Recruiting,

Interviewing,
Selection, &
Onboarding
 Chapter 1
Recruitment Challenges
 Three-pronged strategic recruiting plan

• Clarify goals by being S.M.A.R.T

– Specific Measurable Attainable Realistic Time-sensitive
– What is our Mission Statement?
– Do we know how each department can contribute to the achievement of short & long term
organizational goals?
– Is there an alignment between employee interests and corporate goals?
– Do we have an accompanying detailed timeline that calls for measurable accomplishments?
• Practice Targeted recruitment
– Savvy employers understand that regularly in drifting key performers and ensuring that they are
being fully utilized and motivate3d is a valuable precursor to recruitment
– Alleviate the possibility of misusing top talent by viewing economic slow downs as opportunities,
allowing employers to select from among a highly talented pool of candidates who have been
downsized or otherwise cut adrift for reasons having nothing to do with their abilities.
• Clarify your expectations
– Most applicants come in with a clear understanding of what they expect from a prospective
employer. Employers should be very specific as well.
•  
•  
 ABC Guidelines for Successful Recruitment
12. Linear. Think in terms of a series of straight lines connecting the applicant,
Every time you have a job opening in your organization, apply as many of the the job, and the company. This will help keep you on track and
twenty-six “ABC Guidelines for Successful Recruitment” as possible, regardless accomplish your goal of filling an opening as quickly as possible with
of the recruitment sources you use (excerpted from The Employee Recruitment the most suitable employee.
and Retention Handbook by Diane Arthur, AMACOM, 2001): 13. More. Review your current recruitment efforts and think of whether
you could be doing more. In fact, take each of the key words in these
1. Attractive. Promote your organization as the kind of place employees will guidelines and ask yourself if you can be more attractive, more believable,
want to call their place of work. Highlight your most generous and more centered, more diligent, and so on.
unique benefits, have employees promote your attributes amongst THE EMPLOYMENT PROCESS 69
friends, and publicly pat yourselves on the back for accomplishments. © American Management Association.All rights reserved.
14. Notorious. Strive to become the organization everyone talks about. Your
2. Believable. If what you’re offering sounds too good to be true, repackage
goal is to become the company that applicants want to work for, the one
your wares. Applicants can’t be bothered tracking down prospective that other companies want to imitate.
employers to find out if they really do offer more vacation time 15. Open-minded. Whether you’re recruiting IT specialists, engineers, or
than any of their competitors or will top any offer received in the past secretaries, view the job from the applicant’s perspective. Ask employees
in the classifications you’re trying to fill to identify what’s important to
two months.
them so you can emphasize those significant aspects to applicants.
3. Centered. Identify three to six critical qualities you’re seeking in your 16. Persistent. Continue exploring various recruitment sources until you
employees; clearly communicate and adhere to them in your recruitment find the right employee. Resist pressure to settle or compromise your
efforts. standards if you don’t fill an opening right away. Rather, reexamine the
sources you’ve chosen, applying the methodology described earlier.
4. Diligent. Effective recruiting requires a steady and energetic application
17. Quick. The moment you discover you’re going to have an opening, act
of effort. on it. Spread the word among employees, run an ad, do whatever you
5. Empathetic. Attempt to understand an applicant’s needs and interests in can to spread the word that you have a job to fill.
relation to organizational goals in order to strike a balance and find 18. Realistic. It’s one thing to seek out the best possible candidate for a job,
common denominators between the two. yet quite another to hold out for the ideal employee who may only exist
on paper or in your mind.
6. Flexible. If you’ve tried one recruitment source and it’s not yielding the 19. Sensible. Carefully determine the best recruitment source based on a
kind of results you need, move on to others. number of factors, including the nature of the job and the current job
7. Greedy. Tell yourself that your company is entitled to be staffed by the market.
best possible workforce; seek out those candidates that maximally meet 20. Tireless. If you relax your recruitment efforts, chances are another organization
will grab the candidate you failed to pursue.
your needs.
21. Unified. Make certain everyone concerned with the recruiting effort is
8. Hip. Stay informed when it comes to the latest developments in recruitment, working toward the same goal. That is, that they are in agreement with
as well as the sources and techniques your competitors are using. regard to the qualities and skills being sought.
9. Informative. Anticipate what applicants will want to know about the job 22. Vocal. Openly and clearly express the qualities and skills needed in a
candidate to agencies or firms assisting your company with a job search.
and your company and be prepared to tell them, either verbally, in the
23. Watchful. Look for signs confirming that the recruitment sources you’re
form of some written material, in a CD-ROM, or on-line. using are producing the kinds of results wanted, and that the candidates
10. Judicious. Exercise sound judgment when matching candidates with coming forth possess needed qualities.
jobs. Avoid decisions ruled by emotion. 24. Xentigious. I made this word up (the last two syllables rhyme with litigious);
it means ‘keep it legal.’
11. Knowledgeable. Be thoroughly familiar with the parameters of the job,
25. Youthful. In order to compete for top performers, especially the scarce
how it interfaces with other positions, the department, and the company. but vitally important group of younger workers, be youthful in your
Also, be aware of how other organizations view this job in terms of thinking and in spirit.
responsibility, status, and compensation. 26. Zealous. Applicants are more likely to be interested in becoming part of
a company if the recruiters are enthusiastic and appear to genuinely
 Attract and compete for qualified Applicants
• Give away so –
– Find out what your competitors are giving away. (Time off, benefits, extra activities etc.)
– Offer Perks
– Don’t make promises you can’t keep (I.e, sizable bonuses, etc.)
• First Impressions(Let’s take a look at Pg 11)
– Allot a sufficient amount of time for each interview who as not to appear rushed
– Be courteous
– Be prepared
– Devote the interview to focusing fully on the applicant, not text, emails, or phone calls
– Display a sense of pride in and involvement with your company
– Exhibit enthusiasm and interest
– Keep appointments
– Remain professional at all times
• Brand your company as a company people would want to work for
– Look at exhibit 1-1 Assessing Your Organization’s Overall Image
• Establish and adhere to high standard of Excellence
•  
 Chapter 2
Applicant and Employer Perspectives

