MGT 430 – Spring 2016Class 7, Chapter 6 - Recruitment

Selecting Employees and Placing Them in Jobs

Figure 6.1: Steps in the Selection Process

Immigration Reform & Control Act of 1986 (Reagan)

• Employers must verify and maintain records on the legal status of all employees to work in the U.S.

• Requires all employees to complete and document their legal employment eligibility through the U.S. Citizenship and Immigration Services Form I-9

• Proof of employment eligibility is now the responsibility of the employer

Employment Eligibility Verification - Department of Homeland Security US Citizenship and Immigration Services

USCISForm I-9

(Handout – also in textbook)

Legal Standards (of course)

Civil Rights Act of 1991 (Bush)

• Jury trials, compensatory & punitive damages for intentional discrimination against protected classes

• Prohibits preferential treatment in favor of minority groups

• Placed statutory caps on punitive damages based upon size of company

• Prohibits use of different cut-off scores based on race in employment tests

• Clarifies that discrimination is established when race, color, religion, sex or national origin is a motivating factor for any employment practice, even though other factors also motivated the practice.

Gathering Background Information

Application Forms Résumés

Reference Checks Background Checks

Application FormsElectronic or Hard Copy

• Contact information• Work experience• Educational background• Applicant’s signature• Licenses/certifications• Other information may be requested providing that it is not used for

discriminatory purposes, or are necessary to indicate job-specific qualifications

Resumes

• Synopsis of work experience, job skills and education

• Biased information

• No standard format - one page is best

• Fact or fiction?

References

• Biased in favor of applicant• Should be based upon observable job-related behaviors and achievements• Avoid broad opinions that can be misinterpreted• Liability issues for companies giving references, thus typically limited to:

- Verification of dates of employment- Position- Salary range

• Normally done if applicant is a finalist for the job

Background Checks

• Verify information provided during the application process• Obtain additional information about some aspect of the applicant’s life;• Companies can self-check or hire a 3rd party firm• Typical area of investigation

• Education verification• Convictions• Credit score (for financial institutions)• Resume claims• Eligibility to work in the US• Potential for security breeches (for high security positions)

Background Checks

• 8 out of 10 large companies and 2/3rds of smaller organizations report conducting background checks

• Costs of basic background checksOnline = @ $50Agency = $200 >

• Requests for expunging police records has been on the rise so background checks may not be as complete as employers would prefer

Employment Tests and Work Samples

Employment Tests & Work

Samples

Physical Ability Tests Cognitive

Ability Tests

Job Performance

Tests

Work Samples

Personality Inventories

Honesty Tests

Drug Tests

Medical Examinations

Employment Tests & Work Samples

Aptitude TestsA standardized test that measures how well a person can learn or acquire skill sets and abilities

Achievement TestsA standardized test that measures a person’s existing KSAs

e.g.Verbal Spatial Reasoning Abstract Math Mechanical Data checking

TESTINGMedical & Drug Testing• Only permitted after an offer of employment has been made, but before employment;• If candidate cannot pass the medical test and reasonable accommodations cannot be

made, the company is not obligated to hire the candidate• Establishes a base-line at the beginning of employment• Fulfillment of a drug & alcohol-free work environment• Meets pre-established physical requirements of the job

Physical ability tests endurance, strength, general fitnesse.g. Firefighter, UPS drivers, Police officers, warehouse, etc.

Rules for Administering Drug Tests

• Administer tests systematically to all applicants for the same job.

• Use drug testing for jobs that involve safety hazards.

• Have a report of results sent to applicant, along with information about how to appeal results and be retested if appropriate.

• Respect applicants’ privacy by conducting tests in an environment that is not intrusive and keeping results confidential.

Practical Value and Utility

• Being valid, reliable, and generalizable adds value to a selection method.

• Another consideration is the cost of using the selection method.

• Selection methods should cost significantly less than the benefits of hiring new employees.

• Methods that provide economic value greater than the cost of using them are said to have utility. (Are they useful in determining the acceptability of a candidate?)

Interviews

Interviewing Techniques

Nondirective Interview

Structured Interview

Situational Interview

Behavior Description Interview

Interviewing Effectively

1. Be prepared2. Put applicant at ease3. Ask about past behaviors4. Listen – let candidate do most of the talking5. Take notes – write down notes during and immediately after interview6. At the end of the interview, make sure candidate knows what to expect

next

Types of interviews

Unstructured Interviews – Free-rangea. Questions are asked without a defined formatb. The same type of information is not collected from all interviewees.c. Managers feel they can judge a person’s character quickly this way

Structured Interviewsa. Uses a set of predetermined questions related to the jobb. Usually includes a scoring system to track and compare applicant responsesc. Encourages consistency among all interviewers

Types of Interviews

SituationalDescribes a common situation likely to arise on the job and asks the applicant how he or she would solve this situation

Example1. Tom appears to be under the influence of alcohol when he comes back from his lunch break. How would you handle this situation?2. How did you handle the layoffs of three of your subordinates?

Types of InterviewsNon-Directive• Interviewer has great discretion in choosing questions to ask each candidate• Open ended about suitability for the job• Not as reliable• Potential for illegal questions

Examples• Tell me about your background• Tell me more about your strengths

Types of Interviews

Behavior Description InterviewA structured interview where the candidate is asked to

describe how he or she handled a situation in the past

ExampleIn your last job, during the labor contract negotiations, how

did you get both sides to agree on the terms of the contract

Interviewing Practical Exercise

Legal and Illegal Interview Questions

Communicating the Decision

When a candidate has been selected, the organization should communicate the offer verbally and in writing to the candidate. The offer should include:

Offer of employment Title Reporting relationships Work schedule Rate of pay or salary Starting date Other relevant job details

HRM Selection in Practice:Organizational Demands

• Strategy• Person-job fit• Selection methods used• Appropriate KSAs

• Company characteristics• Culture• Core Competencies• Competitive advantage

Selection in Practice:Organizational Demands (continued)

• Culture• Person-organization fit• Promotion-from-within policy or new blood/thinking• Who controls selection process• Team or individual orientation

• Employee concerns• Fair and equal treatment• Impact of the job on work/life balance• Can I do the work

Selection in Practice:Environmental Influences

• Globalization• Breadth and content of labor market• Staffing for international operations• Differences in the conduct of business internationally

• Ethics• Value codes – intrinsic and extrinsic• Standards of expected behavior

Selection in Practice:Environmental Influences

• Labor market• Who is available to hire • How selective can the company be• How willing are employees to accept jobs

• Use of Technology• Process of selection – recruiting acceptable candidates• Internet - Intra-net – social media• Verification of credentials