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This chapter begins by discussing how soldiers can interview a company, join the army, and perhaps later on join the company he or she initially selected. Next, recruitment is defined and alternatives to recruitment are explained which includes a discussion of contingent workers of the future. This is followed by a discussion of the external environment of recruitment and promotion policies. A description of the recruitment process precedes a discussion of internal recruitment methods. Then, external sources of recruitment, online recruitment methods, and job search scams are examined. Traditional external recruiting methods are presented next. Then the importance of tailoring recruitment methods and sources is discussed. The chapter concludes with a global perspective entitled "Our Company Headquarters Has Been Outsourced!"

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...

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Process of attracting individuals on a timely basis, in sufficient numbers, and with appropriate qualifications, to apply for jobs with an organization.

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recruitment

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Described as the "disposable American workforce" by a former secretary of labor, have a nontraditional relationship with the worksite employer and work as part-timers, temporaries, or independent contractors.

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contingent workers

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Policy of filling vacancies above entry-level positions with current employees.

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Promotion from within (PFW)

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Document that specifies job title, department, the date the employee is needed for work, and other details.

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Employee requisition

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Where qualified candidates are located.

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Recruitment sources

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Specific means used to attract potential employees to the firm.

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Recruitment methods

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Procedure for informing employees that job openings exist.

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Job posting

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Procedure that permits employees who believe that they possess the required qualifications to apply for a posted position.

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Job bidding

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Person whose primary responsibility is to use the Internet in the recruitment process (also called cyber recruiter).

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Internet recruiter

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Online recruiting method engaged in by a single employer or group of employers to attract a large number of applicants to the company.

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Virtual job fair

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Job sites accessible from a company homepage that list available company positions and provide a way for applicants to apply for specific jobs.

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Corporate career Websites

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An alliance among the National Association of Colleges and Employers, DirectEmployers Association, and Symplicity Corporation; a national recruiting network and suite of web-based recruiting and career services automation tools serving the needs of colleges, employers and job candidates.

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NACElink Network

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Websites that cater to a specific profession.

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Niche sites

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Recruiting method engaged in by a single employer or group of employers to attract a large number of applicants for interviews.

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Job fair

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Special form of recruitment that involves placing students in temporary jobs with no obligation either by the company to hire the student permanently or by the student to accept a permanent position with the firm following graduation.

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Internship

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Recruiters going to events being attended by individuals the company is seeking.

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Event recruiting

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Army recruiters have another means of enticing young men and women to enlist in the Army. Partnership for Youth Success (PaYS) represents one such program. PaYS is an enlistment option that enables a young man or woman to select a post-Army partner for an employment interview when joining the Army, Army Reserve or advanced ROTC. PaYS is designed to connect soldiers with post-Army opportunities before they even join.

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...

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Process of attracting individuals on a timely basis, in sufficient numbers, and with appropriate qualifications, to apply for jobs with an organization.

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RECRUITMENT DEFINED

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Firm should consider its alternatives before engaging in recruitment.

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ALTERNATIVES TO RECRUITMENT

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Process of hiring an external provider to do the work that was previously done internally.

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OUTSOURCING

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Contingent workers, described as the "disposable American workforce" by a former secretary of labor, have a nontraditional relationship with the worksite employer and work as part-timers, temporaries, or independent contractors. Contingent workers are the human equivalents of just-in-time inventory. These disposable workers permit distinct advantages: maximum flexibility for the employer and lower labor costs. Historically, contingent workers have been called the bookends of recessions. They are the first to go when a recession begins and the last to be recalled when the economy gets better.

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ARE CONTINGENT WORKERS THE WORKFORCE OF THE FUTURE?

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Company that leases employees to other businesses.

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PROFESSIONAL EMPLOYER ORGANIZATION (EMPLOYEE LEASING

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Most commonly used method of meeting short-term fluctuations in work volume

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OVERTIME

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Of particular importance is the demand for and supply of specific skills in the labor market.