Ask not what you can do for your Employer but

what your Employer can do for you!
 Applicant Expectations
Matures – born prior to 1946
Brought up during the depression. Can appreciate hard work without additional expectations
or recognition.
Pros
Cons
Baby Boomers 1946-1964
Brought up through the economic prosperity
Hardworking
Expectations of knowledge and rewards for their hard work
Working past retirement age. (Dedication because they identification goes hand and hand with
their career.
Generation X (Xers) – 1965-1980
Concerned with issued their grandparents dealt with, Xers can be more of the hold-back type
Work smarter not harder
Loyalty stands alone
Want work life balance
Want opportunities to develop, and training
Millennialist (Generation Y) 1981-1999
The technological era of the workforce
All about electronic communications
Seek diverse and fun workplaces
Generation Z (Homelanders)
Multitaskers
 Employer Expectations
Employers today look for Values
Honesty and integrity
Great work ethic
Reliability – (be available)
Responsibility
Loyalty
Positive attitude
Energy
Self-motivation
Professionalism
Take on additional task (how do we identify this)
Applicant Questions

What Questions will they ask? Pg 26

 Chapter 3
Recruitment Resources
 Recruitment Resources

• Advertising • Job fairs

• Campus Recruiting • Job postings – internal
• Contingency Workers • Military Outplacement
• Direct Mail – (be aware of the mental situations)
– Is this source often used? • Networking
• Employee Referrals • Open Houses
• Employment Services • Outplacement firms
• Former Applicants (talent pool) • Professional AssociationsRadio and Television
• Government Agencies • Research Firms
• Other Sources
 Proactive and Reactive
Recruitment

What approach is better for the open

position?

What approach would you like to take?

Is one favored over another ? Why?

 Recruitment Groups
• Older workers
• Youth
• Women
• Minorities
• Disabilities
• Unemployed
• Interns
• Former Employees
• How much time do you have to fill the
position?
– Immediate?
– How will this open position affect the
organization?
• When in a bind internal applicants and
employee referrals are important.

• Available time will determine whether a

proactive or reactive approach is needed.
 CHAPTER 5
INTERVIEW PREPARATION
What is an Interview

An interview is a goal-
driven transaction
characterized by
questions and answers,
clear structure, control,
and imbalance. An
interview is usually a
dyadic transaction,
meaning that it takes
place between two
people.
What are the characteristics of an interview?

