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Recruitment & Selection

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30 views162 pages

Recruitment & Selection

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Mohamed El-Lethy

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Available Formats

Download as PDF, TXT or read online on Scribd

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LICENSE AGREEMENT FOR SHRM HRBP™ LEARNING SYSTEM STUDENT

MATERIALS

By using these SHRM HRBP™ Learning System student materials (the ―Materials‖), the user
(―User‖) hereby agrees as follows:

(i) That the Society For Human Resource Management (SHRM) is the exclusive
copyright owner of the Materials.

(ii) Provided that the required fee for use of the Materials by User has been paid to
SHRM or its agent, User has the right, by this License, to use the Materials solely for his/her
own educational use.

(iii) User has no right to make copies, in any media, of the materials, or to sell, or
sublicense, loan, or otherwise convey or distribute these materials or any copies.
Module 2: Recruitment and Selection
Acknowledgements ................................................................................................................... vii
Welcome to the SHRM HRBP™ Learning System .................................................................... ix
Getting Started ..................................................................................................................................... ix
SHRM HRBP™ Learning System Structure.......................................................................................... x
Learning System Development .......................................................................................................... xiii
Information about Certification ......................................................................................................... xiv
HR Certification Institute HRBP™ Knowledge Base .......................................................................... xv

Section 2.1: Workforce Planning and Staffing ............................................................................2

Introduction ..................................................................................................................................3
Organizational Requirements .......................................................................................................4
Defining Staffing Needs........................................................................................................................ 4
Anticipating Staffing Needs .................................................................................................................. 5
Promoting the Organization .................................................................................................................. 6
Employment Branding .......................................................................................................................... 6
Employee Value Proposition ................................................................................................................ 8
Approach to Staffing ..................................................................................................................11
Trends in Staffing ............................................................................................................................... 11
Diversity and Inclusion Considerations .............................................................................................. 12
Legal Considerations in Global Staffing ............................................................................................. 13
Developing the Staffing Plan .....................................................................................................16
The Role of the Staffing Plan .............................................................................................................. 16
Gathering the Staffing Data ................................................................................................................ 16
Designing the Staffing Plan ................................................................................................................ 18
Practice Questions ............................................................................................................................... 21

Section 2.2: Job Analysis and Documentation ..........................................................................25

Introduction ................................................................................................................................26
Job Analysis ...............................................................................................................................27
Gathering Job Analysis Data............................................................................................................... 28
Outcomes of the Job Analysis ............................................................................................................. 31
Job Documentation .....................................................................................................................32
Job Descriptions .................................................................................................................................. 32
Job Specifications ............................................................................................................................... 35
Guidelines for Writing Job Descriptions and Specifications .............................................................. 37
Job Competencies ............................................................................................................................... 38
Practice Questions ............................................................................................................................... 41

Section 2.3: Recruitment .............................................................................................................47

Introduction ................................................................................................................................48
Starting the Recruiting Process ..................................................................................................49
Developing Recruiting Strategies and Sources ..........................................................................50
Recruiting Strategies ........................................................................................................................... 50
Internal Recruitment Sources .............................................................................................................. 53
External Recruitment Sources ............................................................................................................. 60
Recruiting Technology ...............................................................................................................63
Job Databases ...................................................................................................................................... 64
Networking Sites ................................................................................................................................. 65
Mobile Marketing ............................................................................................................................... 65
Video Conferencing ............................................................................................................................ 66
Practice Questions ............................................................................................................................... 68

Section 2.4: Selection ...................................................................................................................73

Introduction ................................................................................................................................75
Overview of the Selection Process .............................................................................................75
Step 1: Pre-Screen ......................................................................................................................76
CVs and Application Forms ................................................................................................................ 76
Pre-Employment Tests ........................................................................................................................ 79
Other Pre-Screening Tools .................................................................................................................. 80
Qualifications and Eligibility .............................................................................................................. 81
Applicant Notification......................................................................................................................... 82
Step 2: Track ..............................................................................................................................82
Step 3: Interview ........................................................................................................................83
Types of Interviews............................................................................................................................. 83
Guidelines for Interviews .................................................................................................................... 87
Step 4: Evaluate ..........................................................................................................................88
Interview Feedback ............................................................................................................................. 88
Background Investigations .................................................................................................................. 89
Step 5: Select ..............................................................................................................................90
Reliability and Validity of Selection Tools and Methods ................................................................... 91
Realistic Job Previews ........................................................................................................................ 92
Step 6: Offer ...............................................................................................................................93
Contingent Job Offer........................................................................................................................... 94
Employment Offer .............................................................................................................................. 94
Offer Negotiation ................................................................................................................................ 95
Employment Contracts........................................................................................................................ 95
Handling Nonselected Candidates ...................................................................................................... 96
Practice Questions ............................................................................................................................... 97

Section 2.5: New Hire Onboarding...........................................................................................102

Introduction ..............................................................................................................................103
New Employee Orientation ......................................................................................................103
Before the Employee’s Arrival ......................................................................................................... 103
Orientation/Induction ........................................................................................................................ 104
New Employee Orientation Checklist............................................................................................... 105
Supervisor Orientation Checklist ...................................................................................................... 106
New Employee Onboarding .....................................................................................................107
Onboarding Roles and Responsibilities ............................................................................................ 108
Evaluating the Effectiveness of Onboarding..................................................................................... 112
Practice Questions ............................................................................................................................. 116

Section 2.6: Recruitment Metrics .............................................................................................120

Introduction ..............................................................................................................................121
Using Recruitment Metrics to Measure Business Impact ........................................................121
Evaluating the Effectiveness of Recruiting Efforts ........................................................................... 121
More Staffing Metrics ....................................................................................................................... 126
Workforce Analytics and Reporting ................................................................................................. 130
Practice Questions ............................................................................................................................. 133
Bibliography .............................................................................................................................137
Index .........................................................................................................................................141
Acknowledgements
SHRM acknowledges its volunteer leaders and project team members for their valuable
contributions to the SHRM HRBP™ Learning System:

Lead Subject Matter Expert

Sameer Khanna, GPHR
Head of Human Resources, Jones Lang LaSalle, India
New Delhi, India

Subject Matter Experts

Mohamed Boraei Timo Michel

HRIS & Projects Manager, Qatar Human Resource Business Partner, OBI
Foundation Group Holding GmbH
Doha, Qatar Wermelskirchen, Germany

Brad Boyson, MS HRM, SPHR, GPHR Rachel Park

Hamptons International/Emaar Program Manager, Global Talent
Dubai, United Arab Emirates Acquisition, MasterCard Worldwide
Singapore, Singapore
Diane M. Dowlin, CEBS, CCP, SPHR,
GPHR Patchara Popaitoon
International Human Resources, Senior Researcher/Teacher/Lecturer, School of
Manager, FIS Management University of Bath
Jacksonville, Florida Claverton Down, Bath, United Kingdom

Cigdem (Cheedam) Ozdemir Evren Aparna Rajesh, GPHR

HR Director, FNSS Defense Systems, Inc. HR Projects & Resourcing Specialist,
Ankara, Turkey Lafarge Emirates Cement
Dubai, United Arab Emirates
Arturo Gaitán Nicholls
Human Resource Analyst, Bancolombia Howard A. Wallack, GPHR
Bogota, Colombia Director, International Programs, Society for
Human Resource Management (SHRM)
Nancy Kaysarly, PHR Alexandria, Virginia
OED Advisor, Professional Integrated
Cairo, Egypt
Program Development Team
Brian Dickson Dave Lord
Chief, Organizational Programs & Strategic Instructional Designer
Partnerships Society for Human Resource Management
Society for Human Resource Management (SHRM)
(SHRM) Alexandria, Virginia
Alexandria, Virginia
Tiffany Pryor
Matthew Konetschni Manager, Curriculum Development
Director, Development and Training Society for Human Resource Management
Society for Human Resource Management (SHRM)
(SHRM) Alexandria, Virginia
Alexandria, Virginia
Cornelia Springer, CAE
Instructional Design Consultant
ePath Learning, Inc. Real Time Process Solutions, LLC
New London, Connecticut Lorton, Virginia
Module 2: Recruitment and Selection

Welcome to the SHRM HRBP™

Learning System
Welcome to the SHRM Human Resource Business Professional (HRBP)™
Learning System! This learning system represents a significant investment in
your career. Whether you are using these materials to prepare for the HR
Certification Institute’s HRBP certification exam or to advance your professional
development, you will find that it is comprehensive and easy to use.