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LABOR MARKET CONDITIONS

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Active job seekers, whether presently employed or not, are committed to finding another job. Passive candidates are typically employed, satisfied with their employer, and content in their current role. However, if the right opportunity came along, they might like to learn more.

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ACTIVE OR PASSIVE JOB SEEKERS

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Nondiscriminatory practices in recruitment are absolutely essential

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LEGAL CONSIDERATIONS

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Organization can stress a policy of promotion from within its own ranks or a policy of filling positions from outside the organization. Promotion from within is the policy of filling vacancies above entry-level positions with current employees.

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PROMOTION POLICIES

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Document that specifies job title, department, date the employee is needed for work, and other details.

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EMPLOYEE REQUISITION

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Places where qualified candidates can be found

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Recruitment sources

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Specific means used to attract potential employees to the firm.

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Recruitment methods

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Management should be able to identify current employees who are capable of filling positions as they become available.

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INTERNAL RECRUITMENT METHODS

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Job posting: Procedure for informing employees that job openings exist.

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JOB POSTING AND JOB BIDDING

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Procedure that permits employees who believe that they possess the required qualifications to apply for a posted position.

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Job bidding

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Employees can serve an important role in the recruitment process by actively soliciting applications from their friends and associates.

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EMPLOYEE REFERRALS

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Organizations concerned with recruiting clerical and entry-level employees often depend on high schools and vocational schools.

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HIGH SCHOOLS AND VOCATIONAL SCHOOLS—

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Number of community colleges are sensitive to the specific employment needs in their local labor market and graduate highly sought-after students with marketable skills.

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COMMUNITY COLLEGES

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—Potential professional, technical, and management employees are typically found in these institutions.

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COLLEGES AND UNIVERSITIES

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—When recent experience is required, competitors and other firms in the same industry or geographic area may be the most important source of recruits.

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COMPETITORS IN THE LABOR MARKET

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Smart employers try to get their best ex-employees to come back.

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FORMER EMPLOYEES—

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Individuals who are unemployed, regardless of the reason, often provide a valuable source of recruitment.

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UNEMPLOYED—

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Typically has a proven work history, are flexible, motivated, and drug free.

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MILITARY PERSONNEL—

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Typically has a proven work history, are flexible, motivated, and drug free.

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SELF-EMPLOYED WORKERS—

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—Some organizations have discovered it beneficial to hire ex-offenders.

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EX-OFFENDERS

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Online recruiting revolutionized the way companies recruit employees and job seekers search and apply for jobs.

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ONLINE RECRUITMENT METHODS

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Person whose primary responsibility is to use the Internet in the recruitment process (also called cyber recruiter).

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INTERNET RECRUITER—

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Online recruiting method engaged in by a single employer or group of employers to attract a large number of applicants to the company.

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VIRTUAL JOB FAIRS—

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Job sites accessible from a company homepage that list available company positions and provide a way for applicants to apply for specific jobs.

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CORPORATE CAREER WEBSITE—

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Weblogs, or blogs, have changed the ways in which individuals access information. Google or a blog search engine such as Technorati.com can be used.

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WEBLOGS (BLOGS FOR SHORT

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Firms utilize employment Websites by typing in key job criteria, skills, and experience and indicating their geographic location.

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GENERAL-PURPOSE JOB BOARDS—monster.com careerbuilder.com

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—The alliance among the National Association of Colleges and Employers, DirectEmployers Association, and Symplicity Corporation is a national recruiting network and suite of web based recruiting and career services automation tools serving the needs of colleges, employers and job candidates.

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NACElink Network

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—Certain large companies have begun pooling job candidates through a consortium known as AllianceQ. Those passed over by one company are invited to submit their résumés to the AllianceQ database.

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ALLIANCEQ

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Websites that cater to a specific profession.