• Interviews encompass unique characteristics

that distinguish them from other types of
communication. In what follows, we examine
five characteristics of interviews:
(1) goal-driven
(2) question–answer
(3) structured
(4) Controlled
(5) unbalanced
Characteristics of an Interview

• Interviews are generally more goal-driven than other types of

communication, especially those taking place between two people.
• Interviews have a clear purpose, a goal to be achieved. Information
may be desired, a problem may need to be resolved, persuasion may
be desired, someone may need assistance with a personal problem,
or an employer may be seeking the best person for a job opening
and a potential employee may be looking for a good employer.
Characteristics of an Interview

• Another characteristic of interviews is the

question–answer nature of the transaction. The
majority of an interview consists of one person
(sometimes more than one) asking Chapter 15 n
Interviewing 369 questions and another person
answering those questions.
Characteristics of an Interview

• Interviews also tend to be more structured than

other types of communication
Characteristics of an Interview

• Interviews are generally controlled by an

interviewer, who is responsible for moving the
interview toward its intended goal. The amount of
control exerted during an interview depends on this
goal, which is achieved in part by the questions
asked and the communication environment
established.
Characteristics of an Interview

• A final characteristic of interviews is that the time

spent talking by an interviewee and an interviewer
is usually unbalanced. Typically, an interviewer will
speak for 30% of the time, and an interviewee will
speak for 70% of the time. Of course, the type of
interview will dictate exactly how much time each
party spends talking, but more often than not, an
interviewee will talk more and an interviewer will
talk less.
 Interview Preparation
• Job Analysis – The process of a through interview begins with a job Analysis
• Job Analysis to include:
– Duties and Responsibilities
– Education and prior experience
– Intangible requirements
– Reporting Relationships
– Work Environment
– Physical Working Conditions
– Geographic Location
– Travel
– Work schedule
– Exemption Status
• Be sure that every applicant you interview understand what their status means. Never assume that they know the difference
– Exempt – No overtime pay / Straight Salary
– Non exempt – entitled to overtime pay.
• Explain or the applicant might ask – how much overtime is available?
• Union Status
• Salary
• Benefits
• Growth Opportunities
 The Interview

Managers use three types of interview to collect job analysis data – individual interview with each
employee, group interview with groups of employees who have the same jobs & the supervisor interviews
with one or more supervisor who know the job. They use group interviews when a large number of
employees are performing similar or identical work, since it can be a quick and inexpensive way to gather
information.
Whichever kind of interviews we use, we need to be sure the interviewee fully understands the reason fro
the interview since there is a tendency for such interviews to be viewed, rightly or wrongly, as “efficiency
evaluation”. If so, interviewees may hesitate to describe their jobs accurately.
Pros & Cons
The interview is probably the most widely used method for identifying the job’s duties & responsibilities
and its wide use reflects its advantages. It is a relatively simple and quick way to collect information,
including information that might never appear on a written form. The interview also provides an
opportunity to explain the need for and function of the job analysis. And the employee can vent
frustration that might otherwise go unnoticed by the management.
Distortion of the information is the main problem – whether due to outright falsification or honest
misunderstanding. Job analysis is often a prelude to changing a job’s pay rate. Employees therefore may
legitimately view the interview as the efficiency evaluation that may affect their pay. They may then tend
to exaggerate certain responsibilities while minimizing others.
What is the job being performed?
Typical Questions
What are the major duties of your position? What exactly do you do?
What physical location do you work in?
What are the education, experience, skill and (where applicable) certification and licensing requirements?
In what activities do you participate?
What are the job responsibilities and duties? What are the basic accountabilities or performance that typifies your work?
What are your responsibilities? What is the environmental and working condition involved?
What are the jobs physical demands? The emotional and mental demands?
What are the health and safety condition?
Are you exposed to any hazards or any unusual working conditions?
 Interview Guidelines
There are several things which should be kept in mind while conducting a job analysis interview.
1.The job analyst and supervisor should work together to identify the workers who know the job best.
2.Quickly establish rapport with the interviewee. Know the persons name, speak in easily understood language, briefly
review the interview purpose and explain how the person was chosen for the interview.
3.Follow a structured guide or checklist. One that lists questions and provides space for answers. This ensures you to
identify crucial question ahead of time and that all the interviewers (if there are more than one) cover all the questions.
4.When duties are not performed in a regular manner – for instance when the worker doesn’t performs the same job over
and over again many times a day- ask the worker to list his/her duties in order of importance and frequency of occurrence.
This will ensure that you don’t overlook crucial but infrequently performed activities.
5.Finally, after completing the interview, review and verify the data. Specifically review the information with the worker’s
immediate supervisor and the interviewee.
 Job Analysis

Job analysis:
is a systematic approach to defining the job role, description, requirements,
responsibilities, evaluation, etc. It helps in finding out required level of education,
skills, knowledge, training, etc. for the job position. It also depicts the job worth i.e.
Measurable effectiveness of the job and contribution of job to the organization.
Thus, it effectively contributes to setting up the compensation package for the job
position.

