime

- Requiring overtime is a quick and flexible way to address labor shortages,

allowing companies to meet demand without hiring more staff.

- It is straightforward to implement, as it simply extends the hours current

employees work. However, relying too much on overtime can tire out workers,

potentially harming morale and productivity over time.

2. Use of Part-Time Employees and Outsourcing

- Bringing in part-time employees or outsourcing tasks provides a solution when

there is a lack of in-house talent.

- This approach lets companies adjust staffing levels with ease, adding or reducing

external workers as needed.

 - It is a flexible way to manage workload peaks without committing to long-term

employment contracts.

3. Transferring and Retraining

- Transferring and retraining existing employees to fill gaps is a more time-

consuming and expensive option but can greatly improve the organization's

capabilities.

- This method invests in the workforce, enhancing overall quality and versatility.

However, it carries the risk of creating a labor surplus if not carefully managed.

4. Hiring New Employees

- Hiring new employees to address labor shortages is a slower and costlier process,

but it strengthens the organization by bringing in fresh talent and skills. This long-

term solution contributes to the company's growth, though it also poses a risk of

labor surplus if demand decreases or hiring isn't closely aligned with strategic

needs.

5. Use of Technology as a Substitute for Labor

- Investing in technology to substitute for labor can improve efficiency and

performance in the long run but requires significant upfront costs and time for

implementation and training. Maintenance and regular updates are necessary to

keep technological solutions effective.

- While costly and slow to deploy, this approach can fundamentally enhance the

organization's productivity and reduce dependence on human labor for certain

tasks.
Conclusion of the topic

Managing a workforce means balancing the number of workers: and making sure there

aren't too many or too few. Companies use different ways to do this, each with its pros

and cons. Choosing the right mix of these methods helps companies keep the right

number of contented, skilled workers ready to achieve their objectives.

4. RECRUITMENT POLICIES TO MAKE JOB VACANCIES MORE ATTRACTIVE

INTERNAL RECRUITMENT (PROMOTIONS)

- Internal recruitment, especially promoting from within, is a key strategy for filling job

openings. It means looking at our current team and choosing someone already

working with us to take on a bigger role.

- This approach has many benefits. It boosts morale because employees see that

there are opportunities to grow and advance in their careers without leaving the

company. It also saves time and money since the people we promote already

understand our business and culture.

- Promoting from within is a smart way to keep our best people and help them develop

into even more valuable team members.

LEAD-THE-MARKET PAY STRATEGY

- A lead-the-market pay strategy means deciding to pay our employees more than

what other businesses pay for similar jobs.

- This approach can make our company more attractive to top talent. When people

know they can earn more with us than somewhere else, we draw in the best
 candidates. This strategy also helps keep our current employees happy and less

likely to leave for a higher-paying job elsewhere.

- By leading the market in pay, we invest in our team's loyalty and commitment, which

is great for our company's growth and success.

DUE-PROCESS POLICIES RELATED TO EMPLOYEE RIGHTS

- Due-process policies are all about fairness and respect for employee rights,

especially when it comes to serious matters like suspension and termination.

- These policies outline the formal steps we must follow before making such significant

decisions. This ensures that every action we take is justified and that employees

have a chance to respond or correct their behavior.

- Having clear due-process policies helps protect the company legally and maintains a

sense of justice and respect in the workplace, making it a better place for everyone.

DIGITAL PROMOTIONS

- Digital promotions involve using online platforms to boost our company's visibility

and engage with our audience.

- Currently, due to the emergence of digital platforms, this includes activities like social

media engagements, where we interact with customers and followers on platforms

like Facebook, Instagram, and Twitter, and search engine optimization (SEO), which

helps our website show up higher in search results.

- Companies share their milestone and employee engagement training.

Other companies make Facebook accounts solely for Human Resources updates/

announcements that can be shared in public.

 - By engaging with people online, it creates a positive image of the company as its

brand.

Conclusion of the topic

Effective recruitment policies, such as internal promotions, leading the market in pay,

ensuring due-process rights, and leveraging digital promotions, play a crucial role in

making job vacancies more attractive. Together, these strategies create a compelling

proposition for both existing employees and potential candidates, positioning the

company as an attractive place to work and grow professionally.