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NICHE SITES—

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Sites are now available to assist this segment of the workforce. Professionals searching for freelance work are increasingly turning to Websites that let them market themselves globally.

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CONTRACT WORKERS' SITES—

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After years of focusing primarily on professionals and their prospective employers, the big general employment job sites are trying to attract blue-collar and service workers.

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HOURLY WORKERS' JOB SITES—

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—"Social networking" is the business buzzword in recruiting these days. As previously mentioned, it is well known that networking is one of the best recruiting tools and numerous websites have been developed to utilize social network recruiting. Sites such as Twitter, Craigslist, Facebook and LinkedIn are used.

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SOCIAL NETWORK RECRUITING

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The depressed high unemployment economy has brought out job scammers in mass. In searching for a job online, one should be alert to the fact that there are those out there who will attempt to steal personal information you and set up fraudulent credit-card accounts.

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JOB SEARCH SCAMS

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Recruitment methods are the specific means through which potential employees are attracted to the firm.

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TRADITIONAL EXTERNAL RECRUITMENT METHODS

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Way of communicating the employment needs within the firm to the public through media such as newspaper, radio, television, trade journals, and billboards.

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MEDIA ADVERTISING—

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Private employment agencies, often called "head hunters," are best known for recruiting white-collar employees and offer an important service in bringing qualified applicants and open positions together.

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PRIVATE EMPLOYMENT AGENCIES—

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Operated by each state, receive overall policy direction from the U.S. Employment Service.

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PUBLIC EMPLOYMENT AGENCIES—

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Most common use of recruiters is with technical and vocational schools, community colleges, colleges, and universities.

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RECRUITERS—

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recruiting method engaged in by a single employer or group of employers to attract a large number of applicants for interviews.

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JOB FAIRS—

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Special form of recruitment that involves placing students in temporary jobs with no obligation either by the company to hire the student permanently or by the student to accept a permanent position with the firm following graduation.

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INTERNSHIPS—

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Organizations used by some firms to locate experienced professionals and executives when other sources prove inadequate. The typical placement fee for an executive search is 33 percent of the executive's first-year pay.

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EXECUTIVE SEARCH FIRMS—

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Associations in many business professions such as finance, marketing, information technology, and human resources provide recruitment and placement services for their members

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PROFESSIONAL ASSOCIATIONS—.

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If an organization has the reputation of being a good place to work, it may be able to attract good prospective employees without extensive recruitment efforts.

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UNSOLICITED APPLICANTS—

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Firms pair potential hires and managers in a warm, causal environment that encourages on-the-spot job offers.

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OPEN HOUSES—

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Recruiters going to events being attended by individuals the company is seeking.

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EVENT RECRUITING—

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Some firms are offering sign-on bonuses to high-demand prospects.

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SIGN-ON BONUSES—

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Unique way to get individuals interested in applying for positions.

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COMPETITIVE GAMES—

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For recruitment efforts to be successful, they must be tailored to meet the needs of each firm.

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TAILORING RECRUITMENT METHODS TO SOURCES

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The job of the HR professional when the company headquarters has been offshored is certainly challenging. There are numerous examples of offshoring headquarters. Doosan, based in Seoul, South Korea, bought the Bobcat unit from Ingersoll Rand Co. in 2007.

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OUR COMPANY HEADQUARTERS HAS BEEN OUTSOURCED!

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This chapter begins with a discussion of E-Verify and biometrics, followed by a discussion of the significance of employee selection and identification of environmental factors that affect the selection process. Next, the general selection process and applicant tracking systems is described. The next two sections involve preliminary screening and review of applications and résumés. A section on sending résumés via the Internet follows, and the advantages and potential problems and characteristics of properly designed selection tests are then explained. Test validation approaches, and types of employment tests are next discussed, and topics related to genetic testing, graphoanalysis, and polygraph tests are described. Aspects of online assessment and the use of assessment centers are then presented, and the importance of the employment interview and the general types of interviewing is discussed. Then we examine the various methods of interviewing, interviewing through crowd sourcing, potential interviewing problems, and concluding the interview. Next, the use of pre-employment screening, including background investigations and reference checks is presented, followed by a discussion of negligent hiring. Topics related to the selection decision, the medical examination, notification of candidates, candidate relationship management, and automated reference checking is discussed. Metrics for evaluating recruitment/selection effectiveness are then explained. The chapter concludes with a global perspective entitled "Leadership Effectiveness in the Global Environment."