Nature of Job Analysis:

Organizations consist of positions that have to be staffed. Job Analysis is the procedure
through
which we determine the task, duties and responsibilities of these positions and the
characteristics of the people to hire for the positions. Job analysis produces information
used for
writing, job description (a list of what the job entails) and job specification (what kind of
people to hire for the job).
The supervisor or HR specialist normally collects one or more of the following types of
information via the job analysis:
Work Activities:
Information about the job’s actual work activities, such as cleaning, selling, teaching or
painting. This list may also include how, why and when the worker performs each activity.
Human Behavior:
The specialist may also collect information about human behaviors like sensing,
communicating, deciding and writing. Included here would be information regarding job
demands such as lifting weights or walking long distances.
Machines, tools, equipment & work aids:
This category includes information about tools used, materials processed, knowledge dealt
with or applied (such as finance or law), & services rendered (such as counselling or
repairing).
Performance standards:
The employer may also want information about the job’s performance standards (in terms of
quantity or quality levels for each job duty). Management will use these standards to
appraise the employees.
Job context:
Information included here are about such matters as physical working conditions, work
schedule and the organizational and social context – for instance, the number of people
with whom the employee would normally interact. Information regarding incentives might
also be included here.
Human requirements:
This includes information regarding the job’s human requirements, such as job-related
knowledge or skills (education, training, work experience) and required personal
attributes (aptitudes, physical characteristics, personality, interests). experience) and
required personal attributes (aptitudes, physical characteristics, personality, interests).
Job Position:
Job position refers to the designation of the job and employee in the organization.
Job position forms an important part of the compensation strategy as it
determines the level of the job in the organization. For example, management
level employees receive greater pay scale than non-managerial employees. The
non-monetary benefits offered to two different levels in the organization also vary.

Job Description:
Job description refers the requirements an organization looks for a particular job
position. It states the key skill requirements, the level of experience needed, level
of education required, etc. It also describes the roles and responsibilities attached
with the job position. The roles and responsibilities are key determinant factor in
estimating the level of experience, education, skills etc. required for the job. It also
helps in benchmarking the performance standards.

Job Worth:
Job Worth refers to estimating the job worthiness i.e. how much the job
contributes to the organization. It is also known as job evaluation. Job description
is used to analyze the job worthiness. It is also known as job evaluation. Roles and
responsibilities helps in determining the outcome from the job profile. Once it is
determined that how much the job is worth, it becomes easy to define the
compensation strategy for the position.
 Steps in Job Analysis:

1. Decide how you’ll use the information, since this will determine the data you collect and
how you collect them. Some data collection techniques - like interviewing the employee
and asking what the job entails are good for writing job description and selecting
employees for the job. Other technique like the position analysis & questionnaire do not
provide qualitative information for job description. Instead, they provide numerical
ratings for each job; these can be used to compare jobs for compensation purpose.
2. Review relevant background information such as organization charts, process charts and
job description.
– Organization charts show the organization wide division of work, how the job in
question relates to other jobs, and where the job fits in the overall organization. The
chart should show the title of each position and by means of interconnecting lines,
who reports to whom and with whom the job incumbent communicates.
– A process chart provides more detailed picture of the work flow. In its simplest form a
process chart shows the flow of inputs to and the outputs from the job you are
analyzing. Finally, the existing job description, if there is one, usually provides a
starting point for building the revised job description. In the figure below the quality
control clerk is expected to review components from suppliers, check components
going to the plan managers and give information regarding components quality to
these managers.
3. Select representative positions. Why? Because there may be too many similar
jobs to analyze. For example, it is usually necessary to analyze the jobs of 200
assembly workers when a sample of 10 jobs will do.
4. Actually analyze the job – by collecting data on job activities, required
employee behaviors, working condition, and human traits & abilities needed to
perform the job. For this step, use one or more of the job analysis methods.
5. Verify the job analysis information with the worker performing the job & with
his or her immediate supervisor. This will help confirm that the information is
factually correct and complete. This review can also help gain the employees
acceptance of the job analysis data and conclusions by giving that person a
chance to review and modify your description of the job activities.
6. Develop a job description and job specification. These are two tangible
products of the job analysis. The job description is a written statement that
describes the activities and responsibilities of the job, as well as its important
features, such as working conditions and safety hazards. The job specification
summarizes the personal qualities, traits, skill and background required for
getting job done. In maybe in a separate document or in the same document as
the job description.
 Methods
Collecting Job Analysis Information