The HRBP certification exam was developed by the HR Certification Institute to

meet the needs of human resource professionals throughout the world while
adopting a universal perspective with respect to the human resource discipline.
Both these materials and the certification exam address human resource
management principles that transcend geographical boundaries.

The SHRM HRBP Learning System is intended to cover the Knowledge Base tested by the HR
Certification Institute certification examination. The system’s contents may not compare exactly
to the exam and some content will be tested in the exam that is not included within the learning
system. SHRM makes no claim that the use of this material guarantees passage of the HR
Certification Institute certification examination.

Getting Started
 You have already purchased and obtained this module through the Online
Learning Center. Note that the complete SHRM HRBP Learning System
is composed of six modules.
 Be sure to familiarize yourself with the Online Learning Center
(https://www.epathcampus.com/SHRM/onlinelearningcenter/login/), where
you can find all modules purchased to date, as well as additional learning
aids, practice tests, e-flashcards and case studies. If you have not already

done so, take the Online Learning Center Orientation by clicking on the
corresponding link.
 First, go to the Practice Tests on the Online Learning Center and take the
Test Your Knowledge – Readiness Test. This test will help you
determine how to focus your study and preparation.
 Next, carefully read and study this module, Module 2: Recruitment and
Selection. Return to the Online Learning Center as directed within the
module.
 When finished with this module, take the Module 2 Practice Test on the
Online Learning Center, and use the flashcards and case studies for
additional practice.
 When ready, take the HRBP Certification Practice Test on the Online
Learning Center.
 Purchase and study additional HRBP Learning System modules, as
needed.

The learning system offers many features that allow you to learn in the way that
you feel most comfortable.

SHRM HRBP™ Learning System Structure

This SHRM HRBP Learning System is not a textbook; it is a learning process.
By using all the available materials and resources, you will be well versed in the
six domains that compose the HR Certification Institute’s Knowledge Base.

The learning system consists of a set of Modules that are based on the six
domains within the HR Certification Institute’s HRBP Knowledge Base. In the
following table, the percentages represent the proportion of HRBP certification
test questions that are based on the domains.

SHRM HRBP Learning System HR Certification Institute’s Knowledge

Modules Base Domains

Module 1: HR Administration HR Administration (22%)

Module 2: Recruitment and Selection Recruitment and Selection (22%)

Module 3: Employee Relations and Employee Relations and Communication

Communication (20%)

Module 4: Compensation and Benefits Compensation and Benefits (14%)

Module 5: Training and Development Training and Development (15%)

Module 6: Health, Safety and Security Health, Safety and Security (7%)

Learning System Modules

Each section in the SHRM HRBP Learning System modules begins by stating
the behaviors and skills and knowledge from the Knowledge Base that are
addressed in that section.

In addition to the content, each module contains a variety of helpful tools,

including the following:
 Practice questions throughout to help you to check your understanding of
the content as you progress
 A bibliography that provides a list of print and Internet resources related to
the content
 An index that quickly directs you to essential topics
 Terms defined in the Glossary that display as blue text the first time the
term is used in a section

 Icons that call your attention to specific content; these icons appear as
follows:

Indicates important content to which you should pay special attention

Links to a website or suggests an additional reading source for a topic

Directs you to other portions of the SHRM HRBP Learning System, such
as other modules and sections

Directs you to the Online Learning Center

Indicates practice questions to check your understanding of the content as

you progress through a module

Online Learning Center

As a purchaser of a SHRM HRBP Learning System module, you have access to

the Online Learning Center at:

https://www.epathcampus.com/SHRM/onlinelearningcenter/login/

This website provides a variety of resources:

 Supplementary materials
 Full HRBP knowledge base
 Case studies
 Online and printable glossary
 E-flashcards

© 2011 SHRM xii

Module 2: Recruitment and Selection

 Practice Tests
o Test your knowledge – readiness test
o Practice test for each module (with individual item feedback)
o HRBP certification practice test

Be sure that you use all the components of the SHRM HRBP Learning
System. Together the components help you learn and retain key content and
prepare for the certification exam.

Make use of the Online Learning Center at:

https://www.epathcampus.com/SHRM/onlinelearningcenter/login/

Learning System Development

The SHRM HRBP Learning System materials were developed by the Society
for Human Resource Management (SHRM) using the HR Certification Institute’s
Knowledge Base as a guide. Other than providing the Knowledge Base, the HR
Certification Institute had no role in the development of the learning system.

SHRM assembled a development team to create this learning system. The

development team included the following members:
 SHRM staff
 Subject matter experts (SMEs) from around the world
 An instructional development firm that includes content and software
developers
 Editing and word-processing specialists

Each member of the team brought a special perspective and talent to the
development effort.

Revisions to the materials are regularly scheduled to ensure that the learning
system materials are updated as the HR profession changes.

© 2011 SHRM xiii

Module 2: Recruitment and Selection

Information about Certification

Many of you have already made the decision to take the HRBP certification exam.
Others may be considering whether certification is valuable at this point in their
career. There are many reasons to consider certification, including the following:
 Professional certification establishes credibility. Earning the HRBP
credential shows that a person has mastered the HR Knowledge Base and
has remained current on HR developments through the recertification
process.
 Certification recognizes professional achievement. It is a visible reminder
to coworkers and senior management of the holder’s expertise.
 Certification elevates the status of the HR profession. As the number of
certified HR professionals grows, so does the status and prestige of the
certification.
 Certification allows you to make a greater contribution to your
organization’s success. The knowledge and visibility you gain provide you
with an opportunity to make a difference in your organization.

From a practical standpoint, there are other individual advantages:

 Certification provides a sense of personal satisfaction from undertaking and
succeeding in a difficult endeavor.
 A highly valued certification gives you a distinct advantage in the job
market. Similarly, when you are hiring, certification gives you an extra
measure of confidence in a candidate.
 Certification moves with you as you change organizations and careers.

© 2011 SHRM xiv

Module 2: Recruitment and Selection

HR Certification Institute HRBP™ Knowledge Base

At the foundation of the learning system materials and the HR Certification

Institute exam is a Knowledge Base. This Knowledge Base represents the HR
Certification Institute’s most recent study of the HR profession expressed as
behaviors, skills and knowledge required to fulfill human resource
management responsibilities that are universal and that transcend global
boundaries.

For your convenience, the Knowledge Base for Module 2: Recruitment and
Selection is provided on the following pages. The full Knowledge Base is
available in the Online Learning Center
(https://www.epathcampus.com/SHRM/onlinelearningcenter/login/) and is
also available at http://www.hrci.org.

Module 2 Knowledge Base

Below are lists of the behaviors and skills and knowledge required for mastery of
content related to Module 2: Recruitment and Selection. The percentage after
the heading represents the percentage of questions on the HRBP exam based on
the Knowledge Base domain defined by the HR Certification Institute on this
module.

