CHAPTER 2:

RECRUITMENT,
PLACEMENT, AND
TALENT MANAGEMENT
Pham Thi Kim Ngọc
Email: [Link]@[Link].v
Ana Ribeiro
newswriterana@[Link]
School of Economics and Management
Hanoi University of Science and Technology
 2.1. JOB ANALYSIS AND
TALENT MANAGEMENT
2.1.1. The Talent Management Process
2.1.2. Job Analysis
[Link]. The basics of Job Analysis
[Link]. Methods for Collecting Job Analysis
Information
[Link]. Writing Job Descriptions
[Link]. Writing Job Specifications
 LEARNING OBJECTIVES OF PART 2.1

■ Define talent management and explain why it is important.

■ Discuss the process of job analysis, including why it is important.
■ Explain how to use at least three methods of collecting job analysis information,
including interviews, questionnaires, and observation.
■ Explain how you would write a job description.
■ Explain how to write a job specification.
 2.1.1. The Talent Management Process
Talent management The manager takes actions as follows:
The goal-oriented and - starts with the results and asks, “What recruiting,
integrated process of testing, training, or pay action should I take to produce
planning, recruiting, the employee competencies we need to achieve our
developing, managing, and company’s goals?” (Working backwards)
compensating employees.
- treats activities such as recruiting and training as
interrelated
- will probably use the same “profile” of required human
skills, knowledge, and behaviors (“competencies”) for
formulating a job’s recruitment plans as for making
selection, training, appraisal, and compensation
decisions for it.
- takes steps to actively coordinate/integrate talent
management functions such as recruiting and training.
2.1.1. The Talent Management Process

Discussion: Think Backwards

Scenario: Your company wants to double revenue in 3 years.
Question: Working backwards from this goal (result):
• What employee competencies would you need?
• What recruiting actions should you take?
• What training would be necessary?
Activity (5 min): Discuss with your neighbor, then share with class.

[Link]@[Link]
 [Link]. The Basics of Job Analysis
Job analysis
The procedure for determining the
duties and skill requirements of a job
and the kind of person who should
be hired for it.
Job descriptions
A list of a job’s duties, responsibilities,
reporting relationships, working
conditions, and supervisory
responsibilities—one product of a Job analysis

Job specifications
A list of a job’s “human requirements,”
that is, the requisite education, skills,
personality, and so on—another
product of a job analysis
 DISCUSSION

■ TYPES OF INFORMATION VIA JOB ANALYSIS

■ CONDUCTING A JOB ANALYSIS
■ METHODS TO COLLECT JOB ANALYSIS INFORMATION
[Link]. The Basics of Job Analysis
Types of Information via Job Analysis

WORK ACTIVITIES

HUMAN
HUMAN
REQUIREMENTS BEHAVIORS

JOB CONTEXT MACHINES,

TOOLS,
EQUIPMENT, AND
WORK AIDS

PERFORMANCE
STANDARDS
 [Link]. The Basics of Job Analysis
Types of Information via Job Analysis
1. WORK ACTIVITIES
What the worker does
Definition: The actual tasks and duties performed on the job
Examples:
• Customer service rep: Answer phone calls, resolve complaints, process returns
• Accountant: Record transactions, prepare financial statements, reconcile accounts
• Teacher: Prepare lessons, deliver lectures, grade assignments
Why it matters: This is the core of the job description - tells you what someone actually does all day

2. HUMAN BEHAVIORS
How the worker performs the activities
Definition: The physical and mental behaviors required to perform the work
Examples:
• Physical behaviors: Lifting, typing, standing, operating machinery
• Mental behaviors: Decision-making, problem-solving, analyzing data
• Social behaviors: Communicating, persuading, supervising, collaborating
Why it matters: Two jobs might have similar tasks but require very different behaviors (desk work vs. physical
labor; solo work vs. team collaboration)
 [Link]. The Basics of Job Analysis
Types of Information via Job Analysis
3. MACHINES, TOOLS, EQUIPMENT, AND WORK AIDS
What the worker uses
Definition: The physical equipment, technology, and tools needed to perform the job
Examples:
• Factory worker: Forklift, conveyor belts, safety equipment
• Graphic designer: Adobe Creative Suite, drawing tablet, high-resolution monitor
• Surgeon: Surgical instruments, imaging equipment, sterilization tools
Why it matters: Tells you what training/certifications are needed and what the employer must provide