• Interview
• Questionnaires
• Observation
• Participant Diary / Logs
 Job Descriptions
• Develop – Job descriptions to help you articulate the most important outcomes you need
from an employee performing a particular job. Job Descriptions are a communication tool
to tell coworkers where their job leaves off and the job of another employee starts. They
tell an employee where their job fits within the overall department and the overall
company. They help employees from other departments, who must work with the person
hired, understand the boundaries of the person's responsibilities. Finally, job
descriptions are an integral piece of the performance development planning process.
 Developing Job Descriptions
• Gather the appropriate people for the task. The manager to
whom the position will report takes the lead in developing a
job description, but other employees who are performing
similar jobs can contribute to its development, too.
Additionally, if the position is new and will relieve current
employees of work load, they should be part of the
discussion. A first position? The manager or company owner
can develop the job description on his or her own.
• Perform a job analysis. You need as much data possible to
develop a job
 Components of Job Description

• Overall position description with general areas of responsibility listed, Essential

functions of the job described with a couple of examples of each:
• Required knowledge, skills, and abilities,
• Required education and experience,
• Description of the physical demands, and
• Description of the work environment.

Use the job description as a basis for the employee development plan (PDP) An employee's job
description is integral in the development of his or her quarterly employee development plan.
job description establishes a base so that an employee can clearly understand what they need to
develop personally, and contribute within your organization. Develop job descriptions to provide
employees with a compass and clear direction.
 Chapter 6
Interviewing and Legal
Considerations
Note: Become familiar with EEOC and
labor laws no matter what position
you hold in your organization
 Employment Legislation
• Exist to ensure individuals the right to
compete for all work opportunities without
bias because of race, color, religion, sex,
national origin, age, or disability.
 Labor Acts & Laws
• Civil Rights act of 1866 –
• Civil Right Act of 1964 –
• Equal Pay Act of 1963 –
• Age discrimination in employment act of 1967 –
• Rehabilitation Act of 1973 –
• Americans with Disabilities act of 1990 –
• Pregnancy Discrimination Act of 1978 –
• Fetal protection guidelines –
• Religious Discrimination Guidelines –
• National Origin Discrimination Guidelines
• Immigration Reform and Control Act of 1986
• Drug Free Work place Act of 1988
• Civil Right Act of 1991
• Family and Medical Leave Act of 1993 (FMLA)
 Legal or Illegal Questions