Module 2: Recruitment and Selection (22%)

Purpose Statement for Recruitment and Selection:

HR professionals in recruitment and selection should possess a combination of

behaviors and skills/knowledge that relate to the full process of finding potential
employees through preparation for the new hire’s arrival. These include
managing the job requisition process, providing information on possible jobs to
individuals and groups, managing the interview process and coordinating the
final selection of the employee.

Important behaviors for recruiting and selecting employees:

01. Manage the process to request jobs (for example, make sure requisitions are approved , get
approval for the number of positions to be filled, monitor open positions)

02. Support managers in developing job descriptions and keep records of job requirements

03. Provide contact between recruiters and hiring managers (for example, prepare job listings,
share appropriate information with the hiring manager and recruiter)

04. Announce job openings within the organization

05. Identify ways to find new hires (for example, advertisements and web sites)

06. Choose a group of potential applicants for managers to interview (for example, read resumes
and conduct phone interviews)

07. Scheduling interviews with managers and applicants

08. Answer questions from job applicants

09. Interview job candidates

10. Promote the organization to potential applicants (for example, attend job or career fairs,
recruit at colleges and universities)

11. Organize assessments of applicants (for example, schedule and score assessments, share
results)

12. Coordinate the final selection process (for example, schedule interviews with managers,
check references)

13. Coordinate the employment offer (for example, start date, salary, benefits)

14. Prepare for the new hire’s arrival (for example, get identification documents and required
forms, set up email address)

© 2011 SHRM xvi

Module 2: Recruitment and Selection

15. Manage database of applicants (for example, track the sources of applicants and the results of
the recruiting and selection process, decide where to store information about candidates for
possible future employment)

16. Report recruiting metrics (for example, the number of applications received, the number of
candidates interviewed, the number of applicants hired)

17. Coordinate orientations for new employees (for example, discuss the company’s expectations
for the position, review the employee handbook, explain the benefit plans)

Important knowledge and skills for recruiting and selecting employees:

01. How government requirements affect recruitment and selection

02. Job functions and responsibilities in the organization and industry

03. Recruitment methods (for example, advertising , job fairs and outsourcing)

04. Procedures to review applications and watch applicants’ progress, including tracking systems

05. Procedures to check references

06. Assessments or evaluations of applicants

07. Procedures to conduct assessments or evaluations

08. Tools for selecting candidates

09. Options for recruitment

10. Interviewing techniques

11. Recruiting process (job announcement, initial applicant review, interviews, assessments,
selection, job offer and orientation)

© 2011 SHRM xvii

Module 2: Recruitment and Selection

12. Processes for transferring or promoting employees within the organization

13. Diversity and inclusion (for example, diversity of demographics, culture and location)

© 2011 SHRM xviii

Module 2: Recruitment and Selection

2.1: Workforce Planning

and Staffing

This section covers the following information from the

Knowledge Base:

Behavior: 10. Promote the organization to potential applicants (for example,

attend job or career fairs, recruit at colleges and universities)

Skills & Knowledge: 01. How government requirements affect recruitment and selection

11. Recruiting process (job announcement, initial applicant review,

interviews, assessments, selection, job offer and orientation)

13. Diversity and inclusion (for example, diversity of demographics,

culture and location)

Source: HR Certification Institute

Section 2.1: Workforce Planning and Staffing
Introduction ....................................................................................................................................3

Organizational Requirements .......................................................................................................4

Defining Staffing Needs ...............................................................................................................4
Anticipating Staffing Needs .........................................................................................................5

Promoting the Organization .........................................................................................................6

Employment Branding .................................................................................................................6
Employee Value Proposition ........................................................................................................8

Approach to Staffing....................................................................................................................11
Trends in Staffing .......................................................................................................................11
Diversity and Inclusion Considerations .....................................................................................12
Legal Considerations in Global Staffing ....................................................................................13

Developing the Staffing Plan .......................................................................................................16

The Role of the Staffing Plan .....................................................................................................16
Gathering the Staffing Data ........................................................................................................16
Designing the Staffing Plan........................................................................................................18

Practice Questions ........................................................................................................................21

Module 2: Recruitment and Selection Section 2.1: Workforce Planning and Staffing

Introduction
Workforce planning is the process of identifying and analyzing the
organization’s need for human capital to allow for the achievement of the
organization’s goals. This process includes the following actions:
 Forecasting the future composition of the workforce
 Identifying any gaps between the current and future staff
 Deciding how to close those gaps
 Determining how to meet the staffing needs

Organizations should conduct a regular and detailed workforce planning

assessment. The goal is to create the best staffed and trained workforce that can
respond to the needs of the organization.

Effective workforce planning offers the following benefits to an organization:

 Easily accessing employee data to locate talent anywhere in the
organization
 Finding the best use for each employee
 Recruiting passive job candidates (Society for Human Resource
Management, Practicing the Discipline of Workforce Planning 2010)

This section examines the following topics:

 Determining organizational requirements
 Promoting the organization
 Developing the staffing plan

Organizational Requirements
Defining Staffing Needs
According to the Corporate Leadership Council, many HR departments do not
have a formal staffing strategy that examines the organization’s business cycle
and forecasts staffing needs. However, effective organizations must anticipate
both organizational staffing needs and actual talent supplies.

Flexibility is one key to defining staffing needs. The state of the economy can
change rapidly and unpredictably. Organizations that respond quickly will have
the most success with recruiting and hiring the best talent.

Another key trait is being proactive. Organizations must develop strategic

workforce plans that allow them to avoid future surpluses or shortages in the
workforce.

Organizations should take the following actions to define their staffing needs over
the long term:
 Incorporate economic indicators into forecasts of talent supply and
demand.
 Retain staff with a strong employee value proposition (discussed later in
this section).
 Consider hire-back deals, alumni networks and paid sabbaticals to rebuild a
workforce. (Corporate Leadership Council, Models for Strategic Staffing
Processes 2003)

Anticipating Staffing Needs

The HR professional has the responsibility of anticipating the staffing needs of the
organization. This responsibility includes managing the communication of
staffing issues and changes within the organization. As part of the staffing
strategy, HR should consider the following factors:
 Estimates of increases or decreases in the organization’s growth, output
and revenue
 Estimates of corresponding changes in talent needs
 Projections of future vacancies
 Estimates of the internal and external availability of talent (Corporate
Leadership Council, Models for Strategic Staffing Processes 2003)

Examples of issues that can impact future staffing needs include the following.

A persistent shortage of people is a shortage that is not linked to a specific event

and that spans several years. Persistent shortages often occur in the health care
field (for example, nurses) and in the education field (for example, qualified
teachers).

A temporary reduction in staff can occur when an organization undergoes

restructuring and must decrease the number of staff for a short time. When the
restructuring is complete, the intent of the organization is to rehire the staff. The
HR professional must organize this reduction and keep in communication with
both the organization’s leadership and the staff who are being temporarily fired.

A temporary reduction can also occur due to a sudden increase in available jobs.
One example was the need to prepare for technical issues with the start of a new
century in the year 2000. Organizations had difficulty finding and keeping
experienced employees in their information technology departments.

A permanent reduction in staff requires thoughtful communication with all

employees in the organization, particularly those involved in the reduction. HR
professionals can focus on designing and providing job placement information.

Promoting the Organization

An organization’s workforce planning process should include a consideration of
how the organization is perceived by potential applicants and why applicants
would want to work for the organization. Employment brands and employee
value propositions are two effective tools for promoting the organization to
applicants.