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CHAPTER 6

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Process of choosing from a group of applicants the individual best suited for a particular position and the organization.

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Selection:

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Number of qualified applicants recruited for a particular job.

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Applicant pool:

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Number of people hired for a particular job compared to the total number of individuals in the applicant pool.

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Selection ratio:

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Software application designed to help an enterprise select employees more efficiently.

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Applicant tracking system (ATS):

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Goal-directed summary of a person's experience, education, and training developed for use in the selection process.

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Résumé:

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Words or phrases that are used to search databases for résumés that match.

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Keywords:

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Résumé that contains an adequate description of the job seeker's characteristics and industry-specific experience presented in keyword terms in order to accommodate the computer search process.

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Keyword résumé:

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Uniformity of the procedures and conditions related to administering tests.

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Standardization:

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Condition that is achieved when everyone scoring a given test obtains the same results.

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Objectivity

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Frame of reference for comparing an applicant's performance with that of others.

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Norm:

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Extent to which a selection test provides consistent results.

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Reliability:

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Extent to which a test measures what it claims to measure.

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Validity:

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: Test validation method that compares the scores on selection tests to some aspect of job performance determined, for example, by performance appraisal.

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Criterion-related validity

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Test validation method whereby a person performs certain tasks that are actual samples of the kind of work a job requires or completes a paper-and-pencil test that measures relevant job knowledge.

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Content validity:

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Test validation method that determines whether a test measures certain constructs, or traits, that job analysis finds to be important in performing a job.

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Construct validity:

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Tests that determine general reasoning ability, memory, vocabulary, verbal fluency, and numerical ability.

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Cognitive aptitude tests:

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Tests that measure strength, coordination, and dexterity.

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Psychomotor abilities tests:

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: Tests designed to measure a candidate's knowledge of the duties of the job for which he or she is applying.

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Job-knowledge tests

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Tests that require an applicant to perform a task or set of tasks representative of the job.

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Work-sample tests:

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: Tests that indicate the occupation a person is most interested in and the one likely to provide satisfaction.

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Vocational interest tests

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Self-reported measures of traits, temperaments, or dispositions.

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Personality tests:

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selection approach that requires individuals to perform activities similar to those they might encounter in an actual job.

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Assessment center:

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Tests given to identify predisposition to inherited diseases, including cancer, heart disease, neurological disorders, and congenital diseases.

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Genetic testing:

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: Use of handwriting analysis as a selection factor.

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Graphoanalysis

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Goal-oriented conversation in which the interviewer and applicant exchange information.

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Employment interview:

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Management's perception of the degree to which the prospective employee will fit in with the firm's culture or value system.

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Organizational fit:

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: Interview in which the job applicant is asked probing, open-ended questions.

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Unstructured interview

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: Interview in which the interviewer asks each applicant for a particular job the same series of job-related questions.

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Structured interview

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Structured interview in which applicants are asked to relate actual incidents from their past relevant to the target job.

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Behavioral interview:

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Meeting in which several job applicants interact in the presence of one or more company representatives.

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Group interview:

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Interview approach in which several of the firm's representatives interview a candidate at the same time.

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Board interview:

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: Form of interview in which the interviewer intentionally creates anxiety.

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Stress interview

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Method of conveying both positive and negative job information to an applicant in an unbiased manner.

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Realistic job preview (RJP):

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Information from individuals who know the applicant that provide additional insight into the information furnished by the applicant and verification of its accuracy.