4. PERFORMANCE STANDARDS
How well the worker must perform
Definition: The measurable criteria used to evaluate whether someone is doing the job successfully
Examples:
• Sales rep: Achieve $50,000 in monthly sales, maintain 90% customer satisfaction
• Manufacturer: Produce 100 units per hour with less than 2% defect rate
• Call center agent: Handle 30 calls per day, resolve 85% on first contact
Why it matters: Sets clear expectations for evaluation and determines what "good performance" looks like
 [Link]. The Basics of Job Analysis
Types of Information via Job Analysis
5. JOB CONTEXT
Where and under what conditions the work is performed
Definition: The physical and social environment in which the work takes place
Examples:
• Physical context: Office, factory floor, outdoors, remote/home, noisy warehouse, climate-controlled lab
• Work schedule: 9-5, night shifts, rotating shifts, flexible hours
• Social context: Works alone, part of a team, reports to multiple managers, customer-facing
• Environmental conditions: Exposure to weather, hazards, travel required
Why it matters: Affects who can do the job and what accommodations/compensation are needed

6. HUMAN REQUIREMENTS
What kind of person should be hired
Definition: The knowledge, skills, abilities, and other characteristics (KSAOs) needed to perform the job
Examples:
• Knowledge: Accounting degree, fluent in English and Vietnamese, understanding of labor law
• Skills: Proficiency in Excel, ability to operate CNC machinery, public speaking
• Abilities: Physical strength to lift 50kg, mathematical reasoning, attention to detail
• Other characteristics: Patience, integrity, willingness to travel, driver's license
Why it matters: This becomes your job specification - what you look for when recruiting and selecting staff
[Link]. The Basics of Job Analysis
Types of Information via Job Analysis
 [Link]. The Basics of Job Analysis
Types of Information via Job Analysis

Activity: Spot the Bad Job Posting

Terrible Job Posting (in Classifieds section of newspaper):
"Seeking enthusiastic team player for exciting opportunity! Must be
passionate and driven. Competitive salary. Apply now!"
Questions:
[Link]'s missing from this job posting?
[Link] of the 6 types of job analysis information are absent?
[Link] do companies write vague postings like this?
[Link]. THE
BASICS OF JOB
ANALYSIS
 [Link]. The Basics of Job Analysis
Conducting a Job Analysis

Review relevant background

Decide how you will use the information about the job, Select representative
Information such as organizational positions
charts and process charts

Verify the job analysis

information with the worker
performing the job and Develop a job description
Actually analyze the job
and job specification
with his or her immediate
supervisor
 [Link]. The Basics of Job Analysis
Methods for Collecting Job Analysis Information
Interviews
Notes:
• Make the job analysis a joint effort by
a human resources manager, the Questionnaires
worker, and the worker’s supervisor
• Make sure the questions and the Observation
process are both clear to the
employees
• Use several job analysis methods Participant Diary/Logs

Qualitative Job Analysis

Techniques
 [Link]. The Basics of Job Analysis
Methods for Collecting Job Analysis Information
THE INTERVIEW TYPICAL INTERVIEW QUESTIONS:
Interviewers may conduct: • What is the job being performed?
• individual interviews with each employee, • What exactly are the major duties of your position?
• group interviews with groups of employees • What physical locations do you work in?
who have the same job, • What are the education, experience, skill, and [where
• and/or supervisor interviews with one or applicable] certification and licensing requirements?
more supervisors who know the job • In what activities do you participate?
Interviewees may hesitate to describe their • What are the job’s responsibilities and duties?
jobs accurately • What are the basic accountabilities or performance
standards that typify your work?
• What are your responsibilities? What are the
environmental and working conditions involved?
• What are the job’s physical demands? The emotional
and mental demands?
• What are the health and safety conditions?
• Are you exposed to any hazards or unusual working
conditions?
 [Link]. The Basics of Job Analysis
Methods for Collecting Job Analysis Information
INTERVIEWING GUIDELINES:
• Establish rapport with the interviewee.
Know the person’s name, speak understandably, briefly review
the interview’s purpose, and explain how the person was chosen
for the interview.
• Use a structured guide that lists questions and provides space for
answers.
• Make sure you don’t overlook crucial but infrequently performed
activities
Ask the worker to list his or her duties in order of importance and
frequency of occurrence.
• After completing the interview, review the information with the
worker’s immediate supervisor and with the interviewee.
 [Link]. The Basics of Job Analysis
Methods for Collecting Job Analysis Information
QUESTIONAIRES: OBSERVATIONS:
• a quick and efficient way to • Direct observation is especially useful
obtain information from a large when jobs consist mainly of
number of employees → obtain observable physical activities—
job analysis information assembly-line worker and accounting
• Having employees fill out clerk are examples
questionnaires to describe their • is usually not appropriate when the
job duties and responsibilities. job entails a lot of mental activity
• All questionnaires have pros and (lawyer, design engineer)
cons • Managers often use direct
observation and interviewing together
EXAMPLE OF USING
QUESTIONAIRES
 [Link]. The Basics of Job Analysis
Methods for Collecting Job Analysis Information
PARTICIPANT DIARY/LOGS QUANTITATIVE JOB ANALYSIS TECHNIQUE
• is to ask workers to keep a diary/log POSITION ANALYSIS QUESTIONNAIRE (PAQ): is a very popular quantitative job
• the employee records the activity analysis tool, consisting of a questionnaire containing 194 items which each
(along with the time) in a log belong to one of five PAQ basis activities:
• This could be a recording app or time- (1) Having Decision-Making/Communication/Social Responsibilities,
tracking software (2) Performing Skilled Activities,
(3) Being Physically Active,
Image result for collecting information
(4) Operating Vehicles/Equipment, and
(5) Processing Information
The final PAQ “score” reflects the job’s rating on each of these five activities
U.S. DEPARTMENT OF LABOR (DOL) PROCEDURE – to maintain national database
ELECTRONIC JOB ANALYSIS METHODS
Employers increasingly rely on electronic or Web-based job analysis methods by:
using the Web to review existing information about a job → using online systems
to send job questionnaires to experts (often job incumbents) in remote locations
 [Link]. Writing Job Descriptions
• A job description is a written statement of what the worker actually does, how he or she does it, and
what the job’s working conditions are
• A well-thought-out job description might benefit everyone involved
• There is no standard format for writing a job description.
However, most descriptions contain sections that cover:

1. Job identification: 4. Responsibilities and duties:

• Job title • Major responsibilities and duties
• Preparation Date (essential functions)
• Preparer • Decision - making authority
2. Job summary: • Direct supervision
• General nature of the job • Budgetary limitations
• Major functions/activities 5. Authority of incumbent
3. Relationships: 6. Standards of performance
• Reports to: 7. Working conditions
• Supervises: 8. Job specification
• Works with:
• Outside the company:
[Link]@[Link]
[Link]. Writing Job Specifications
The job specification takes the job description and answers the question:
“What human traits and experience are required to do this job effectively?”
→ shows what kind of person to recruit and for what qualities you should test that
person.
→ May be a section of the job description, or a separate document.
■ Specifications for Trained versus Untrained Personnel
– Trained and Experienced Employees
• relatively straightforward.
• tend to focus on factors such as length of previous service, quality of relevant
training, and previous job performance.
– Untrained Employees with the intention of training them on the job
• must specify qualities such as physical traits, personality, interests, or sensory
skills that imply some potential for performing the job or for trainability
• for a job that requires detailed manipulation in a circuit board assembly line,
you might want someone who scores high on a test of finger dexterity
 [Link]. Writing Job Specifications (cont’d)
■ Specifications Based on Judgment Procedure of Job Specifications Based on
- reflect the educated guesses of people like Statistical Analysis
supervisors and human resource managers. (1) analyze the job and decide how to
measure job performance;
- basic procedure here is to ask, “What does it (2) select personal traits like finger dexterity
take in terms of education, intelligence, training, that you believe should predict
and the like to do this job well?”
performance;
■ Job Specifications Based on Statistical Analysis (3) test candidates for these traits;
- more defensible approach than being based on (4) measure these candidates’ subsequent
only judgment, but it’s also more difficult. job performance;
(5) and statistically analyze the relationship
- to determine statistically the relationship between the human trait (finger dexterity)
between (1) some predictor (human trait such as and job performance.
physical ability or intelligence), and (2) some
indicator or criterion of job effectiveness, such as
performance as rated by the supervisor.
 [Link]. Writing Job Specifications (cont’d)
■ The Job-Requirements Matrix
– lists the following information, in five columns:
■ Column 1: Each of the job’s four or five main job duties (such as Post Accounts Payable)
■ Column 2: The task statements for the main tasks associated with each main job duty
■ Column 3: The relative importance of each main job duty
■ Column 4: The time spent on each main job duty
■ Column 5: The knowledge, skills, ability, and other human characteristics (KSAO) related to
each main job duty
– The main step in creating a job-requirements matrix involves writing the task
statements.
■ Each task statement describes what the worker does on each of a main job duty’s
separate job tasks and how the worker does it.
 2.2. Personnel Planning and Recruiting
2.2.1. Workforce Planning and Forecasting 2.2.3. Employee Testing and Selection
[Link]. Strategy and workforce planning [Link]. Role of Employee Selection
[Link]. Forecasting Personnel Needs (Labor [Link]. A total Selection Program
Demand)
[Link]. The basic of Testing and Selecting
[Link]. Forecasting the Supply of Inside Candidates employees
[Link]. Forecasting the Supply of Outside [Link]. Types of Tests
Candidates [Link]. Work Samples and Simulations
[Link]. Matching Projected Labor Supply and Labor 2.2.4. Interviewing Candidates
Demand
[Link]. Basic types of Interviews
[Link]. Succession Planning
[Link]. How should we conduct the interview
2.2.2. Recruiting
[Link]. How to design and conduct an effective
[Link]. Role of effective Recruiting interview
[Link]. Internal Sources of Candidates
[Link]. Outside Sources of Candidates
Learning Objectives of
Part 2.2
■ Explain the main techniques used in employment planning and
Image result for Recruiting