Employment Branding
Employment branding is the process of positioning an organization as a desired
employer in the labor market. This process is a key part of an organization’s
efforts to attract and retain the best talent. An employment brand creates an image
that makes people want to work for and stay working for the organization.

The increasing importance of employment branding is reflected in a survey from

the UK-based organization People in Business. Between 2006 and 2010, the
number of specialist support managers leading employment brand projects nearly
tripled, from 10% to 28% (CLC Human Resources 2010). In addition, 43% of the
organizations in the survey reported using employment brand strategies to guide
the organization’s overall HR strategy (Woods 2010).

Branding is becoming meaningful as the demand for skilled workers increases

and the talent marketplace undergoes significant transformation. Technology is
changing the job search and recruiting processes, making the need for
employment branding even greater.

Organizations have the following motivations for developing an effective

employment brand (Woods 2010) (Corporate Leadership Council, The
Implementation and Impact of Employment Branding 2003):
 Distinguishing the organization as a desired employer
 Attracting the best talent
 Providing candidates with a clear vision of the organization’s culture
 Retaining qualified talent

 Improving the brand’s external reputation

 Increasing employee engagement
 Maintaining consistency and presenting a unified image across the
organization

HR professionals must recognize that implementing an employment brand takes

time. Sophy Pern, director of People in Business, cautions that ―[employment]
brand management is a long-term investment; it’s not a short-term project‖
(Woods 2010).

Building an effective employment brand is based on the following four

strategies:
 Making sure that all key stakeholders work toward the same objective
 Involving senior management to show the organization’s commitment to
the employment brand
 Ensuring that the employment brand reflects the organization’s culture
 Selecting appropriate metrics to measure the impact of employment
branding (CLC Human Resources 2010)

How can an organization promote the employment brand? Specific opportunities

include the following:
 Represent the organization at career fairs and universities.
 Offer internship programs and scholarships.
 Sponsor training conferences.
 Place media advertisements in venues such as print, television, radio and
the Internet.
 Use social media to keep a positive perception of the organization in the
news.

More information about trends in employment branding can be found at the

following websites:
 http://www.shrm.org/Research/FutureWorkplaceTrends/Documents/10-
0028%20India_Article_Employer_brand_v5.pdf
 http://www.shrm.org/Publications/Books/Pages/CulturalFitFactor.aspx

Employee Value Proposition

Organizations select the talented people they want to hire. However, talented
people also select the organization they want to work for. An organization’s
employee value proposition (EVP) answers the question: Why would a talented
person want to work for the organization?

The EVP is the foundation of employment branding. An organization’s EVP

must accomplish the following:
 Align with the organization’s strategic plan, vision, mission and values
 Create an image that attracts and retains people
 Provide an accurate picture of employment for employees and candidates

An EVP promotes the benefits of working for an organization. Examples of

benefits include the following:
 Compensation
 Mobility
 Opportunity for creativity or innovation
 Social responsibility

The Corporate Learning Council divides the employee value proposition into five
categories that can be leveraged into significant attraction and commitment
benefits. For example, organizations with an effective EVP had high levels of
commitment in 30 to 40% of employees. Organizations with a less effective EVP
had high levels of commitment from less than 10% of employees (Corporate

Leadership Council 2010). Figure 1-1 shows how the EVP drives attraction and
commitment.

Figure 1-1. The EVP Drives Attraction and Commitment (Corporate Leadership Council 2010)

What value do employees believe they gain when they are employed by an
organization with a strong EVP? Figure 1-2 shows the perceived values in each of
the five EVP categories.

Figure 1-2. Perceived Values Delivered by an Organization with a Strong EVP (Corporate
Leadership Council 2010)

Organizations can face some challenges in delivering their EVP. These challenges
include the following:
 A change in employee preferences (for example, employees seeking
different rewards or opportunities)
 A change in how the EVP affects commitment
 Poor delivery of important EVP initiatives (Corporate Leadership Council
2010)

Approach to Staffing
Trends in Staffing
Staffing is defined as the act of selecting, hiring and training people for specific
jobs. This definition includes both hiring and firing employees.

A 2009 SHRM report on future workplace trends (Society for Human Resource
Management, Future Insights: The Top Trends According to SHRM's HR Subject
Matter Expert Panels 2009) identified trends related to staffing management,
including the following:
 Many workers are available (although not always qualified) to apply for
many jobs. However, some jobs are harder to fill and require a competitive
recruitment strategy.
 Workforce planning will be affected both by availability of qualified
workers and by changes in retirement patterns.
 HR needs to build competency in selecting and managing third-party
products and services.
 Sustaining the employment brand is crucial for recruitment and retention
regardless of the employment market and economic/business conditions.
 Employers are increasingly using multiple selection measures—including
panel interviews, reference checks and work sample tests.

For extensive additional information on staffing trends, see Module 1: HR

Administration, Section 1.1: Strategic HR Management and Business
Trends.

In response to these trends, how can organizations focus their efforts on attracting
the best and most qualified people? The Corporate Learning Center recommends
the following actions steps:
 Write clear and effective job postings to attract qualified candidates.
 Target passive candidates to expand the pool of applicants and to reduce
competition from other recruiters.
 Analyze your recruiting sources and focus on the ones with the highest
return on investment. (CLC Human Resources 2010)

Diversity and Inclusion Considerations

Figure 1-3. The Importance of Diversity and Inclusion (Society for Human Resource
Management, Jackson: Diversity, Inclusion a Moral and Business Imperative 2010)

HR professionals face some challenges in relation to diversity and inclusion

initiatives:
 Communicating to business leaders how diversity and inclusion efforts
impact the organization’s financial goals
 Providing clear definitions and promoting understanding of diversity and
inclusion throughout the organization
 Focusing too much on compliance (Society for Human Resource
Management, Diversity, Inclusion a Moral and Business Imperative 2010)

HR professionals should take the following actions to integrate diversity and

inclusion into the organization:
 Use social networking to help create a workforce that can navigate
different cultures, countries and companies
 Connect diversity and inclusion to strategic business outcomes
 Encourage diversity practitioners to develop strong business skills and
global experience
 Help mitigate division between different groups and cultures
 Increase the credibility of diversity and inclusion initiatives in the
organization by dealing with difficult issues (Society for Human Resource
Management, Diversity, Inclusion a Moral and Business Imperative 2010)

Legal Considerations in Global Staffing

Many unique employment issues are raised by global and cross-border
organizations. The HR professional must take the following actions:
 Identify what matters.
 Understand the risks and obstacles of noncompliance.
 Find solutions for compliance.

The HR professional should seek legal counsel regarding any uncertainties related
to the content of any laws, regulations or practices (especially in countries with
less developed legal systems).

Figure 1-4 provides examples of key legislation affecting global staffing.

