RECRUITMENT

Attracting people with the right qualification to apply for the job

• Internal Recruitment

▪ To promote someone from within the organization

• External Recruitment

▪ To hire someone from outside the organization

• Enhance employee morale and motivation
• Can be a great source of motivation but if an organization always promotes
employees from within, it runs the risk of having a stale workforce
• Heavy reliance perpetuates the racial, gender, and age composition of the
workforce
• A balance between promoting current employees and hiring outside applicants
is needed
RECRUITMENT METHODS
1. Media Advertisements
2. Situation-Wanted Ads
3. Point-of-Purchase Methods
4. Recruiters
5. Employment Agencies and Search firms
6. Employee referral
7. Direct Mail
8. Internet
9. Job fairs
10.Recruiting Passive Applicants
11.incentives

REALISTIC JOB PREVIEW (RJP)

• It involves giving an applicant an honest assessment of a job.

• The ones who will stay will not be surprised about the job
• RJP’s are most effective if given orally and if they are given to the
applicant At the time of the job offer and Discuss opportunities
for career advancement

Expectation-lowering procedure

• Lower’s an applicant’s expectation about work and expectation in

general
EFFECTIVE EMPLOYMENT SELECTION TECHNIQUE

• Effective employment selection technique share three

characteristics

VALID
▪ Valid selection tests are those that are based on job analysis
(content validity), predict work-related behavior (criterion validity),
and measures the construct it purports to measure (construct
validity)

REDUCE THE CHANCE OF LEGAL CHALLENGE

▪ If their content appears to be job related (face validity), the
questions don’t invade an applicant’s privacy and adverse impact is
minimized

COST EFFECTIVE
▪ Cost to purchase or create, administer and to score test
EMPLOYMENT INTERVIEW
(Structure, Style, and Medium)

1. Structure is determined by the source of questions, extent to which

all applicants are asked the same questions, and the structure of
the system used to score the answer

Structure Interview:

• The source of questions is a job analysis

• All applicants are asked the same questions
• There is a standardized scoring key to evaluate each other

Unstructured interview

• Interviewers are free to ask anything They want

• Is not required to to have consistency in What they ask to each
applicant

Highly structure
All three criteria are met
1. The source of questions
2. The extent to which all applicants are asked the same questions,
and
3. The structure of the system used To score the answer
Moderately structure

• Two criteria are met

Slightly structure

• One criteria is met

Unstructured

• None of the criteria were met

2.STYLE is determined by the number of interviewers and interviewees

• One-on-one interview: one Interviewer interviewing one. Applicant

Serial interview: series of single interview

• Panel interview: Multiple interviewers asking questions and

evaluating answers of the same applicant at the same time

• Group interviews: Multiple applicants answering questions during

the same interview

3.MEDIUM is determined on hot the interviewer conduct the interview

Face-to-face interview

• Both the interviewer and the applicant are in the same room
• It provides a personal setting
• It allows the participants to use both visual and vocal cues to
evaluate information
Telephone interviews: Screen applicants but do NOT allow the use of
visual cues
Videoconference interviews: conducted at remote sites They see and
hear each other
Written Interviews: applicants answer series of written questions and
sending Back through regular mall or through Email

ADVANTAGES OF STRUCTURED INTERVIEW

• Job relatedness and standardized scoring most distinguish between

structured from the unstructured
• Highly structured interview are more valid even when the interview
is conducted over the phone
• Structured interviews can add. Predictive power to the use of
cognitive ability tests

• From legal standpoint, structured interview are more favorable

by the courts

• SI are based on job analysis.