5. SOURCES OF JOB APPLICANTS

INTERNAL HIRING

- Internal hiring means looking inside our company for people to fill open positions.

- It is great because these applicants already know how our company works.

- However, it often does not give us enough candidates to meet all our labor needs.

DIRECT APPLICANTS AND REFERRALS

- Getting job candidates directly or through referrals is cost-effective.

- These applicants choose themselves to apply, which can be good, but it also brings

risks like unfairness or favoritism, especially if we rely too much on who knows whom.

EXTERNAL RECRUITMENT THROUGH JOB SEARCH AND NETWORKING PLATFORMS

 - Using external job search and networking platforms opens up more options for finding

candidates.

- These platforms help companies reach out to a broader audience, giving a better

chance to find the right fit for our company.

JOB BOARDS/JOB SITES

- Job boards and job sites let companies access profiles of people looking for jobs and

send alerts about our openings.

- This way, we can reach many potential applicants quickly and see if their skills match

what we need.

PUBLIC EMPLOYMENT AGENCIES

- Public employment agencies are a cost-effective way to find candidates.

- They often screen applicants before sending them to us, which means we get a list of

people who are already checked for their fit with the job requirements.

PRIVATE EMPLOYMENT AGENCIES

- Private employment agencies charge fees, but they offer various services, including

finding candidates, screening them, and sometimes even training them.

- This can save us a lot of time and effort in the recruitment process.

SCHOOLS AND COLLEGES

- Schools and colleges are excellent sources for top-notch new entrants to the labor

market.

- Partnering with educational institutions can give us access to fresh talent who are

eager to start their careers and bring new ideas into our organization.
 - Reported by Employers in 2017. Shows that Referrals by employees are the primary

sources for recruitment. Having the online network, being the last.

- A study in 2023, posted in Linkedin. Email is ranked the most used and most

effective channel to reach candidates. However, Talent teams still rank employee

referrals as the most important source of hire, while third-party sources (agencies,

consulting firm, talent marketplaces) are the least important.

Conclusion of the topic

Each method has its unique advantages and limitations. Each of these sources plays a

crucial role in a comprehensive recruitment strategy, balancing cost, efficiency, and the

quality of candidates.
6. RECRUITER’S ROLE IN THE RECRUITMENT PROCESS. LIMITS AND OPPORTUNITIES

BEHAVIOR AND OTHER CHARACTERISTICS

- Recruiters play a significant role in shaping the nature of job vacancies and the type of

applicants attracted. When recruiters are clear, and professional, and align their

approach with the company's values, they tend to attract applicants who are a better fit

for the company culture and job requirements.

- This means the way recruiters act and present themselves can directly influence the

quality and suitability of candidates applying for positions.

PERCEPTION OF HR SPECIALISTS

- Job experts are often seen as more credible than recruiters by applicants. This

perception stems from the belief that Job Experts have deeper insights into the job's

technical aspects and the company's culture. However, with proper training, HR

specialists in recruitment can enhance the process's credibility, making the company

more attractive to highly qualified candidates.

RECRUITERS THAT ARE WARM AND INFORMATIVE

- Applicants tend to favor recruiters who are warm and informative. This type of recruiter

makes the application process more engaging and less intimidating, which can enhance

the applicant's experience and perception of the company.

- Being approachable and providing detailed information about the job and company

helps build a positive relationship between the applicant and the organization, potentially

increasing the chances of attracting top talent.

MISLEADING OF CANDIDATES (REALISTIC JOB PREVIEW)

- Providing candidates with a realistic job preview means giving them a clear and

honest view of what the job and company culture are really like, without overselling

or hiding the challenges they might face. This approach may not drastically reduce

turnover, but it is crucial for setting the right expectations.

- When candidates know exactly what to expect, they are more likely to be satisfied

with their jobs and stay with the company longer.

- This transparency during the recruitment process helps in matching the right people

with the right roles, contributing to long-term satisfaction for both employees and

employers.