Key Legislation Basic Provisions

 Provides for mandatory
Brazil: Federal Constitution and
employment rights
Labor Code
 Covers hours of work, employment
contracts and termination of
employment
 Attempts to ensure that no
Canada: Employment Equity
Canadians are denied jobs for
Act
reasons unrelated to their abilities
 Requires preferential treatment in
employment practices for four
designated (protected) groups:
women, people with disabilities,
Aboriginal peoples and visible
minorities
 Specifies the rights and obligations
China: 2008 PRC Employment
of the parties to employment
Contract Law
contracts to protect the lawful rights
and interests of workers and to
build and develop harmonious and
stable employment relationships
 Ensures the effective mobility of
European Union: Council
workers within the European Union
Regulation 1612/68
 Founded on the general principle of
eliminating any direct or indirect
discrimination based on nationality

Figure 1-4. Key Legislation Affecting Global Staffing (continued to next page)

Key Legislation Basic Provisions

 Sets minimum rates of wages in
India: Minimum Wages Act
certain types of employment
 Regulates employment
Mexico: Federal Labor Law
relationships in Mexico
 Mandates minimum employment
conditions that an employer must
provide to employees
 Applies to anyone working in
Mexico, without regard to
nationality or where the employee
was hired
 Specifies employment rights related
United Kingdom: Employment
to maternity, paternity and adoption
Act, 2002
leave; flexible working; minimum
dismissal procedures and
disciplinary and grievance
procedures; union learning; Equal
Pay Act questionnaires; and fixed-
term work

Figure 1-4. Key Legislation Affecting Global Staffing (concluded)

Additional information about global employment laws can be found at the

following websites:
 NATLEX, a global database of labor, social security and human rights-
related legislation maintained by the International Labour Organization:
http://www.ilo.org/dyn/natlex/natlex_browse.home
 Global Legal Information Network (GLIN), a public database of official
texts of laws, regulations, judicial decisions and other complementary
legal sources contributed by governmental agencies and international
organizations: http://www.glin.gov

Developing the Staffing Plan

The Role of the Staffing Plan
A staffing plan provides an organization with the following benefits:
 Provides a strategic basis for making HR decisions
 Allows organizations to anticipate change
 Provides strategic methods for addressing current and future workforce
issues
 Can lead to significant cost savings, improved efficiencies and increased
productivity

The staffing plan creates a practical link between HR strategic plans and day-to-
day staffing activities. The focus of the staffing plan is on short-term
implementation.

Gathering the Staffing Data

Different approaches exist for gathering staffing data. Most approaches include a
needs analysis and the creation of tactical objectives. These two components
provide the information to create the staffing plan.

Staffing Needs Analysis

A staffing needs analysis provides a systematic approach to anticipate the demand

for talent and the available supply. The outcome of the analysis is data that HR
professionals can use to help ensure the organization is appropriately staffed. The
needs analysis usually forecasts needs within a one-year to three-year time frame.

Figure 1-5 shows the four-step process for analyzing staffing needs.

Figure 1-5. Staffing Needs Analysis (Society for Human Resource Management, Practicing the
Discipline of Workforce Planning 2010)

 Supply analysis identifies the supply of labor and skills essential to the
organization.
 Demand analysis forecasts the organization’s future workforce
composition.
 Gap analysis compares the supply with the demand to identify gaps
between the composition of the current workforce and future workforce
needs.
 Solution analysis is the process of creating strategies to close the gaps
identified during the gap analysis.

Organizations may label these steps differently or consolidate some activities.

However, any staffing analysis must collect all the information necessary to
develop a staffing plan.

The four-step process is covered in detail in Module 1: HR Administration,

Section 1.3: Workforce Planning and Employment Strategies.

Tactical Objectives

The needs analysis identifies high-priority gaps between supply and demand.
These gaps become the basis for defining tactical objectives. HR professionals use
tactical objectives to accomplish the following:
 Close high-priority gaps in the short term
 Specify in measurable terms which gaps must be closed and when

Objectives are not synonymous with goals. Goals usually refer to broader and
longer-term endpoints. Objectives support goals by answering the question: How
do we reach the desired endpoint? Objectives are measureable statements of
future expectations that include a deadline for completion. The two terms should
be used consistently throughout the organization.

A common approach for developing tactical objectives is the acronym SMART.

Ask yourself if the objectives meet the following conditions:
 Specific
 Measurable
 Achievable
 Realistic
 Time-based

Designing the Staffing Plan

The needs analysis and the tactical objectives are used to design the staffing plan.
A staffing plan describes how the tactical objectives will be achieved through the
delegation of tasks and the application of resources. The organization’s planning
approach should have the following features:
 Be consistent with other HR planning initiatives
 Be collaborative and easily understood by all participants
 Be accepted by those responsible for implementing the plan

Figure 1-6 shows the common elements of a staffing plan.

Staffing Plan Element Purpose

Statement of purpose  Documents the previous components of

the staffing plan

 Establishes the goals and targets for the

remainder of the staffing plan

Stakeholders  Identifies key decision makers and others

who should be involved in the
development of the plan

Activities and tasks  Describes what needs to be accomplished

and the timeline for completion

 Notes relationships among activities,

tasks and deliverables

Team members  Identifies the people who have been

assigned or have volunteered to work on
specific activities, tasks and deliverables

Resources  Documents financial and nonfinancial

resources required for implementing the
plan

Figure 1-6. Elements of a Staffing Plan (continued to next page)

Staffing Plan Element Purpose

Communication plan  Notes specific approaches and

responsibilities for the following tasks:
o Communicating initial details
o Monitoring the plan
o Requesting ongoing feedback

Continuous improvement  Develops a process to review the extent

to which tactical objectives are achieved

 Identifies ways to continuously improve

the plan

Figure 1-6. Elements of a Staffing Plan (concluded)

Practice Questions

Directions: Choose the best answer to each question.

1. Which of the following is a key organizational trait needed to define staffing plans?
a. Being reactive
b. Being unpredictable
c. Being flexible
d. Resisting sudden change

2. What staffing issue typically occurs when an organization undergoes restructuring?

a. Increase in applicant pool
b. Persistent shortage of people
c. Permanent reduction in staff
d. Temporary reduction in staff

3. What term describes the process of positioning an organization as a desired employer in

the labor market?
a. Employment branding
b. Employee value proposition
c. Staffing analysis
d. Return on investment

4. When analyzing staffing needs, what step forecasts the organization’s future workforce
composition?
a. Supply analysis
b. Demand analysis
c. Gap analysis
d. Solution analysis

5. Which of the following describes a goal and does NOT describe an objective?
a. Has broad and long-term endpoints
b. Answers the question: How do we reach the desired objective?
c. Makes a quantifiable statement about future expectations
d. Includes a deadline for completion

6. What element of a staffing plan describes what needs to be accomplished and the timeline
for completion?
a. Statement of purpose
b. Activities and tasks
c. Communication plan
d. Continuous improvement

Practice Question Answers

1. c (p. 4)
2. d (p. 5)
3. a (p. 17)
4. b (p. 17)
5. a (p. 18)
6. b (p. 19)

2.2: Job Analysis and

Documentation

This section covers the following information from the

Knowledge Base:

Behaviors: 02. Support managers in developing job descriptions and keep

records of job requirements

Skills & Knowledge: 02. Job functions and responsibilities in the organization and
industry

11. Recruiting process (job announcement, initial applicant review,

interviews, assessments, selection, job offer and orientation)
Recruiting cycle (from announcement to job offer)

Source: HR Certification Institute

Section 2.2: Job Analysis and Documentation
Introduction ..................................................................................................................................26

Job Analysis ..................................................................................................................................27

Gathering Job Analysis Data ......................................................................................................28
Outcomes of the Job Analysis ....................................................................................................31

Job Documentation ......................................................................................................................32

Job Descriptions .........................................................................................................................32
Job Specifications .......................................................................................................................35
Guidelines for Writing Job Descriptions and Specifications .....................................................37
Job Competencies .......................................................................................................................38

Practice Questions ........................................................................................................................41

Module 2: Recruitment and Selection Section 2.2: Job Analysis and Documentation

Introduction
The success of any organization depends on each employee’s performance on the
job. To make the recruitment and selection process effective, both employees and
employers must have a clear concept of what a given job is and a clear language
to communicate about the job.

A job analysis is a study of the major tasks and responsibilities of jobs in an

organization. Job analysis is the foundation of many HR functions and activities.
Effective HR practices depend on a thorough understanding of how jobs are
performed (Society for Human Resource Management, Job Analysis 2009).

Figure 2-1 shows the integral role of job analysis in HR.