forecasting.
■ Explain and give examples for the need for effective recruiting.
■ Name and describe the main internal sources of candidates.
■ Discuss a workforce planning method you would use to
improve employee engagement.
■ List and discuss the main outside sources of candidates.
■ Explain how to recruit a more diverse workforce.
■ Discuss practical guidelines for obtaining application
information.
 Workforce (or employment or
personnel) planning
[Link].
Strategy and The process of deciding what
workforce positions the firm will have to fill, and
planning how to fill them.

to identify and address the gaps

between the employer’s workforce
today, and its projected workforce
needs.
2.2.1. Workforce
Planning and
Forecasting
■ Workforce/employment
planning is best understood
as an outgrowth of the firm’s
strategic and business
planning
■ Like any good plans,
employment plans are built on
forecasts—basic assumptions
about the future → identify
supply–demand gaps, and
develop action plans to fill the
projected gaps
HOW DO HR MANAGERS PLAN
STRATEGIC HRM?
■ HOW TO FORECAST PERSONNEL NEEDS
■ SOURCES OF LABOR SUPPLY
[Link]. Forecasting Personnel Needs (Labor Demand)
■ The basic process for forecasting personnel
How many people with what skills will we need? needs
• reflect demand for its products or services, – forecast revenues first.
adjusted for changes the firm plans to make – then estimate the size of the staff
required to support this sales volume.
in its strategic goals and for changes in its
turnover rate and productivity. ■ However, managers must also consider other
factors:
• starts with estimating what the demand will – projected turnover, decisions to upgrade
be for your products or services. (or downgrade) products or services,
→ Short term, management should be – productivity changes,
concerned with daily, weekly, and seasonal – financial resources,
forecasts – and decisions to enter or leave
→ Longer term, managers will follow industry businesses.
publications and economic forecasts closely, ■ The basic tools for projecting personnel needs
to try to get a sense for future demand include trend analysis, ratio analysis, and the
scatter plot.
trend analysis
Study of a firm’s past
ratio analysis
A forecasting technique for determining
employment
future staff needs by using
needs over a period of years to
ratios between, for example, sales
predict future needs
volume and number of employees
→ can provide an initial rough
needed
estimate of future staffing
needs.
→ However, employment
levels rarely depend just on
the passage of time. scatter plot
→ Other factors (like A graphical method used to help
productivity and identify the relationship between
retirements, for instance), two variables.
and changing skill needs
will influence impending
workforce needs
[Link]. Forecasting the Supply of Inside Candidates
“How many employees in what positions will we need?”
– determining which current employees are qualified or trainable for the projected openings.
– department managers or owners of smaller firms can use manual devices to track employee
qualifications (or will simply know who can do what).
■ For each current employee, list the person’s skills, education, company-sponsored courses taken, career
and development interests, languages, desired assignments, and other relevant experiences. Computerized
versions of skills inventory systems are also available
– Larger firms obviously can’t track the qualifications of hundreds or thousands of employees
manually. They therefore computerize this information, using various packaged software systems
such as Survey Analytics’s Skills Inventory Software
■ The usual skills inventory process is for the employee, the supervisor, and human resource manager to
enter information about the employee’s background, experience, and skills via the system. → when a
manager needs someone for a position, he or she uses key words to describe the position’s specifications
(for instance, in terms of education and skills)
personnel replacement charts
Company records showing present
performance and promotability
of inside candidates for the most
important positions.
position replacement card
A card prepared for each position
in a company to show possible
replacement candidates and their
qualifications.
[Link]. Forecasting the Supply of Outside Candidates
■ Forecasting the Supply of Outside ▪ Predictive Workforce Monitoring
Candidates - Most employers review their workforce
– depends first on the manager’s plans every year or so, but this isn’t always
own sense of what’s happening sufficient
in his or her industry and locale, - Workforce planning therefore often
– then supplements such involves paying continuous attention to
observations with formal labor workforce planning issues.
market analyses. → Managers call this predictive workforce
– Today’s emphasis on technology monitoring.
means many applicants may
lack basic skills such as math,
communication, creativity, and
teamwork. Such needs, too, get
factored into the employer’s
workforce and training plans.
[Link]. Matching Projected Labor Supply and Labor
Demand

■ Workforce planning should logically culminate in a workforce plan.