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Reference checks:

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Liability a company incurs when it fails to conduct a reasonable investigation of an applicant's background, and then assigns a potentially dangerous person to a position in which he or she can inflict harm.

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Negligent hiring:

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: Liability former employers may incur when they fail to offer a warning about a particularly severe problem with a past employee.

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Negligent referral

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Employers are now required to use E-Verify to check out new hires and incumbent employees at federal contractors and subcontractors with contracts of $100,000 or more. E-Verify is a web-based system that lets employers check Social Security and visa numbers submitted by workers against government databases. Not everyone is pleased with E-verify. Some want to pursue a biometric verification tool that would replace or enhance E-Verify. A biometric identification card is the primary focus of immigration reform legislation being debated in Congress. It would be the primary tool in a national system for identifying people. To accomplish this, every U.S. worker would have to present a birth certificate and other identification documents, then have his or her biometric, such as a fingerprint, captured.

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FROM E-VERIFY TO BIOMETRICS?

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Selection is the process of choosing from a group of applicants the individual best suited for a particular position and the organization. Properly matching people with jobs and the organization is the goal of the selection process. If individuals are overqualified, underqualified, or for any reason do not fit either the job or the organization's culture, they will be ineffective and probably leave the firm, voluntarily or otherwise.

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SIGNIFICANCE OF EMPLOYEE SELECTION

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Numerous environmental factors affect the selection process.

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ENVIRONMENTAL FACTORS AFFECTING THE SELECTION PROCESS

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—Selection process affects, and is affected by, virtually every other HR function

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OTHER HR FUNCTIONS.

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Legislation, executive orders, and court decisions have a major impact on human resource management.

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LEGAL CONSIDERATIONS—

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Time available to make the selection decision can have a major effect on the selection process.

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SPEED OF DECISION MAKING—

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Different approaches to selection are generally taken for filling positions at different levels in the organization.

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ORGANIZATIONAL HIERARCHY—

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Number of qualified applicants recruited for a particular job.

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APPLICANT POOL—

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Sector of the economy in which individuals are to be employed—private, governmental, or not-for-profit—can also affect the selection process.

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TYPE OF ORGANIZATION—

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Many firms use a probationary period that permits evaluating an employee's ability based on performance

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PROBATIONARY PERIOD—.

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An applicant tracking system (ATS) is a software application designed to help an enterprise select employees more efficiently. Current ATSs permit human resource and line managers to oversee the entire selection process.

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APPLICANT TRACKING SYSTEMS

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Selection process often begins with an initial screening of applicants to remove individuals who obviously do not meet the position requirements.

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PRELIMINARY SCREENING

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Application form must reflect not only the firm's informational needs but also EEO requirements.

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PRELIMINARY SCREENING

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A résumé is a goal-directed summary of a person's experience, education, and training developed for use in the selection process.

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REVIEW OF RÉSUMÉS

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E-mail has become a popular method of providing résumés to organizations.

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SENDING RÉSUMÉS VIA THE INTERNET

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Evidence suggests that the use of tests is becoming more prevalent for assessing an applicant's qualifications and potential for success.

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SELECTION TESTS: ADVANTAGES AND POTENTIAL PROBLEMS

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—Selection testing can be a reliable and accurate means of selecting qualified candidates from a pool of applicants if they are job related.

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ADVANTAGES OF SELECTION TESTS

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Selection tests may accurately predict an applicant's ability to perform the job, the can do, but they are less successful in indicating the extent to which the individual will be motivated to perform it, the will do. Employers should be aware that tests might be unintentionally discriminatory. Test anxiety can also be a problem.

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POTENTIAL PROBLEMS OF SELECTION TESTS—

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xProperly designed selection tests are standardized, objective, based on sound norms, reliable and—of utmost importance—valid.