Figure 2-1. Roles of Job Analysis in HR

This section examines the following topics:

 The job analysis
 Three outcomes of the job analysis: job descriptions, job specifications and
job competencies

Figure 2-2 illustrates how the different components of the job fit together.

Figure 2-2. Job Components

Job Analysis
A job analysis helps you determine the following information:
 The importance of each task and responsibility
 How the job relates to other jobs in the organization
 The performance qualifications for the job
 The conditions under which the work is performed

The general purpose of the job analysis is to understand the requirements of a job
and to develop a pay structure. All jobs must be interrelated to accomplish the
organization’s vision, mission, goals and objectives. Job analysis is the first step
toward that end.

Gathering Job Analysis Data

A job analysis measures the job, not the person doing the job.

How often should job analysis data be gathered?

 A job analysis for current positions should be completed on a regular and
ongoing basis. At a minimum, a job analysis is needed when there is a
vacancy or every two years.
 A follow-up assessment for new positions should be completed within six
months to one year after the job is filled.

Relevant Information

The data you collect for a job analysis should clarify the following aspects of the
job:
 Essential and nonessential tasks, duties and responsibilities
 Knowledge, skills, and abilities
 Mental and physical attributes required for the job
 Level of responsibility in the job (supervision received and given)
 Work environment (including equipment used, hazards and general
physical conditions that may affect the work)

This data will help differentiate the job from other jobs in the organization.

What do we mean by knowledge, skills, and abilities?

 Knowledge: the information necessary for task performance
 Skills: the level of expertise needed for task performance
 Abilities: the capabilities necessary to perform the job

These three key elements are commonly abbreviated as KSAs.

Primary Source

When you collect data for a job analysis, a primary source can provide valuable
information from personal experience. A primary source is a source who is as
close as possible to the topic you are researching. For a job analysis, primary
sources include the following:
 The employees who currently perform the job
 The managers who supervise others who perform the job

If many employees perform the same job, be sure the data sample is
representative of the target population to ensure that your job analysis conclusions
are valid.

For additional information on sampling, see Module 1: HR Administration,

Section 1.2: Gathering, Measuring and Reporting HR Data.

Collection Methods

Most organizations use more than one method for collecting primary source data.
Figure 2-3 summarizes some common data collection methods.

Method Description Benefits

 Directly observe  Provides a realistic view of
Observation
employees performing the the daily tasks and
tasks of a job. activities performed in a
 Record observations. job
 Translate observations into  Works best for short-cycle
the necessary KSAs. jobs in production

Figure 2-3. Common Data Collection Methods (continued to next page)

Method Description Benefits

 Conduct a face-to-face  Uses predetermined
Interview
interview in which the questions
interviewer obtains the  Adds new questions based
necessary information on the response of the
from the employee about employee being
KSAs needed to perform interviewed
the job.  Works well for
professional jobs
 Use a questionnaire to ask  Produces reasonable job
Open-ended
job incumbents and their requirements because
questionnaire
managers about the KSAs input is solicited from both
necessary to perform the employees and managers
job.  Works well when a large
 Combine the answers and number of jobs must be
publish a composite analyzed with limited
statement of job resources
requirements.

Figure 2-3. Common Data Collection Methods (concluded)

Sample job analysis forms can be found at the following SHRM websites:
 http://www.shrm.org/TemplatesTools/Samples/HRForms/Articles/Pages/C
MS_001973.aspx
 http://www.shrm.org/TemplatesTools/Samples/HRForms/Pages/JobAnalys
isForm.aspx
 http://www.shrm.org/TemplatesTools/Samples/HRForms/Articles/Pages/C
MS_011001.aspx

Outcomes of the Job Analysis

A job analysis usually results in the three outcomes shown in Figure 2-4.

Element Description

Job descriptions Summarize the most important

features of a job, including the
following:
 Required tasks
 Knowledge, skills and abilities
 Responsibilities
 Reporting structure

Job specifications Describe the qualifications

necessary for a job holder to perform
the job successfully

Job competencies Describe the attributes or behaviors

of employees required for success in
an organization, workgroup or job

Figure 2-4. Outcomes of the Job Analysis

Job descriptions, specifications and competencies are described in more detail

below.

For additional information on job analysis, see Module 1: HR Administration,

Section 1.3: Workforce Planning and Employment Strategies.

Job Documentation
Job documentation involves the creation of job descriptions, specifications and
competencies.

Job Descriptions
A job description is a written document describing an employee’s work
activities. (Organizations in different countries may use different names for the
job description, such as ―role profile‖ or ―role description.‖)

Job descriptions are used to document job content. These descriptions have many
uses, as shown in Figure 2-5.

Figure 2-5. Uses of Job Descriptions (Society for Human Resource Management 2004)

Challenges

A major challenge with job descriptions is presenting them in a consistent way for
different jobs. Difficulties with consistency can be caused by the following issues:
 A large number of employees
 An inefficient job description process
 The different responsibilities and duties of different jobs

Inconsistent job descriptions can lead to hiring people who are poorly equipped to
perform the job functions successfully (Corporate Leadership Council, Job
Description Creation and Review 2003).

Considerations for a Global Environment

Job descriptions have some additional purposes in a global environment:

 Matching the employee to the right job to avoid inappropriate cross-border
transfers
 Comparing salaries across countries so that jobs with the same description
have the same salary
 Providing the basis for reliable statistics about job types and projected
needs across the organization
 Helping compare and align business processes across countries

Elements of Job Descriptions

Most job descriptions include the elements shown in Figure 2-6. But, not every
element will appear in every job description.

Job Element Description

 Job title
Job identification
 Department or location
 Date the job description was completed
 Approvals
 Who the position reports to

Summary Overview (four or five sentences) that summarizes

the purpose and objectives of the job, including the
following:
 Primary responsibilities
 Expected results
 Degree of freedom (for example, works
independently or works under direct
supervision)

Essential functions Tasks, duties and responsibilities of the job

Nonessential functions Desirable but not essential aspects of the job

KSAs Minimum knowledge, skills and abilities required

to perform the job satisfactorily

Supervisory Extent of authority, including a list of who reports

responsibilities to this position

Working conditions Environment in which the job is performed,

especially hazardous or difficult physical
conditions

Figure 2-6. Elements of the Job Description

Job Specifications
A job specification is a written description of the minimum qualifications
required to perform a specific job. A job specification should reflect what is
necessary for satisfactory performance, not what the ideal candidate should have.

Job specifications can be generated during the preparation of the job description.
These specifications are often included as part of the job description document.

Examples of job specifications include the following:

 Experience
 Education
 Training
 Licenses and certification (if required)
 Mental abilities and physical skills
 Level of organizational responsibility

As you determine the job specifications, be sure to distinguish between essential

functions and nonessential functions of the job. Documenting the essential
functions will help support your decision of who is qualified for a job.

Figure 2-7 shows an example of job specifications for a Marketing Manager.

Job Specifications
 Manage all details of the request for proposal process (RFP) and
workflow including coordinating all responses to insure appropriateness
of response.
 Write and edit RFP responses.
 Determine priorities of responses when receiving more than one
response.
 Provide technical guidance to other team members on RFP procedures.
 Maintain library of RFP documentation and update as needed.
 Prepare accurate monthly reports of all departmental expenditures.
 Research information request from the Vice-President.

Figure 2-7. Sample Job Specifications for a Marketing Manager (Society for Human Resource
Management, Marketing Manager (Sample Job Description), n.d.)

For additional information on job descriptions and specifications, see Module 1:

HR Administration, Section 1.3: Workforce Planning and Employment
Strategies.

