Recruiting Recruiting Process of finding and hiring the best qualified candidate for a job opening selling the Those likely to accept position if offered job o Designed to impact Number of applicants Type of applicant o 3 avenues for that impact Personnel policies Recruitment sources Employee referral Advertisements Walk ins write ins Schools Recruiting firms Professional associations and meetings US employment service Internet Other job fairs internships Recruiter characteristics Types of recruiters o HR representatives doesn t hire just help most information benefits pay etc o Line managers make final decision see what is expected o Incumbents can see how job is if interviewed by them Possibly important characteristics o Affect o Line staff o Demographics Why recruiter might have influence o Information source knows about company position o Perceived credibility know more might like better o As signal of unknown organizational attributes Recruiting strategy used to identify internal job performance or external job fairs candidates o Who to recruit Identify jobs Identify KSAOs job specs o Where to recruit Define labor market o How to recruit Recruiting source How many o When to recruit Market movements o Who to use as recruiters o What to communicate Personnel policies o Internal promote within cheaper to train vs external recruiting o Market leader pay strategy o Image advertising reputation More people are gonna want to interview with higher paying company Selection Selection Correlation Coefficient o Measure of degree to which two sets of numbers are related o Perfect positive relationship 1 0 o Perfect negative relationship 1 0 o Zero relationship 0 0 Reliability degree to which a measure is free from random error o Provides consistent results over time and in different contexts o Necessary but not sufficient condition for validity o Types another time Test retest reliability how scores on measure at one time relate to scores on same measure at Split half reliability consistency of multiple items or scales found by estimating correlation Inter rater reliability correlation between the ratings provided by two different human judges between sets of the items from same test on the dimensions of interest Validity o Extent to which performance on a measure is related to job performance Criterion related determines a relationship between selection test scores and job performance Empirical association requires larger sample Predictive test applicants measure performance of those hired Concurrent test existing employees measure their performance Content representative sample of the kinds of situations or problems that occur on the job Determined by expert judgment Construct extent to which a selection tool measures a theoretical construct or trait Difficult to validate honesty tests creative arts tests Generalizability degree to which one can extend validity established in one context to other contexts Utility degree to which information from selection method enhances bottom line effectiveness o Different situations o Different samples of people o Different time periods o Test must be reliable and valid to have utility o Influenced by selection ratio Background investigations o Three reasons to conduct background check Extensive misrepresentation of job related information Negligent hiring and employment discrimination Background check is an expected practice Negligent hiring o Employers can be held liable if they fail to do background check on prospective employee who commits crime or inflicts harm on customer or third party in course of performing job duties o Safe and competent employee Selection methods o Application forms Application date educational background experience arrests country of citizenship refer o Cognitive ability cost effective adverse impact discrimination Measures of person s capacity to learn or acquire skills ences disabilities Aptitude tests Achievement tests Handshaking professional dress rapport building IM structured interviews notes Measures of what person knows or can do right now o Interview o Work sample test Shows what applicant would be expected of if hired Perform job behaviors evaluate Disadvantage time consuming expensive o Job knowledge test o Personality test Big Five personality factors Achievement test that measures person s level of understanding about particular job Extroversion agreeableness conscientiousness neuroticism openness to experience o Ask exact same questions of each candidate o Drug test o Integrity or honesty tests How to structure interview o Base questions on job analysis o Use better types of questions o Use anchored rating scales o Rating each question o Using multiple interviewers o Providing training Statistical approach objectivity o Combine results from tests o Find final score average score combine high and low scares Compensatory model getting average from all tests Multiple hurdle model depend on high or low score can t compensate for low scores Clinical approach subjectivity o Don t estimate o Combine information for conclusion Performance Management Emotional intelligence the skill of discerning and reacting to other s emotions and managing your own Performance Management process through which managers ensure that employee activities are congruent with organizational goals Performance goal relevant actions that are under control of individual o Performance effectiveness and productivity o Dimensions Job specific task proficiency Non job specific task proficiency Written and oral communication task proficiency Demonstrating effort Facilitating peer and team performance Management administration Performance management evaluation criteria o Strategic congruence Production goals organizational culture o Reliability o Validity Interrater test retest Contamination and deficiency Useful information for employee development What to consider in performance evaluation o Acceptability o Specificity o Behavior o Results o Potential Problems with evaluation o Unpleasant interpersonal experience o Split roles counselor and judge o Criterion contamination and deficiency o Inherent subjectivity o Limitations errors of judgment o Appraiser motivation Errors in evaluation o Rating errors Halo Leniency severity Central tendency First impression recency Similarity o Cognitive limitations Limitations in observation Limitations in memory Limits to discriminability Influence of cognitive schema Attributional biases Effects of affect