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Selection tests may accurately predict an applicant's ability to perform the job, the can do, but they are less successful in indicating the extent to which the individual will be motivated to perform it, the will do. Employers should be aware that tests might be unintentionally discriminatory. Test anxiety can also be a problem.

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Uniformity of the procedures and conditions related to administering tests.

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STANDARDIZATION

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Condition that is achieved when everyone scoring a given test obtains the same results.

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OBJECTIVITY—

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Frame of reference for comparing an applicant's performance with that of others.

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NORM—

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Extent to which a selection test provides consistent results.

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RELIABILITY—

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Extent to which a test measures what it claims to measure. If a test cannot indicate ability to perform the job, it has no value as a predictor.

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VALIDITY—

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Uniform Guidelines established three approaches that may be followed to validate selection tests: criterion-related validity, content validity, and construct validity.

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TEST VALIDATION APPROACHES

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Test validation method that compares the scores on selection tests to some aspect of job performance determined, for example, by performance appraisal.

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CRITERION-RELATED VALIDITY—

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Determined when the firm obtains test scores and the criterion data at essentially the same time.

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Concurrent validity:

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Involves administering a test and later obtaining the criterion information.

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Predictive validity:

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Test validation method whereby a person performs certain tasks that are actual samples of the kind of work a job requires or completes a paper-and-pencil test that measures relevant job knowledge.

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CONTENT VALIDITY—

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Test validation method that determines whether a test measures certain constructs, or traits, that job analysis finds to be important in performing a job.

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CONSTRUCT VALIDITY—

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Individuals differ in characteristics related to job performance. Various tests measure these differences.

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TYPES OF EMPLOYMENT TESTS

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Tests that determine general reasoning ability, memory, vocabulary, verbal fluency, and numerical ability.

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COGNITIVE APTITUDE TESTS—

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Measure strength, coordination, and dexterity.

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PSYCHOMOTOR ABILITIES TESTS—

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Tests designed to measure a candidate's knowledge of the duties of the job for which he or she is applying.

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JOB KNOWLEDGE TESTS—

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Tests that require an applicant to perform a task or set of tasks representative of the job.

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WORK-SAMPLE TESTS—

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Tests that indicate the occupation a person is most interested in and the one likely to provide satisfaction.

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VOCATIONAL INTEREST TESTS—

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Self-reported measures of traits, temperaments, or dispositions

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PERSONALITY TESTS—.

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Organizations are increasingly using the Internet to assess various skills required by applicants. Firms may design and have their own tests available online or use an external source.

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ONLINE ASSESSMENT

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—Selection approach that requires individuals to perform activities similar to those they might encounter in an actual job.

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ASSESSMENT CENTERS

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Tests given to identify predisposition to inherited diseases, including cancer, heart disease, neurological disorders, and congenital diseases.

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GENETIC TESTING—

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Use of handwriting analysis as a selection factor.

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GRAPHOANALYSIS (HANDWRITING ANALYSIS)—

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Employee Polygraph Protection Act of 1988 severely limited the use of polygraph tests in the private sector.

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POLYGRAPH TESTS—

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Goal-oriented conversation in which the interviewer and applicant exchange information.

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EMPLOYMENT INTERVIEW

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Essential to effective employment interviews.

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INTERVIEW PLANNING—

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Specific content of employment interviews varies greatly by organization and the level of the job concerned.

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CONTENT OF THE INTERVIEW—

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Exploring an individual's occupational experience requires determining the applicant's skills, abilities, and willingness to handle responsibility.

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Occupational experience:

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In the absence of significant work experience, a person's academic background takes on greater importance.

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Academic achievement:

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: If an individual cannot work well with other employees, chances for success are slim.

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Interpersonal skills

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Personal qualities normally observed during the interview include physical appearance, speaking ability, vocabulary, poise, adaptability, and assertiveness.

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Personal qualities:

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Management's perception of the degree to which the prospective employee will fit in with, for example, the firm's culture or value system.