Age
Illegal questions ·
• How old are you? ·
• What year were you born?
Legal questions ·
• Are you 21 years old or older, and thereby legally allowed to accept this position if offered? ·
• Are you under the age of 60 years old, and thereby legally allowed to accept this position if offered?
Marital/family status
Illegal questions ·
• Are you married or living with a partner? ·
• Are you pregnant? ·
• Do you have any children or plan on having children?
Legal questions ·
• There is a great deal of travel involved with this position.
• Do you foresee any problems with this requirement? ·
• Will the long hours required of this job pose any problems for you?
• Would you be willing to relocate if necessary? ·
• Do you have any responsibilities that may prevent you from meeting the requirements of this position?
Ethnicity/national origin
Illegal questions
• What is your ethnicity?
• Where is your family from?
• Were you born in the United States?
• What is your native language?
Legal questions
• Do you have any language abilities that would be helpful in this position?
 Legal or Illegal Questions
Religion
illegal questions
• Are you religious?
• What religion are you?
• Do you worship regularly at a church/mosque/temple?
• Do you believe in God?
Legal questions
• Are you able to work on Saturday evenings/Sunday mornings, if needed?
Affiliations
• Illegal questions
• What clubs or social organizations do you belong to?
• Are you a Republican or a Democrat? ·
• Are you now or have you ever been a member of the Communist Party?
Legal questions ·
• Do you belong to any professional organizations that would benefit your ability to perform this job?
Disabilities
Illegal questions
• What is your medical history?
• Do you have any disabilities?
• How would you describe your family’s health?
• What resulted in your disability?
Legal questions
• This job requires that a person be able to lift 100 pounds. Would you have any problems fulfilling that
requirement?
 Chapter 7
Competency Based Questions
 Competency Based Questions
• Tangible or Measurable Skills
– Demonstrates what applicants have accomplished in past
jobs.
• Knowledge
– What applicants know and how they think.
• Behavior
– How an applicant acts under certain conditions
• Interpersonal Skills
– How applicants interact with others
 Chapter 8
Types of Interview Questions
Open-Ended Questions
• Open-ended questions require full, multiple-word answers. The answers
• generally lend themselves to discussion and result in statements on which
• you can build additional questions. Open-ended questions further encourage
• applicants to talk, allowing you to actively listen, assess their verbal communication
• skills, observe their pattern of nonverbal communication, and provide
• time to plan subsequent questions.
• The question, “Could you please describe your activities in a typical day
• at your current job?” is a classic, generic, open-ended question. Here are
• additional examples, this time for a job requiring customer service: “What is
• the process that someone with a complaint is supposed to follow?” “What is
• your role in the process?” “What do you do when a customer is not satisfied
• with the answer you have given?”
• Open-ended questions should make up about 15 percent of the interview.
Hypothetical Questions
• Hypothetical questions are based on anticipated or known job-related tasks
• for an available position, phrased in the form of problems and presented to
• the applicant for solutions. The questions are generally introduced with
• words and phrases like: “What would you do if . . . ,” How would you handle
• . . . ,” or “Consider this scenario . . . .” They are, effectively, the opposite of
• competency-based questions, which draw from past experiences, in that they
• look to the future.
• Hypothetical questions allow for the evaluation of individuals’ reasoning
• abilities, thought processes, values, attitudes, work style, and approach to
• different tasks. They are especially helpful when asked of applicants with
• limited or no prior work experience.
• Hypothetical questions typically comprise approximately 5 percent of
• an interview.
Probing Questions
• Probing questions allow the interviewer to look more thoroughly for additional
• information. Best thought of as follow-up questions, they are usually
• short and simply worded. Applicants who have trouble providing full answers
• to questions usually appreciate the extra help that comes from a probing
• question. These also show the applicant you are interested in what he or she
• is saying and want to learn more.
• Examples of probing questions include, “Why?,” “How often?,” “What
• caused that to happen?” They usually constitute about 5 percent of the interview.
Closed-Ended Questions
• Closed-ended questions may be answered with a single word, generally “yes”
• or “no.” They are most useful when seeking clarification or verification of
• information in that they result in concise responses. Closed-ended questions
• should not be used instead of open-ended or competency-based questions.
• Here are some examples of effective closed-ended questions: “How
• often do you travel in your current job?,” “Based on what you have told me so
• far, can I assume that you prefer working independently rather than as part of
• a team?,” “What did you major in while in college?” Closed-ended questions
• should make up no more than 5 percent of an interview.
Questionnaires
• Having employees fill out questionnaires to describe their job-related duties & responsibilities is another good
way to obtain job analysis information.
• We have to decide how structured the questionnaire should be and what question to include. Some
questionnaires are very structured checklists. Each employee gets an inventory of perhaps hundreds of specific
duties or tasks (such as “change and splice via”). He or she is asked to indicate whether or not he/she performs
each tasks and, it so, how much time is normally spent on each. At the other extreme, the questionnaire can be
open-ended and simply ask the employee to “describe the major duties of your job.” In practice, the best
questionnaire often falls between these two extremes.
• Whether structured or unstructured, questionnaires have both pros & cons. A questionnaire is a quick and
efficient way to obtain information from a large number of employees, its less costly than interviewing hundreds
of workers, for instance. However, developing any questionnaire an testing it can be expensive and time-
consuming.

Observation
• Direct observation is specially useful when jobs consist mainly of observable physical activities – assembly – line
worker and accounting clerk are examples. On the other hand, observation is usually not appropriate when the job
entails a lot of mental activities (lawyer, design–engineer). Nor it is useful if the employee only occasionally engages in
important activities, such as a nurse who handles emergencies. And reactivity – the workers changing what he or she
normally does because you are watching – can also be a problem. Manager often use direct observation and
interviewing together. One approach is to observe the worker on the job during a complete work cycle. Here you take
notes of all job activities. Then after accumulating as much information as possible, you interview the worker. Ask the
person to clarify points not understood and to explain what are the activities he or she performs that you didn’t
observe. Finally, job descriptions are an integral piece of the performance development planning process.
Your goal in hiring is to find the brightest, most competent, flexible, reliable, multifaceted employees you can find. A
job description, if not viewed as a straight jacket, helps your successful recruiting in several ways.
A job description:
•causes the manager of the position and any other employees already performing the job to agree on the
responsibilities and scope of the position, helps Human Resources know the knowledge, skills, education, experience,
and capabilities you seek in your new employee, so an effective recruiting plan is formulated, informs candidates about
the duties and responsibilities of the position for which they are applying, informs employees who are assisting with
the interview process about the questions to ask candidates and what you seek in the new employee, and may protect
you legally when you can demonstrate why the candidate selected for a position was your most qualified and culturally
suited applicant.
 Hiring the Right Person: Recruitment

• RECRUITMENT
– The process of attracting individuals in sufficient
numbers with the right skills and at appropriate
times to apply for open positions within the
organization.

©SHRM 2008 53
 Recruitment Issues

• Alternatives to recruitment:
– Outsourcing.
– Contingent labor.
– Part-time employees.
– Overtime.