PROVIDING TIMELY FEEDBACK

- Providing timely feedback to applicants is essential to maintain a positive image of

the organization. It shows respect for the time and effort candidates put into their

applications and can prevent negative impressions that might deter future

applications or damage the company's reputation. Additionally, while it's valuable to

involve job experts in the recruitment process for their credibility, recruiters should

balance this by ensuring that the recruitment experience remains personal and

responsive to each candidate's needs.

Conclusion of the topic

The recruiter's role in the recruitment process is multifaceted, with significant impacts on the

organization's ability to attract suitable candidates. By being professional, credible, warm,

transparent, and responsive, recruiters can enhance the recruitment process, making it more

effective and attractive to potential applicants.

SELECTING EMPLOYEES AND PLACING THEM IN JOBS

Course Objectives

1. Identify the elements of the selection process.

2. Define ways to measure the success of a selection method.

3. Summarize the government’s requirements for employee selection.

4. Compare the common methods used for selecting human resources.

5. Describe major types of employment tests.

6. Discuss how to conduct effective interviews.

7. Explain how employers carry out the process of making a selection decision.

1. ELEMENTS OF THE SELECTION PROCESS

REVIEW OF CANDIDATES’ EMPLOYMENT APPLICATION AND RESUME

- This helps the company understand their work history, skills, and education to see if

they match what we're looking for in the job.

- It is like filtering through to find the best matches, making sure the company spends

time considering those who fit what they need.

ADMINISTRATION OF TESTS

- After the initial assessment. Companies employ tests. These include skill tests,

personality assessments, or even practical tasks related to the job.

- This step helps the company see not just what candidates say they can do, but what

they actually can do.

INTERVIEWS

- The interview is a key part of the selection process. It's our chance to talk with

candidates face-to-face or virtually. We ask questions about their experience, how they

handle certain situations, and why they want the job. It's also a time for candidates to

ask us questions. This two-way conversation helps both of us figure out if the job is a

good fit.

CHARACTER REFERENCE AND BACKGROUND CHECK

- Before making a final decision, companies then check the candidate's references and

background.

- This means contacting previous employers or other references they have provided to

verify the accuracy of the information they have given.

- Companies might also conduct a background check to ensure there are no legal or

professional issues they should be aware of. It is all about making sure they have the full

picture.

FILLING IN THE VACANT POSITION (ON-BOARDING)

- Then the last step is on-boarding after making a selection. This includes filling in the

vacant position and introducing the new hire to the company through orientation.
 - They learn about the company’s culture, policies, and their new role. It is the start of

their journey, where companies must make sure that the employees have all the

information and support they need to succeed in their jobs.

2. WAYS TO MEASURE THE SUCCESS OF A SELECTION METHOD

RELIABILITY OF SELECTION METHODS

- To measure if our selection methods work well, we first look at their reliability. This

means checking if the methods give us consistent results each time, without random

mistakes. For example, if we interview a candidate multiple times, a reliable method

would show us similar results about their suitability for the job every time.

IT MUST BE VALID

- A valid selection method accurately predicts how well someone will do the job. It is

like matching test scores to actual job performance.

- For a method to be useful, it must work in various situations (generalizable), be worth

more than it costs (utility), and follow all legal rules for hiring (meets legal

requirements). This ensures the company is not only picking people who can do the

job well but also doing it fairly and cost-effectively.

WE HAVE WHAT IS CALLED, CRITERION-RELATED VALIDITY

- This involves looking at how closely test scores from our selection methods match up

with actual job performance scores.

- A high correlation means the method is a good predictor of how well someone will do

the job, helping the company make better hiring decisions.

CONTENT VALIDITY

- Content validity is about making sure the questions or tasks that the recruiter asks

candidates to complete during the selection process reflect the job.

- It is like checking if the test is a mini-version of the job itself. This ensures that they

are measuring the right skills and knowledge needed for the job.

CONSTRUCT VALIDITY

- The test must have construct validity, which tells if the tests can accurately measure

abstract qualities like intelligence or leadership ability, which are important for the

job. It is about ensuring that the methods used can assess the underlying

characteristics correctly, helping the company to identify candidates who not only

have the right skills but also the right qualities for the job.

3. GOVERNMENT REQUIREMENT’S FOR EMPLOYEE SELECTION

SELECTION PROCESS

- In the selection process, the government requires companies to make sure they do not

discriminate.