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ORGANIZATIONAL FIT—

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While the interviewer will provide information about the company, it is still important that candidates do their homework.

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CANDIDATE'S ROLE AND EXPECTATIONS—

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Interview in which the interviewer asks each applicant for a particular job the same series of job-related questions.

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UNSTRUCTURED INTERVIEW—

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Interviewer asks each applicant for a particular job the same series of job-related questions. A structured interview typically contains four types of questions.

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STRUCTURED INTERVIEW—

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Pose a hypothetical job situation to determine what the applicant would do in that situation.

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Situational questions:

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Probe the applicant's job-related knowledge.

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Job knowledge questions:

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Involve situations in which an applicant may be actually required to perform a sample task from the job.

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Job-sample simulation questions:

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Seek to determine the applicant's willingness to conform to the requirements of the job.

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Worker requirements questions:

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xStructured interview in which applicants are asked to relate actual incidents from their past relevant to the target job.

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Seek to determine the applicant's willingness to conform to the requirements of the job.

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Interviews may be conducted in several ways.

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METHODS OF INTERVIEWING

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—Applicant meets one-on-one with an interviewer.

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ONE-ON-ONE INTERVIEW

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Meeting in which several job applicants interact in the presence of one or more company representatives.

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GROUP INTERVIEW—

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Interview approach in which several of the firm's representatives interview a candidate at the same time.

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BOARD INTERVIEW

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At times the applicants are interviewed by peers, subordinates, and supervisors.

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MULTIPLE INTERVIEWS—

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Crowd sourcing is based on the premise that any given group of people is always smarter than any given expert. Crowd sourcing is based on the management concept of synergism, the cooperative action of two or more persons working together to accomplish more than they could working separately.

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INTERVIEWING THROUGH CROWD SOURCING—

question

The interviewer intentionally creates anxiety.

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STRESS INTERVIEW—

question

Method of conveying both positive and negative job information to an applicant in an unbiased manner.

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REALISTIC JOB PREVIEWS

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Interviewing problems that can threaten the success of employment interviews.

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POTENTIAL INTERVIEWING PROBLEMS

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Although no questions are illegal, many are clearly inappropriate. When they are asked, the responses generated create a legal liability for the employer. The most basic interviewing rule is this: "Ask only job-related questions."

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INAPPROPRIATE QUESTIONS—

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—If a candidate begins volunteering personal information that is not job related, the interviewer should steer the conversation back on course.

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PERMITTING NON-JOB RELATED INFORMATION

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—Research suggests that interviewers often make judgments about candidates in the first few minutes of the interview. When this occurs, a great deal of potentially valuable information is not considered.

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PREMATURE JUDGMENTS

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—Interviewer's belief in their interview ability was likely exaggerated.

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INTERVIEW ILLUSION

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—In successful interviews, relevant information must flow both ways.

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INTERVIEWER DOMINATION

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—An error in judgment may occur when, for example, in interviewer meets with several poorly qualified applicants and then confronts a mediocre candidate.

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CONTRAST EFFECT

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—Anyone who has ever conducted an interview realizes that it is much more than carrying on a conversation with another person.

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LACK OF TRAINING

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—Body language is the nonverbal communication method in which physical actions such as motions, gestures, and facial expressions convey thoughts and emotions. The interviewer is attempting to view the nonverbal signals from the applicant. Applicants are also reading the nonverbal signals of the interviewer.

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NONVERBAL COMMUNICATION

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When the interviewer has obtained the necessary information and answered the applicant's questions, he or she should conclude the interview. Management must then determine whether the candidate is suitable for the open position and organization. If the conclusion is positive, the process continues; if there appears to be no match, the candidate is no longer considered. Also, in concluding the interview, the interviewer should tell the applicant that he or she will be notified of the selection decision shortly.

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CONCLUDING THE INTERVIEW

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It is now time to determine the accuracy of the information submitted or to determine if vital information was not submitted. Background investigations involve obtaining data from various sources, including previous employers, business associates, credit bureaus, government agencies, and academic institutions and have become increasingly more important.