■ This plan lays out the employer’s projected workforce and skills gaps, as well as
staffing plans for filling these gaps, should identify:
- the positions to be filled;
- potential internal and external candidates or sources for these positions;
- the training and promotions moving people into the positions will entail;
- and the resources that implementing the plan will require: in recruiter fees,
estimated training costs, relocation costs, and interview expenses.
 [Link]. Succession Planning
“Succession planning is the ongoing process of systematically identifying, assessing, and
developing organizational leadership to enhance performance”
■ involves developing workforce plans for the company’s top positions.
■ It entails three steps:
– identify key position needs,
– develop inside candidates,
– and assess and choose those who will fill the key positions.
 [Link]. Role of Effective Recruiting
recruiting yield pyramid
Facts:
■ Even when unemployment rates are
high, many employers have trouble
finding qualified applicants
■ It’s not just recruiting but effective
recruiting that is important

employee recruiting
Finding and/or attracting
applicants for the employer’s
open positions.
[Link]. Role of Effective Recruiting

So if you need 50 hires, you work backwards:

• Need 50 hires → Make 100 offers (50% accept)
• Need 100 offers → Interview 150 people (67% get offers)
• Need 150 interviews → Invite 200 people (75% show up)
• Need 200 invites → Generate 1,200 leads (17% convert)
[Link]. Role of Effective Recruiting

Problem: Fix This Broken Funnel

Your Company's Results:
• Generated 1,200 leads
• Only 50 qualified candidates applied and were shortlisted
(expected 200)
• Only 10 interviewed (expected 150)
• Only 2 accepted offers (expected 50)
Questions:
1. What's broken in your recruiting process?
2. At which stage is the biggest problem?
3. What specific actions would you take to fix it?
 [Link]. Internal Sources of Candidates
■ Advantages ■ Disadvantages
– Clearly knowing a candidate’s strengths and – Inbreeding is a potential drawback, if new
weaknesses perspectives are required
– Current employees may also be more – The process of posting openings and getting
committed to the company inside applicants can also be a waste of time,
– Morale and engagement may rise if since often the department manager already
employees see promotions as rewards for knows whom he or she wants to hire.
loyalty and competence – Rejected inside applicants may become
– Inside candidates should require less discontented
orientation and (perhaps) training than
outsiders NOTE:
– External hires tend to come in at higher Job posting
salaries than do those promoted internally Publicizing an open job to employees (often
by literally posting it on bulletin boards) and
– Some apparent “stars” hired from outside
listing its attributes, like qualifications,
may turn out to have excelled more because
of the company they came from than from supervisor, working schedule, and pay rate
their own skills
 [Link]. Outside Sources of Candidates

■ Informal Recruiting and the Hidden Job FACTS:

Market • 28% of those surveyed found their most
– Many (or most) job openings aren’t recent job through word of mouth.
publicized at all; • 19% used online job boards,
– jobs are created and become available • 16% direct approaches from employers
when employers serendipitously and employment services,
encounter the right candidates
• 7% print ads,
• and only 1% social media sites (although
22% used sites like LinkedIn to search
for jobs)
 [Link]. Outside Sources of Candidates
■ Recruiting via the Internet Pros and Cons of Online Recruiting
Most employers recruit through their own Pros:
websites, or through online job boards such - generates more responses quicker and for a
as Indeed and CareerBuilder. longer time at less cost than just about any
– Users may search for jobs by other method.
keyword, read job descriptions and - web-based ads have a stronger effect on
salaries, save jobs to a list of applicant attraction than do printed ads.
favorites, and e-mail job links to
anyone on their contact list. Cons:
– Employers increasingly use niche - older people and some minorities are less
job boards such as [Link] likely to use the Internet, so online recruiting
and [Link] may inadvertently exclude more older
applicants (and certain minorities).
- Internet overload: Employers end up deluged
with résumés.
 [Link]. Outside Sources of Candidates
Advertising
While Web-based recruiting is replacing traditional help wanted ads, a glance at
almost any paper will confirm that print ads are still popular.
To use such help wanted ads successfully, employers should address two
issues:
■ the advertising medium: The best medium—the local paper, in the U.S.
national papers such as The Wall Street Journal, The Economist—depends
on the positions for which you’re recruiting
■ and the ad’s construction: Experienced advertisers use the guide AIDA
(attention, interest, desire, action) to construct ads
– First, you must attract attention to the ad, or readers may ignore it
– Next, develop interest in the job
– Create desire by spotlighting words such as travel or challenge
– Finally, the ad should prompt action with a statement like “call
today.”
 [Link]. Outside Sources of Candidates
Employment Agencies Recruitment Process Outsourcers
There are three main types of Recruitment process outsourcers are special vendors
employment agencies: that handle all or most of an employer’s recruiting
needs.
(1) public agencies operated by
federal, state, or local - usually sign short-term contracts with the employer
governments; and receive a monthly fee that varies with the
amount of actual recruiting the employer needs
(2) agencies associated with
done.
nonprofit organizations;
- makes it easier for an employer to ramp up or ramp
(3) privately owned agencies. down its recruiting expenses, as compared with
paying the relatively fixed costs of an in-house
recruitment office.
 [Link]. Outside Sources of Candidates
Temporary Workers and Alternative Staffing
Employers increasingly supplement their permanent workforces by hiring contingent or temporary workers
■ Known as part-time or just-in-time workers, the contingent workforce is big and growing:
– isn’t limited to clerical or maintenance staff.
– includes thousands of engineering, science, and management support occupations, such as
temporary chief financial officers, human resource managers, and chief executive officers.
■ “temps” to fill in for employees who are out sick or on vacation:
– alternative staffing: the use of nontraditional recruitment sources
– Others include:
■ “in-house temporary employees” (people employed directly by the company, but on an explicit short-
term basis)
■ and “contract technical employees” (highly skilled workers like engineers, who are supplied for long-
term projects under contract from an outside technical services firm)
Pros:
- suitable during continuing weak economic confidence among employers
- the trend toward organizing around short-term projects
- Flexibility: employers wanting to quickly reduce employment levels if the company’s financial
situation is another concern can offer short-term contracts – What are possible CONS?
 [Link]. Outside Sources of Candidates
■ Offshoring and Outsourcing Jobs ▪ Executive Recruiters
– Outsourcing means having outside - Executive recruiters (also known as headhunters)
vendors supply services (such as are special employment agencies employers retain
benefits management, market research, to seek out top-management talent for their clients.
or manufacturing) that the company’s - The percentage of your firm’s positions filled by
own employees previously did in-house.
these services might be small.
– Offshoring means having outside
- These jobs include key executive and technical
vendors or employees abroad supply
services that the company’s own positions.
employees previously did in-house