- This means they need to treat everyone fairly, no matter their race, gender, religion, or

if they have a disability.

- A company must also have to make sure their workplace and hiring practices are

accessible to people with disabilities.

- It is important to remember that any questions that are asked during the interview or

application process can not be about personal things that could lead to discrimination.
PRIVACY RIGHTS

- When it comes to privacy rights, the government sets rules to protect the personal

information of job applicants.

- This means all the personal details that candidates share with the company must be

kept confidential.

- If the company needs to do a complete background check on someone, they must

properly inform the applicant.

Reference: DOLE (2011). Administrative Order No. 88-A. DOLE Enhanced Selection and
Promotion System
4. COMMON METHODS USED FOR SELECTING HUMAN RESOURCES

USE OF ONLINE PLATFORMS

- Today, many companies use online platforms for hiring. These platforms make it easier

to post job openings, receive applications, and even screen candidates.

- They can reach a wide audience quickly and efficiently, helping businesses find the

right people for their teams.

- Online platforms also allow for the easy management of applications and facilitate

communication with candidates.

REFERENCES AND BACKGROUND CHECKS VERIFICATION

- As mentioned in the previous slide. Checking references and conducting background

checks are key steps in the selection process.

- This method helps verify the information candidates provide, like their work history and

qualifications.

- Background checks can include looking into criminal records, credit histories, and

educational backgrounds.

EMPLOYMENT TEST AND WORK SAMPLES

- Employment tests and work samples are used to assess a candidate's skills and

abilities directly related to the job.

- These can range from general tests, like cognitive ability assessments, to specific

tests, like coding tasks for a programming job for example.

- Work samples, on the other hand, require candidates to perform tasks they would be

doing in the role. This method gives a clear picture of a candidate's capabilities.

INTERVIEWS

- And of course, Interviews plays a crucial part in selecting human resources.

Structured interviews, where every candidate is asked the same set of situational

questions, are generally more effective than unstructured ones.

 - This format helps minimize bias and makes it easier to compare candidates.

Additionally, providing proper training for recruiters is important to avoid common

drawbacks, such as making decisions based on personal biases instead of job-

related criteria.

5. MAJOR TYPES OF EMPLOYMENT TESTS

PHYSICAL ABILITY TEST

- Physical ability tests measure an applicant's strength, endurance, and psychomotor

abilities, ensuring they can physically handle the job demands.

- While these tests can accurately assess physical capabilities, they must be carefully

designed to avoid discrimination and to ensure they are directly related to the job's

essential functions. Mostly this is for skilled personnel.

COGNITIVE ABILITY/INTELLIGENCE TESTS

- Cognitive ability or intelligence tests assess mental capabilities, such as problem-

solving, memory, and reasoning.

They are a valid way to predict success in complex jobs and are cost-effective.

These tests help identify candidates who are likely to excel in roles that require high

levels of thinking and decision-making.

JOB PERFORMANCE TEST

- Job performance tests, or work sample tests, require candidates to perform tasks

similar to those they would encounter on the job.

Although highly specific and a good indicator of a candidate's ability to perform the

job, they are not always generalizable to other roles and can be expensive to
 administer. Especially if conducting practical assessment tests with prototypes of

materials and consumables are needed.

PERSONALITY TEST

- Personality tests evaluate traits like extroversion, emotional stability, and adjustment

to work settings.

- These tests can be effective in assessing a candidate's fit for a position, especially

for roles where personality plays a key role in job performance.

- They are simple to administer and can provide valuable insights into a candidate's

potential workplace behavior.

PAPER-AND-PENCIL HONESTY OR INTEGRITY TEST

- Not common now. We have a paper-and-pencil test to gauge the honesty/ integrity of

the applicant and to predict behaviors such as employee theft or unethical actions.

- These tests can be a useful part of the selection process, but it is advised to use

them cautiously and in compliance with legal guidelines, as alternatives to more

controversial methods like polygraph tests. In aviation due to the demand for Safety,

applicants are being interviewed by security personnel, to assess the applicant’s

honesty and integrity.