• SI results in substantially to adverse impact than do unstructured
interviews
Unstructured interviews
Concentrate on general intelligence, education, and training

Structured interviews
tap knowledge, job skills, applied mental skills, and interpersonal skills
 • Applicants perceive structured interviews to be more difficult
• Because it is so structured and the applicants may feel that they did
not have the chance to tell the interviewer everything they want to

PROBLEMS WITH UNSTRUCTURED INTERVIEW

Poor Intuitive ability

• Interviewers often base their hiring decisions on “gut reactions” or

Intuition.
• People are not good at using intuition to predict behavior
• There are no individual differences in interviewers’ ability to predict
future performance

Lack of job relatedness

• Research ahs shown which answers personnel manager prefer, but

preference of an answer does not imply that it will actually predict
future performance
Primacy effect “first impression”

• Most Interviewers take at least five minutes to make their decisions

• Time taken by interviewers to make decisions was in influence by

factors such as
▪ The degree to which the
▪ Interview is structured
▪ Behavior of the interviewee Interview dimensions being tapped

• To reduce potential primacy effects, interviewers are advised to

make repeated judgements throughout the interview rather than
one overall judgement at the end of the interview
Contrast effects.

• Interview performance of one applicant may affect the interview

Score given to the next
Negative Information BIAS

• It occurs only when interviewers are not aware of job requirements

• Most applicant are afraid of being honest in interviews for fear that
one negative response will cost them their opportunities
• By reducing social pressure and using written or computerized
Interviews help to increase the accuracy of information obtained in
the interview

Interviewer-Interviewee similarity

• An interviewee will receive a higher score if he or she is similar to

the interviewer in terms of personality, attitude, gender, or Race

Interviewee Appearance

• Physically attractive have advantage Applicants who dress

professionally receive higher interview scores
• The appearance bias extend to weight

Nonverbal cues

• Appropriate nonverbal cues such as smiling and making

appropriate eye contact is highly correlated with interview scores
• Significant relationship between appropriate nonverbal cues and
interviewer perception of interviewee competence
• Appropriate use of nonverbal cues such as tone, pitch, speech rate,
and pauses is related to higher interview scores.
CREATING A STRUCTURED INTERVIEW

1. Determining the KSAOs to tap in the interview

• Conduct a job analysis and write detailed job description

• Determine the best way to measure an applicant’s ability to perform

the tasks identified in the job analysis

• Please note that NOT every KSAO can or should be tapped in an

interview

2. Creating Interview Questions

Clarifiers: Allow the interviewer to clarify an information in the resume,

cover letter, and application, f Il in gaps and obtain necessary information

Disqualifiers: Questions that must be answered in a particular way or the

applicant is qualified

Skill-level determiner: Taps an interviewee’s level of expertise

Future-focused or situational questions: Ask an applicant what she/he

would do in a particular situation

Past-focused questions or patterned behavior description interviews:

focus on previous behavior
Organizational questions: it taps the extent to which an applicant will fit
into the culture of an organization or with the leadership style of a
particular supervisor. It is also to make sure that the applicant’s
personality and goals are consistent with those of the organization.

3. Creating a Scoring key for interview Answers

• Three main methods of scoring most answers

Right/Wrong Approach

• Some interview questions especially skill-level determiner can be

scored on the basis of whether the answer given was correct or
incorrect.
• If the questions type being asked was a disqualifier, the wrong
answer would disqualify the individual from further consideration

Typical Answer Approach

• Create a list of all possible answers to each question

• Have subject matter experts rate the favorableness of each answer
• Use the ratings to serve as benchmark for each on a five-point scale

(increasing the number of benchmark answers will greatly increase the

scoring reliability)
Key-Issues approach

• Subject matter experts 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
• Key issue can also be weighted so that the most important issue
gets. More points
• When scoring interviews, it is appropriate to have a system to
evaluate an applicant’s nonverbal cues especially when the job.
Involves interpersonal skills.

CONDUCTING THE STRUCTURED INTERVIEW

1ST Step: Build Rapport

2ND Step: Explain the interview process

3rd Step: Ask interview questions

4th Step: provide information about the job and the organization

5th Step: Answer questions applicants might have

6th Step: End the Interview with a pleasant note