• Costs of recruitment and selection:

– Replacing supervisory, technical and management
personnel can cost from 50 percent of salary to
several hundred percent of salary.
©SHRM 2008 54
 Internal Environment

• Promotion from within:

– Advantages:
• Promotion as a reward for good work.
• Motivational tool for other employees.
• Promoted employee gets up to speed must
faster in his or her new job.
– Disadvantages:
• Must fill the position vacated by the
promoted employee.
• Lack of new ideas and creativity that may
come from a new person.
• Jealousy from those not promoted.
55
 Internal Environment

• Nepotism: Hiring relatives.

– Does your organization have a policy on
nepotism?
– May be discriminatory.
– Must ensure individuals are not in supervisory
positions managing their own relatives.
– May create issues of favoritism.

©SHRM 2008 56
 External Environment

• Labor market conditions:

– Strong economy = difficulty hiring.
– Weak economy = too many applicants.

©SHRM 2008 57
 Discrimination Issues in Recruiting

• Civil Rights Act of 1964.

• Age Discrimination in Employment Act of 1967.
• Pregnancy Discrimination Act of 1975
• Americans with Disabilities Act of 1990.
• Local regulations can add further protections
against discrimination.

©SHRM 2008 58
 Internal Recruitment

• Job Posting: The process of announcing job openings to

employees.
– Job information must be made available
to all employees.
– Ensure minority workers and
disadvantaged individuals are aware of
job opportunities.
– Employee cynicism occurs when there is
not “equal” opportunity for open
positions.
• Employee Referrals:
– Some believe
©SHRMthis
2008 is the route to the 59
 External Recruitment

• Employment agencies.
• Executive search firms.
• In-house recruiters.
• Local advertising:
– Newspaper.
– Multimedia.
• Internships.
• Job fairs.
• College recruiting.
• Walk-in candidates.

©SHRM 2008 60
 Internet Recruiting
• Advantages:
– Inexpensive.
– Quick and easy to post announcement.
– Responses arrive faster and in greater
quantity.
– Will generate a wider range of applicants.
– Applicants can be screened by computer.
– Some selection tests can be administered
by computer.
– Automated applicant tracking.
• Disadvantages:
– Ease of submission
©SHRM 2008 will result in a lot of 61
 Recruitment for Diversity

• An ethnically diverse workforce enhances creativity

and may facilitate expansion into global markets.
• Recruiting must generate applicants from a wide
variety of individuals.
• Train recruiters to use objective standards.
• Include pictures of minority and disabled
employees on recruitment flyers.
• Make sure ads and interviews are bi-lingual.

©SHRM 2008 62
 HR Dilemma: Employee Referrals

An organization starts an employee referral program to find

employees for its assembly plant. The program is very
effective, but no candidates from protected groups are
referred or hired.

1. Could the organization be guilty of discrimination?

2. Should the organization abandon its referral program?

©SHRM 2008 63
 The Employment Application
• Applications must include:
– Applicant information.
– Applicant signature certifying validity of information.
– Statement of employment at will, if permitted.
– Permission from the applicant for reference check.
• Avoid the following:
– Discriminatory information.
– Citizenship and Social Security data.
– Information on past use of FMLA, ADA or Workers’
Compensation.
– Disability information.
– Past salary levels.
– Birth date or education dates.
– Driver’s license information, unless driving is a job requirement.

©SHRM 2008 64
 Screening Interview

• Usually conducted by telephone.

• Not done in all organizations.
• A few straight-forward questions.
• Can eliminate those less qualified early in the
selection process.

©SHRM 2008 65
 Selection Tests
• SELECTION TEST: Any instrument that
is used to make a decision about a
potential employee.(1)

• STANDARDIZATION: Uniformity of
procedures and conditions related to
administering tests.(2)
• RELIABILITY: The extent to which a
selection test provides consistent
results.(2) ©SHRM 2008 66
 Kinds of Selection Tests
• Cognitive aptitude tests measure
reasoning, vocabulary, verbal and
numeric skills.
• Job knowledge tests measure
knowledge regarding a particular job.
• Work sample tests allow candidates to
demonstrate how they would work on
the job.
• Psychomotor abilities tests assess the
skill level of tasks required on the job.
• Personality tests assess traits and
©SHRM 2008 67
personal characteristics. They are used
 Interviewing Candidates

• Team or individual interviewer?