DRUG TESTS

- Drug tests are used to ensure the safety of the workplace by identifying candidates

who might be using illegal substances.

- This type of test is crucial for jobs that require high levels of safety and can help

prevent accidents and health issues related to drug use.

MEDICAL EXAMINATION

- Medical examinations are typically conducted after a job offer has been made.

They are used to ensure that the candidate is physically capable of performing the

job and to identify any accommodations needed for persons with disabilities.

- This step must be handled carefully to avoid discrimination and to comply with laws

protecting individuals with disabilities.

- In the aviation industry, as part of physical and medical exams to ensure everyone's

safety. Pilots undergo depth perception tests to make sure they can accurately judge

distances, which is crucial for safe flying. Mechanics and technicians take the

Nishihara test to check for color blindness since correctly identifying colors is

essential for working with aircraft systems and avoiding safety hazards. These

specific tests help confirm that aviation professionals are physically fit for their roles,

supporting the high safety standards required in the field.

6. HOW TO CONDUCT AN EFFECTIVE INTERVIEW

MUST BE NARROW, STRUCTURED, AND STANDARDIZED

- An effective interview must be focused, structured, and consistent.

Interviewers should first understand the specific requirements of the job and then

prepare a set of questions directly related to those needs.

This approach ensures that all candidates are evaluated based on the same criteria,

which helps in making fair and relevant hiring decisions.

TRAINING FOR INTERVIEWERS

- Interviewers need proper training to recognize and set aside their personal biases.

This training should cover how to conduct interviews objectively, ensuring that each

candidate is assessed based on their abilities and fit for the job rather than subjective
 impressions. By focusing on objective criteria, interviewers can make more accurate

and fair hiring decisions.

PANEL INTERVIEWS

- Using panel interviews, where a candidate is interviewed by multiple people at the

same time, can help reduce interview bias.

Each interviewer brings a different perspective, and together, they can provide a

more balanced view of the candidate.

his method helps in minimizing the impact of any one interviewer's personal bias on

the decision-making process.

LOCATION OF INTERVIEW

- The location of the interview should be comfortable for the applicant, making them

feel at ease.

- If the job requires demonstrating certain skills, choose an area that accommodates

these needs without putting unnecessary pressure on the candidate.

- A suitable environment can help applicants perform at their best, giving a true

reflection of their capabilities.

PREPARE QUESTIONS RELATED TO THE ORGANIZATION

- Besides job-specific questions, preparing questions about the candidate's

understanding and interest in the organization is also important.

- This can include questions about why they want to work for the company, how they

see themselves contributing, and what they know about the company's goals and

values. Such questions can help assess the candidate's alignment with the

organization's culture and long-term potential.

7. HOW EMPLOYERS CARRY OUT THE PROCESS OF MAKING A SELECTION DECISION

EMPLOYERS FOCUSES ON THE OBJECTIVE

- When employers make a selection decision, their main goal is to find the candidate

who best fits the job and the organization.

- This means looking beyond just the skills and experience listed on a resume.

- Employers consider how well a candidate's values, work style, and potential for

growth align with the company's culture and long-term objectives.

- Finding the right fit ensures that the new employee will be both effective in their role

and contented with their job, contributing to the overall success of the organization.

USE OF MULTIPLE-HURDLE MODEL

- Employers often use a multiple-hurdle model to narrow down candidates through

different stages of the selection process.

- This method involves setting up a series of criteria or 'hurdles' that candidates must

pass to move on to the next stage.

- For example, the process might start with a resume screening, followed by an

assessment test, and then an interview.

- At each stage, candidates who do not meet the specific criteria are eliminated.

- This step-by-step approach helps ensure that only the most suitable candidates

make it to the final rounds of the selection process.

COMPENSATORY MODEL

- And lastly, we have the compensatory model, candidates are evaluated across all

selection methods, and their scores are considered in totality.

- This means that a lower score in one area can be offset by a higher score in another.

- For example, if a candidate does not perform well on a test but excels in the

interview, their strong interview performance can compensate for the test score.

- This model allows employers to get a more balanced view of each candidate's

strengths and weaknesses, making it easier to identify who will be the best overall fit

for the job and the company.

- END -