▪ Referrals and Walk-Ins

- Employee referral campaigns are a very important recruiting option.
- Here the employer posts announcements of openings and requests for
referrals on its website, bulletin boards, and/or wallboards.
- It often offers prizes or cash awards for referrals that lead to hiring.
 [Link]. Outside Sources of Candidates
On-demand recruiting
services (odRS)
Services that provide short-term specialized recruiting to support specific projects without the expense of
retaining traditional search firms.

Telecommuters
Telecommuters do all or most of their work remotely, often
from home, using information technology

College recruiting
Sending an employer’s representatives to college campuses to prescreen applicants and create an
applicant pool from the graduating class.
 2.2.3. Employee Testing and Selection
[Link]. Role of Employee Selection

The aim of employee selection is to achieve person-job fit and

person-organization fit
This means matching the knowledge, skills, abilities, and
other competencies (KSACs) that are required for performing
the job (based on job analysis) with the applicant’s KSACs.
Reasons:
- employees with the right skills will perform better for you
and the company
- effective selection is important because it is costly to
recruit and hire employees
- inept hiring can have legal, financial consequences
 [Link]. The Basics of Testing and Selecting
Employees
Reliability

Validity Reliability
Validity
Generation is a selection tool’s first requirement and refers to “its
consistency of scores obtained by the same person when
retested with the identical tests or with alternate forms of the
same test”