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PRE-EMPLOYMENT SCREENING: BACKGROUND INVESTIGATIONS

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—An increasing number of employers are using social networking Web sites to conduct background checks on potential employees.

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BACKGROUND INVESTIGATION WITH SOCIAL NETWORKING

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—Employee background investigations are not just for pre-employment any more. In certain industries, such as banking and health care, employers are required by regulation to routinely research the criminal records of employees.

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CONTINUOUS BACKGROUND INVESTIGATION

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—Some of the standards used in the background investigation have the potential to violate a hiring standard to avoid that was discussed in Chapter 3. A word of caution is advised in situations where an applicant acknowledges that he or she has been convicted of a crime or the use of a credit check.

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REMEMBERING HIRING STANDARDS TO AVOID

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Information from individuals who know the applicant that provide additional insight into the information furnished by the applicant and verification of its accuracy.

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PRE-EMPLOYMENT SCREENING: REFERENCE CHECKS

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Automated reference checking has been a boom in this area. References are anonymous, more efficient and a more comprehensive report can be provided.

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AUTOMATED REFERENCE CHECKING

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Liability a company incurs when it fails to conduct a reasonable investigation of an applicant's background, and then assigns a potentially dangerous person to a position where he or she can inflict harm.

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NEGLIGENT HIRING

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Person whose qualifications most closely conform to the requirements of the open position should be selected.

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SELECTION DECISION

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Typically, a job offer is contingent on successful passing this examination.

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MEDICAL EXAMINATION

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Selection process results should be made known to candidates—successful and unsuccessful—as soon as possible.

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NOTIFICATION OF CANDIDATES

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Often, candidates send an application and never get a reply. Whether as a result of arrogance, ignorance or incompetence, companies that ignore job applicants expose their organizations to significant risks. To avoid these risks, some organizations are adopting candidate relationship management software to ensure that job seekers have good experiences on the companies' web sites and to bolster efforts to build talent pools that can be tapped when the companies are able to hire again.

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CANDIDATE RELATIONSHIP MANAGEMENT

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Measures of HR performance.

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HUMAN CAPITAL METRICS

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—The question of how to measure quality of hire and set standards for new-hire performance is difficult to determine.

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QUALITY OF HIRE

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—In a recent study by CedarCrestone, a consulting firm, on average it took on average of 52 days to hire a worker but best of show took only 24 days

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100-TIME REQUIRED TO HIRE

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—New hire retention is determined by determining the percent of the new hires that remain with the company at selected intervals, typically one or two years.

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NEW HIRE RETENTION

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—The manager is largely responsible for the success of his of her department. It is the quality of his or her employees in the workgroup that have a major impact on success of the department.

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HIRING MANAGER OVERALL SATISFACTION

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—The number of times on average employees have to be replaced during a year.

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TURNOVER RATE

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—In determining the recruiting cost per hire, the total recruiting expense must first be calculated.

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RECRUITING COSTS

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—Number of applicants hired from a group of candidates expressed as a percentage is the selection rate.

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SELECTION RATE

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—Number of applicants who accepted the job divided by the number who were offered the job.

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ACCEPTANCE RATE

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—Percentage of applicants from a particular source and method that makes it to the next stage of the selection process.

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YIELD RATE

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—Although not an easy process, companies are beginning to establish metrics to help them assess both quantitative and qualitative aspects of the recruitment and selection process.

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COST/BENEFIT OF RECRUITMENT SOURCES AND METHODS

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More often than not, trying to make different styles of leadership work in foreign lands is an exercise in frustration. Think of global business styles as a continuum with U.S. executives are at one end and their Asian counterparts at the other

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LEADERSHIP EFFECTIVENESS IN THE GLOBAL ENVIRONMENT

Human Resource Managment CH. 5 and 6 – Flashcards

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