STRATEGIC STAFFING

Copyright © 2009 Pearson Education, Inc.  Publishing as Prentice Hall 11-1

Chapter 11 – Candidate Choice and Hiring

Learning Objectives11-2

After studying this chapter, you should be able to:

Describe three different ways of making a final choice of whom to hire.

Discuss the factors that influence the content of a company’s job offer.

Describe the four different job offer strategies. Explain why candidates’ perceptions of fairness

are important to staffing.

Combining Assessment Scores

11-3

When using more than one assessment method, as is usually the case because the validity of the candidate’s assessment is more valid when using multiple predictors, a candidate’s scores must be meaningfully combined to calculate an overall score that can be compared across candidates or to a minimum hiring standard.

There are two ways of combining assessment scores: multiple hurdles and compensatory approaches.

Multiple Hurdles11-4

Multiple hurdles: candidates must receive a passing score on an assessment before being allowed to continue in the selection process

Costly and take more time due to the need for candidates to make repeated visits for the different assessments

Used when the cost of poor performance on that characteristic is high For example, when safety is at risk

Job Offer Strategies11-7

Particularly for firms with a talent philosophy of viewing employees as investors rather than assets, the job offer should maximize the employee value proposition offered to the finalist.

Before extending a job offer or deciding on the content of the job offer it is always a good idea to verify the truthfulness of any statements made by the applicant that were relied on in assessing the candidate or deciding on the offer’s contents Grade point average, prior work experience, prior salary,

etc. It is also a good idea to identify a backup hire in

case your first choice does not take the job.

Factors Influencing Job Offer Content

11-8

Figure 11-1

Compensation Decisions11-9

Low job offer: below-market total rewards package

Competitive job offer: total rewards package is competitive with the market

High job offer: total rewards package is above the market

Maximum job offer: the company’s best and final offer

Employment Contract11-10

Implicit employment contract: an understanding that is not part of a written or verbal contract.

Because binding contracts for employment or for future compensation can be created verbally, great care should be taken during discussions with prospective new hires.

To be legally binding and enforceable, any contract must consist of an offer outlining the terms and conditions of employment (and possibly a deadline for accepting the contract) that is accepted on the terms offered.

An agent authorized by the receiver can negotiate on the finalist’s behalf, and agents authorized by the organization such as executive recruiters and search consultants can negotiate on behalf of the company.

Offer letter: written letter describing in clear and precise terms exactly what the compensation structure and terms of employment will be.

Presenting a Job Offer11-13

In writing Verbally Showing your company as a unique or

exciting place to work can help close the deal Emphasizing the selling points of the job

itself and the career development opportunities that exist, as well as selling the company’s image and brand can increase the appeal of the opportunity to the candidate The job rewards analysis should help identify some

of a job’s most attractive features

Negotiable Job Offer Elements

11-15

Table 11-5

Job Offer Negotiation Tips11-17

Do not look at a negotiation as an either/or proposition

Identify what you can and cannot part with Try to identify and use sources of leverage Suppress your emotions Know your BATNA Take time to evaluate the offer Be realistic Practice your negotiation skills Document and be prepared to discuss your skills

and accomplishments Be appreciative and respectful Remember that employment is an ongoing

relationship

Closing the Deal11-18

For job offer acceptances: Ensure that the finalist followed the proper

procedures, accepted the job offer as written, and responded before the deadline.

Congratulate the new hire and express your enthusiasm about having him or her onboard. It can also be helpful to ask what persuaded the person

to say yes, and what he or she thought of each company contact and the hiring process.

To begin the new hire’s transition into the company, stay in contact with the new hire and encourage his or her supervisor and coworkers to do the same.

Once a job offer has been accepted, the recruiter’s role is to begin building the new hire’s commitment to the company and enhancing his or her ability to succeed on the job.

Closing the Deal11-19

When the company rejects a candidate: Do so respectfully. Distributive fairness will be perceived as low, and

to reduce negative spillover effects efforts should be made to enhance the procedural and interactional fairness perceptions of rejected applicants.

Negative reactions of rejected internal candidates may be reduced by explaining why they were not chosen and what they can do to be more competitive for the position in the future. Development plans can be created to help the rejected

employees enhance their experience and qualifications.

Closing the Deal11-20

When a finalist rejects a job offer: Try to find out why and whether an enhanced offer

might be acceptable if the firm is willing to negotiate.

Promptly and respectfully acknowledge the job offer rejection.

Be sure to keep appropriate records of all applicants for EEO/AA computations such as applicant flow.

If a rejected applicant is qualified for a different position or if they might be hirable in the future for the job to which he or she applied, requesting permission to retain the applicant’s information for a period of time can help to build a talent pipeline and facilitate the future sourcing and recruiting of pre-qualified applicants.