Utility Evidence-
Analysis based HR

Bias
[Link]. The Basics of Testing and Selecting employees
Validity
Shows whether the test is measuring what you think it’s
supposed to be measuring.
Reliability
test validity
The accuracy with which a test, interview, and so on, measures
Validity what it purports to measure or fulfills the function it was
Validity
Generation designed to fill.
criterion validity
A type of validity based on showing that scores on the test
(predictors) are related to job performance (criterion).
content validity
Utility Evidence- A test that is content valid is one that contains a fair sample of
Analysis based HR the tasks and skills actually needed for the job in question.
construct validity
A test that is construct valid is one that demonstrates that a
Bias
selection procedure measures a construct and that construct is
important for successful job performance.
 [Link]. The Basics of Testing and Selecting
Employees
Evidence-Based HR: How to Validate a Test Reliability
Employers often opt to demonstrate evidence
of a test’s validity using criterion validity.
Validity
- in order for a selection test to be useful, Validity
Generation
one needs evidence that scores on the test
relate in a predictable way to performance
on the job.
- validate the test before using it by ensuring
that scores on the test are a good predictor
of some criterion like job performance— Utility Evidence-
Analysis based HR
thus demonstrating the test’s criterion
validity.
Bias
 [Link]. The Basics of Testing and Selecting
Bias
Employees
• Most employers know they shouldn’t use biased tests in the
selection process. Reliability
• Employers should therefore redouble their efforts to ensure
that the tests they’re using aren’t producing biased
decisions Validity
Validity
Utility Analysis Generation
• Knowing that a test predicts performance isn’t always of practical
use
• Answering the question, “Does it pay to use the test?” requires
utility analysis
Validity Generalization
• Employers find tests and other screening tools that have been Utility Evidence-
shown to be valid in other settings (companies), then bring them Analysis based HR
in-house in the hopes that they’ll be valid there, too.
• Validity generalization “refers to the degree to which evidence of
a measure’s validity obtained in one situation can be generalized
to another situation without further study.” Bias
 [Link]. Types of Tests
(1) Tests of Cognitive Abilities (2) Tests of Motor and Physical Abilities
■ Tests of general reasoning ability (intelligence tests ▪ Tests of motor measure motor
- IQ): tests of general intellectual abilities abilities, such as finger dexterity,
- measure not a single trait but rather a range of manual dexterity, and (if hiring pilots)
abilities, including memory, vocabulary, verbal reaction time (the speed and
fluency, and numerical ability. accuracy of simple judgment as well
- is often measured with individually administered as the speed of finger, hand, and arm
tests like the Stanford-Binet Test or the Wechsler movements)
Test ▪ Tests of physical abilities include:
■ Specific Cognitive Abilities: Tests of specific mental ▪ static strength (such as lifting
abilities like memory and inductive reasoning weights),
- measures of specific mental abilities, such as ▪ dynamic strength (pull-ups),
deductive reasoning, verbal comprehension,
memory, and numerical ability ▪ body coordination (jumping rope),
▪ and stamina.
 [Link]. Types of Tests
(3) Measuring Personality and Interests
A person’s cognitive and physical abilities alone seldom explain his or her job
performance.
■ Personality tests
– measure basic aspects of an applicant’s personality, such as introversion,
stability, and motivation. The “big five” personality dimensions (OCEAN):
Openness (to experience), Conscientiousness, Extraversion, Agreeableness,
Neuroticism / emotional stability
– Some personality tests are projective (response to stimuli, e.g., inkblots, photos)
– Other personality tests are self-reported: applicants fill them out
– Results do often correlate with job performance
 [Link]. Types of Tests

(4) Achievement Tests

■ measure what someone has learned.
■ measure your “job knowledge” in
areas like economics, marketing, or
human resources.
 [Link]. Types of Tests

(5) Cultural Profile

■ How do you respond to certain
situations at work based on your
cultural background and experiences?
■ How does this compared to what is
expected of your own national culture
as well as others?
■ EXERCISE: Scan the QR code and take
the test to get an idea of your cultural
profile. Let’s discuss whether you
agree or disagree with the results. I
will take the test as well!
 [Link]. Work Samples and Simulations
■ Using Work Sampling for Employee ▪ Situational Testing and Video-Based
Selection Situational Testing
The work sampling technique tries to Situational tests require examinees to
predict job performance by requiring respond to situations representative of the
job candidates to perform one or more
samples of the job’s tasks. job.
Advantages: • Work sampling and some assessment
- measures actual job tasks, so it’s center tasks (such as in-baskets) fall in this
harder to fake answers category.
- also exhibit better validity than do • So do video-based tests and miniature job
other tests designed to predict
performance training (described next), and the
situational interviews
▪ Situational Judgment Tests The video-based simulation presents:
- are personnel tests “designed to assess an • the candidate with several online or
applicant’s judgment regarding a situation computer video situations, each followed
encountered in the workplace.” by one or more multiple-choice questions.
 [Link]. Work Samples and Simulations
■ The Miniature Job Training and Evaluation ▪ Realistic Job Previews
Approach - Sometimes, a dose of realism makes the
best screening tool
- involves training candidates to perform - In general, applicants who receive
several of the job’s tasks, and then
realistic job previews are more likely to
evaluating their performance prior to hire.
turn down job offers, but their employers
- The approach assumes that a person who are more likely to have less turnover
demonstrates that he or she can learn and
perform the sample of tasks will be able to ▪ Choosing a Selection Method
learn and perform the job itself.
These include:
- Like work sampling, miniature job training - the tool’s reliability and validity,
and evaluation tests applicants with actual - its return on investment (in terms of utility
samples of the job, so it is inherently analysis),
content relevant and valid. - applicant reactions, usability, adverse
impact,
- and the tool’s selection ratio
 2.2.4. Interviewing Candidates
[Link]. Basic Types of Interviews
A selection interview (the focus of this chapter) is a selection procedure designed to predict future job
performance based on applicants’ oral responses to oral inquiries.
■ Structured Versus Unstructured Interviews
- unstructured (or nondirective) interview “An unstructured conversational-style interview in which
the interviewer pursues points of interest as they come up in response to questions”
- structured (or directive) interview “An interview following a set sequence of questions.”
■ Interview Content (What Types of Questions to Ask)
We can also classify interviews based on the “content” or the types of questions interviewers ask.
- situational interview “A series of job-related questions that focus on how the candidate would
behave in a given situation”
- behavioral interview “A series of job-related questions that focus on how the candidate reacted to
actual situations in the past”
- job-related interview “A series of job-related questions that focus on relevant past job-related
behaviors.”
- stress interview “An interview in which the applicant is made uncomfortable by a series of often
rude questions. This technique helps identify hypersensitive applicants and those with low or high
stress tolerance”
 [Link]. How should we conduct the interview?