Guidelines for Writing Job Descriptions and Specifications

Job descriptions and job specifications must be based on the specific duties and
responsibilities that are performed within the organization.

Some basic guidelines for writing job descriptions and specifications are listed in
Figure 2-8.

Guidelines for Writing Job Descriptions and Specifications

 Give jobs realistic and descriptive titles.
 Keep the summary short (no more than four or five sentences).
 List only the most important duties, tasks or responsibilities.
 Identify the essential job functions. (If you include nonessential job
functions, indicate which functions are essential and which are not.)
 Review the KSAs to be sure they are job related.
 Secure approvals and dates.
 Include appropriate disclaimers (for example: the job description may be
changed at any time).

Figure 2-8. Guidelines for Writing Job Descriptions and Specifications

In some organizations, writing the job description is the task of the department
that is hiring a new employee. In these cases, the human resources department can
provide guidance in the form of training and consultation on the elements of the
job description and on how to include organizational and department-specific
messages.

A number of standard job description packages (both paper based and computer
based) are available. These packages can provide the HR professional with a
starting point for establishing consistency in job descriptions and specifications.

Resources available to help HR professionals develop job descriptions include the

following:
 http://www.shrm.org (Society for Human Resource Management)
 http://online.onetcenter.org (O*NET, the Occupational Information
Network). O*NET provides a comprehensive database of worker attributes
and job characteristics applicable in both the public and private sectors and
a common language for defining and describing occupations.

Job Competencies
Job competencies are the observable and measurable skills, behaviors and
knowledge that are needed to succeed in a specific job. Some organizations use
the term ―competencies‖ interchangeably with the knowledge, skills and abilities
needed to perform a job successfully (Dessler 2008). However, competencies are
more than basic KSAs. An employee usually develops competency at a job over a
period of time. Therefore, job competencies represent the accumulation of
multiple abilities and traits and knowledge required for success.

A competency-based job analysis describes a job in terms of competencies

instead of job duties. The focus is on what the employee or team must be
competent to do in order to perform the job.

Identifying Job Competencies

Several methods may be used to identify job competencies. One way is by

completing the sentence in Figure 2-9 (Dessler 2008).

Figure 2-9. Identifying Job Competencies

Behavioral interviews are another common way to identify job competencies.

Additional information about behavioral interviews can be found at the

following website:
http://www.shrm.org/hrdisciplines/staffingmanagement/Articles/Pages/CMS
_006200.aspx.

For additional information about behavioral interviews, see Section 2.4:

Selection.

For additional information on using interviews to gather data, see Module 1:

HR Administration, Section 1.2: Gathering, Measuring and Reporting HR
Data.

Finally, professional organizations sometimes publish generic lists of

competencies.

Job Competency Examples

Sample job competencies for a head of marketing position include the following:
 Business understanding
 Market understanding
 Targeting and designing
 Building customer loyalty

The 2007 Human Resource Competency Study (Ulrich, et al. 2008) (Grossman
2007) reported six core competencies that are demonstrated by successful HR
professionals:
 Credible activist
 Cultural steward
 Talent manager/organizational designer
 Strategy architect
 Business ally
 Operational executor

Practice Questions

Directions: Choose the best answer to each question.

1. What term is used to describe a study of the major tasks and responsibilities of jobs in an
organization?
a. Job analysis
b. Job description
c. Job specification
d. Job competency

2. Which of the following information is NOT collected during a job analysis?

a. Job context
b. Job content
c. Internal strengths and weaknesses
d. Performance criteria

3. When you collect data for a job analysis, which of the following can be considered a
primary source?
a. Job applicants
b. Employees who are currently performing the job
c. Employees throughout the organization
d. Employees who perform similar jobs at other organizations

4. Which method of collecting primary source data provides a realistic view of the daily
tasks and activities performed in a job?
a. Interviews
b. Observation
c. Questionnaire
d. Work log

5. Which term is used for a written description of the minimum qualifications required to
perform a specific job?
a. Job description
b. Job competencies
c. Job specifications
d. Job analysis

6. Which of the following describes the level of proficiency needed for task performance?
a. Knowledge
b. Skills
c. Abilities
d. Competencies

This page intentionally left blank.

Practice Question Answers

1. a (p. 27)
2. c (p. 34)
3. b (p. 29)
4. b (p. 29)
5. c (p. 35)
6. b (p. 28)

2.3: Recruitment

This section covers the following information from the

Knowledge Base:

Behaviors: 01. Manage the process to request jobs (for example, make sure
requisitions are approved , get approval for the number of
positions to be filled, monitor open positions)

03. Provide contact between recruiters and hiring managers (for

example, prepare job listings, share appropriate information with
the hiring manager and recruiter)

04. Announce job openings within the organization

05. Identify ways to find new hires (for example, advertisements and
web sites)

15. Manage database of applicants (for example, track the sources of

applicants and the results of the recruiting and selection process,
decide where to store information about candidates for possible
future employment)
Module 2: Recruitment and Selection Section 2.2: Job Analysis and Documentation

Skills & Knowledge: 03. Recruitment methods (for example, advertising , job fairs and
outsourcing)

09. Options for recruitment

11. Recruiting process (job announcement, initial applicant review,

interviews, assessments, selection, job offer and orientation)

12. Processes for transferring or promoting employees within the

organization

Source: HR Certification Institute

Section 2.3: Recruitment
Introduction ..................................................................................................................................48

Starting the Recruiting Process ..................................................................................................49

Developing Recruiting Strategies and Sources..........................................................................50

Recruiting Strategies ..................................................................................................................50
Internal Recruitment Sources .....................................................................................................53
External Recruitment Sources ....................................................................................................60

Recruiting Technology.................................................................................................................63
Job Databases .............................................................................................................................64
Networking Sites ........................................................................................................................65
Mobile Marketing .......................................................................................................................65
Video Conferencing ...................................................................................................................66

Practice Questions ........................................................................................................................68

Module 2: Recruitment and Selection Section 2.3: Recruitment

Introduction
Recruitment is the process of attracting, screening and hiring qualified people for
a job. The goal is to attract a pool of qualified candidates, some of whom will
later be given job offers.

Recruitment consists of two crucial factors. One factor is attracting the

appropriate quantity of applicants. The other factor is attracting quality applicants.

The starting place for determining who is qualified should be a carefully prepared
job analysis, job description and job specification. These three documents are
needed to establish selection criteria, evaluate applicants and screen out those who
do not meet the minimum qualifications needed for the job.

For additional information on the job analysis, job description and job
specification, see Section 2.2: Job Analysis and Documentation.

This section examines the following topics:

 Recruitment strategies and sources—including internal and external
recruitment methods
 Recruiting technology to help the HR professional

Starting the Recruiting Process

The recruiting process starts with getting approvals for opening a job requisition.

The job requisition is a request to hire a person for an open position. Job
requisitions usually include the following information for candidates:
 Job description
 Job level
 Job location

The requisitions also include information required for HR professionals, such as

cost estimates and headcount information. Headcount refers to the number of
employees an organization has on its payroll.

Requisition forms and approvals may be known by different names in different

organizations. Generally these forms and approvals are required for the following
actions related to the job opening:
 Authorizing the recruitment of full-time, part-time, temporary and contract
employees
 Authorizing filling a position that has been vacated by the transfer or
termination of a current employee
 Authorizing creating a new position that is not currently filled by an
employee (Society for Human Resource Management, Recruiting:
Recruitment and Selection Policy and Procedures 2011)

HR professionals, together with recruiting professionals, have the following

responsibilities during the job requisition process:
 Securing the necessary approvals for any action related to the open position
 Before the job advertised, ensuring that the information on the job
requisition is accurate and that it represents the organization appropriately

Developing Recruiting Strategies and

Sources
Recruiting Strategies
After job requisitions are approved, the next step is to develop a recruiting
strategy. Developing a strategy means establishing a specific plan of action for
meeting your recruitment objectives (Society for Human Resource Management,
Recruiting and Attracting Talent: A Guide to Understanding and Managing the
Recruitment Process 2009). Figure 3-1 suggests questions your organization
should ask while developing a recruiting strategy.