• Structured or patterned interview:
– Pre-set questions asked of all candidates.
• Nondirective interview:
– Minimum of questions, not planned in
advance.
– Open-ended questions; interviewer follows
the candidate’s lead.
• Situational and problem-solving
interview:
– Candidate describes how he or she would
©SHRM 2008 68
Background Verification and Reference Checks

• The importance of checking:

– 40 percent of applicants lie about work histories
and educational backgrounds.
– 20 percent of applicants falsify credentials and
licenses.
– 30 percent of applicants make
misrepresentations on their resumes.

©SHRM 2008 69
 Legal Liability

• DEFAMATION: The act of harming the reputation of

another by making a false statement to a third
party.(1)

• NEGLIGENCE: The failure to exercise the standard

of care that a reasonably prudent person would
have exercised in the same situation.(1)

• [1] Garner, B. A. (Ed.). (1999). A handbook of basic law terms. St. Paul, MN: West Group.

©SHRM 2008 70
 Legal Liability - Negligence

• NEGLIGENT REFERRAL: The legal risk

incurred when a past employer fails to
warn a potential employer of the
inherent danger presented by a
former employee .(1)

• NEGLIGENT HIRING: The liability

incurred when failing to conduct a
reasonable investigation of an
applicant’s background and then
©SHRM 2008 71
 The Job Offer

• Making the job offer:

– May be done by phone, letter or in
person.
– Make arrangements for further
conditions:
• Physical exam and drug screen.
– Discuss salary and benefits:
• Avoid quoting an annual salary.
– Realistic job preview,
– Verify employment eligibility:
• I-9 form. ©SHRM 2008 72
 HR Dilemma: I-9 Verification

A landscaping company requires all legal

aliens to provide a permanent
resident card at the point of hire. The
company hires a worker and verifies
that his permanent resident card is
legal. Two weeks after starting the
job, the company and the employee
fill out the I-9 form for the employer’s
files.
©SHRM 2008 73
 Evaluating the Recruitment and Selection
Process

• Cost:
– Did you stay within your recruitment
budget?
• Time:
– How long did it take you to fill the
position?
• Quality:
– Were your applicants well qualified for
the job?
• Longevity:
©SHRM 2008 74
CONGRATULATIONS!
You have a new employee!

©SHRM 2008 75
 Chapter 9

Interview Components
 Budget
• What is HR manager working with. How much
money do we have to hire for this particular
position?
– Budgets will be based upon position. A CEO
position will have a much higher budget than a
line worker.
• Quick Results Recruitment Sources – (Note:
Succession comes in handy here)
 Chapter 10

• Other Types of Employment Interviews

 Scope of Human Resource Management

It is the art and science of understanding the employment (union-

management) relations, joint consultation, disciplinary procedures, solving
HRM in Industrial
problems with mutual Relations
efforts, understanding human behavior and
HRM in Industrial
maintaining Relationscollective
work relations, is a highly sensitiveand settlement of disputes.
bargaining
area. It needs careful interactions with labor or
employee
The main aimunions,
is to addressing
safeguard the their grievances
interest and by securing the
of employees
settling
highestthe disputes
level effectivelytointhe
of understanding order to maintain
extent that does not leave a negative
peace
impactand harmony in the
on organization. It isorganization.
about establishing, growing and promoting
industrial democracy to safeguard the interests of both employees and
management.
 (Preinterview) Interviewer Responsibilities
The various skills of HR professionals are as follows:

Rev Pre
App iewing p
& in aring B eg
li
ma cation terv ques Gat in n
iew ti he r ing
teri
al out ons i ng
ma tim on-
l i ne teri e
als
 Components of Hiring Process

INTERVIEW

Whatever is the hiring strategy deployed, the essential components of the

process remain more or less the same. These include choosing from the
available candidates, taking a decision as to the pay and perks, making an
offer and finally, getting them ‘on board’. The hiring process ranges from
less than a month or so to drawn out affairs for niche placement. The
strategic imperatives that underpin hiring depend on the ability of the
organization to effectively leverage its reputation, flexibility in the roles
that are available, availability of skilled resources and finally, the package
that the organization is willing to offer.
 Components of Hiring Process
The term ‘fitment’ is often used as HR jargon which is all
about whether a particular person is suitable for the role
HIRED
that is being filled and how well he or she ‘fits’ the job
profile. One of the reasons for attrition in organizations is
the fact that many employees join an organization with a
set of assumptions about their role only to have their hopes
dashed in reality. Hence, in recent times, industry experts
have focused on this aspect of ensuring that people are
hired only if they are of the right fit. Therefore, hiring
people is a key component of a company’s internal strategy
and hence something that needs detailed attention and
focus.
Interview Preparation

 Step One: Become Familiar with the Job

 Step Two: Review the Employment Application or Resume
 Step Three: Plan Basic Questions