Employers also administer interviews in various

ways: one-on-one or by a panel of interviewers,
sequentially or all at once, computerized or
personally, or online.
■ Most selection interviews are probably still
one-on-one and sequential.
– In a one-on-one interview: two people
meet alone, and one interviews the other
by seeking oral responses to oral
inquiries.
– In a sequential (or serial) interview,
several persons interview the applicant,
in sequence, one-on-one, and then make
their hiring decision.
[Link]. How should we conduct the interview?
TYPES:

UNSTRUCTURED SEQUENTIAL INVERVIEW

An interview in which each interviewer forms an independent opinion after asking different questions.

STRUCTURED SEQUENTIAL INTERVIEW

An interview in which the applicant is interviewed sequentially by several persons; each rates the
applicant on a standard form.

PANEL INTERVIEW
An interview in which a group of interviewers questions the applicant

MASS INTERVIEW
A panel interviews several candidates simultaneously.
[Link]. How should we conduct the interview?

Phone interviews
Employers also conduct interviews via phone

Computer-based interviews
is one in which a job candidate’s oral and/or keyed replies are obtained in
response to computerized oral, visual, or written questions and/or situations

Web-based video interviews

With phone and tablet video functionalities and FaceTime and Skype , Web-
based “in-person” interview use is widespread
[Link]. How to design and conduct an effective interview
Designing a Structured Situational Interview
■ Step 1. Analyze the job.
Write a job description with a list of job duties; required knowledge, skills, and abilities; and other
worker qualifications.
■ Step 2. Rate the job’s main duties.
Rate each job duty, say from 1 to 5, based on how important it is to doing the job.
■ Step 3. Create interview questions.
Create situational, behavioral, and job knowledge interview questions for each of the job duties, with
more questions for the important duties.
■ Step 4. Create benchmark answers.
Next, for each question, develop ideal (benchmark) answers for good (a 5 rating), marginal (a 3 rating),
and poor (a 1 rating) answers
■ Step 5. Appoint the interview panel and conduct interviews.
Employers generally conduct structured situational interviews using a panel, rather than one-on-one
[Link]. How to design and conduct an effective interview
EXAMPLES:
■ Job Knowledge Questions
1. What steps would you follow in changing the fan belt on a Toyota Camry?
2. What factors would you consider in choosing a computer to use for work?
■ Experience Questions
3. What experience have you actually had repairing automobile engines?
4. What experience have you had creating marketing programs for consumer products?
■ Behavioral (Past Behavior) Questions
5. Tell me about a time when you had to deal with a particularly obnoxious person. What was the situation, and
how did you handle it?
6. Tell me about a time when you were under a great deal of stress. What was the situation, and how did you
handle it?
■ Situational (what would you do) Questions
7. Suppose your boss insisted that a presentation had to be finished by tonight, but your subordinate said she has
to get home early to attend an online class, so she is unable to help you. What would you do?
8. The CEO just told you that he’s planning on firing your boss, with whom you are very close, and replacing him
with you. What would you do?
[Link]. How to design and conduct an effective interview
EXAMPLES:
■ Job Knowledge Questions
1. What steps would you follow in changing the fan belt on a Toyota Camry?
2. What factors would you consider in choosing a computer to use for work?
■ Experience Questions
3. What experience have you had actually repairing automobile engines?
4. What experience have you had creating marketing programs for consumer products?
■ Behavioral (Past Behavior) Questions
5. Tell me about a time when you had to deal with a particularly obnoxious person. What was the situation, and
how did you handle it?
6. Tell me about a time when you were under a great deal of stress. What was the situation, and how did you
handle it?
■ Situational (what would you do) Questions
7. Suppose your boss insisted that a presentation had to be finished by tonight, but your subordinate said she has
to get home early to attend an online class, so she is unable to help you. What would you do?
8. The CEO just told you that he’s planning on firing your boss, with whom you are very close, and replacing him
with you. What would you do?
[Link]. How to design and conduct an effective interview
Scan QR code for group assignment!