Figure 3-1. Strategy Development Questions

HR professionals must select appropriate sources to identify prospective

candidates. The organization can choose either to look internally within the
organization or to seek candidates externally. The choice between internal and
external recruitment sources depends on the organization’s needs, culture and
philosophy. The advantages and disadvantages of each approach are discussed
later in this section. Many experts advocate a balance between the two sources.

In choosing a recruiting strategy, be aware that what works for one organization
may not apply to another. However, certain general guidelines can help improve
your recruiting effectiveness. Figure 3-2 provides a checklist of suggested
guidelines.

Figure 3-2. Checklist for Recruiting Effectiveness

Employment branding is a recruiting strategy that is covered in detail in Section

2.1: Workforce Planning and Staffing.

Build a Candidate Pipeline

Building a candidate pipeline means developing a pool of applicants that will be

available when a job opening needs to be filled. A candidate pipeline has crucial
value to an organization. However, organizations must first know what they are
looking for (Society for Human Resource Management, Build a Talent Pipeline
for Diverse Leaders 2007).

Consider the following strategies for starting and maintaining effective candidate
pipelines:
 Let potential candidates know that your organization may be interested in
hiring them if an appropriate job position becomes available.
 Let management know when exceptional talent is available.
 Consider creating a new position for a very strong candidate who may not
match your organization’s current job openings.
 Keep your pipeline to a manageable size (Pritchard 2006).

Consider Flexible Staffing Options

Flexible staffing offers organizations a cost-effective and creative way to recruit

talent.

Also referred to as alternative staffing, flexible staffing uses alternative

recruiting sources and workers who are not regular employees.

Flexible staffing can be based on either schedule flexibility or location flexibility.

Schedule flexibility includes situations such as compressed workweeks and part-
time options. Location flexibility includes working remotely from a location other
than the main office or worksite.

Reasons to consider flexible staffing options for your organization include the
following situations:
 A shortage of available workers for open positions
 Seasonal workload demands
 Organizational upturns and downturns that make permanent headcounts
impractical
 Special projects that demand specific skills

Flexible staffing offers organizations the following benefits:

 Improved job commitment over a one-year period
 Decreased health problems or complications that impact the employee’s
work (Society for Human Resource Management, Workplace Flexibility
Has Bottom Line Implications 2008)

For additional information on flexible staffing, see Module 1: HR

Administration, Section 1.3: Workforce Planning and Employment
Strategies.

Internal Recruitment Sources

Organizations can fill open positions through internal promotions and transfers.
This internal recruitment allows the organization to capitalize on its investment in
recruiting, selecting and developing its current employees. Figure 3-3 lists several
advantages and disadvantages of recruiting internally.

Advantages Disadvantages
of Recruiting Internally of Recruiting Internally
 Allows management to easily  Limits the number of potential
assess the candidate’s qualified candidates
performance, attendance  May result in the organization
record, and strengths and becoming too internally
weaknesses focused
 Allows management to identify  Can potentially decrease
employees who are interested employee morale and
and ready for career motivation if the job is given to
advancement a preselected candidate
 Reduces the time needed for
the employee to adjust to the
position and to the
organization
 Can decrease the time and cost
of recruitment

Figure 3-3. Advantages and Disadvantages of Recruiting Internally (Stredwick 2005)

Figure 3-4 suggests issues that HR professionals should consider as part of the
internal recruitment process.

Figure 3-4. Issues to Consider During Internal Recruitment

Methods of Recruiting Internally

Effective methods of recruiting internally include the following:

 Job postings
 Skills assessment tools
 Employee databases
 Employee referrals

Job Postings

A job posting is an internal system that allows employees to respond to a job

opening for a specific position. A posting should provide a brief description of the
job, including significant job duties and minimum qualifications, education and
experience. Job postings can be communicated through bulletin board notices,
newsletters, memos, electronic bulletins or the company Intranet.

In some cases, jobs are not advertised externally until employees have an
opportunity to respond to the posting. In other cases, jobs may be simultaneously
advertised externally to speed up the hiring process.

Job postings have several advantages:

 Allows all qualified employees to compete for positions
 Alerts candidates to advancement opportunities in the department or the
organization
 Allows the organization to reduce the costs of recruiting
 Accommodates seniority by establishing qualifications and other position
requirements

Skills Assessment Tools

The human resource information system (HRIS) is technology that supports

human resources functions. HRIS can be used as a source for internal recruitment.

HRIS skill banks and skill tracking systems can generate computerized employee
profiles and skill inventories. These inventories provide a list of candidates who
have the needed knowledge, skills and abilities. Having a complete record of each
employee’s qualifications provides the following benefits:
 Allows organizations to scan records quickly and to locate qualified
candidates
 Increases the likelihood of a good match between the job and the employee

For additional information on human resource information systems, see Module

1: HR Administration, Section 1.1: Strategic HR Management and Business
Trends.

Employee Referrals

An employee referral program is a recruiting strategy that rewards current

employees for referring qualified candidates for open positions (Society for

Human Resource Management, Employee Referral: What Is an Employee

Referral Program 2009).

Figure 3-5 shows the potential value of using employee referrals.

Figure 3-5. The Potential Value of Employee Referrals (Society for Human Resource
Management, Recruiting and Attracting Talent: A Guide to Understanding and Managing the
Recruitment Process 2009)

Employee referral programs are most effective when used together with other
recruitment methods.

For a sample employee referral form, see the following website:

http://www.shrm.org/TemplatesTools/Samples/HRForms/Articles/Pages/1CMS_
007172.aspx.

Internal Movement

Internal movement refers to the movement of employees from one job to another
within the organization.

We will look in more detail at the following forms of internal movement:

 Promotions
 Demotions
 Relocations
 Transfers
 International assignments

Promotions

In most organizations, a promotion is an advancement of an employee's rank,

usually with greater responsibility and more money. Some reasons for promotion
include the following:
 Assuming new and different duties of a different position at a higher level
 Assuming a position that involves increased responsibilities and the
acquisition of additional knowledge, skills or abilities in the same line of
work

HR, together with line management, should develop a natural progression of jobs
whenever possible. This progression provides employees with a career path for
future growth that can also be used as a basis for promotion from within.
However, HR management should not create jobs simply to provide a path of
upward mobility. Artificial career paths can lead to unrealistic expectations and
unnecessary organizational structure and costs.

Demotions

A demotion is moving an employee back or laterally to a position that is better

suited to his or her talents. Demotions can occur for several different reasons:
 Staff reductions, consolidations or reorganizations
 An attempt to move an underqualified employee to a more suitable position
 An employee’s request (For example, an employee may not want to
continue as a supervisor or may request a part-time schedule.)

Relocations

Relocation means moving an employee to another location for work. This

relocation can be within the country or to another country.

The organization should consider several factors related to relocations:

 The cost to the organization
 The employee’s willingness to accept the relocation

 The impact on the employee’s family (including employment opportunities

for the spouse)
 The need for an orientation program to adjust employees and their families
to the new location

Transfers

Often employees transfer to other divisions within an organization. Transfers are

usually considered a lateral move with no salary adjustment. Transfers can be
initiated by either the employee or management and may involve a move to a
different geographic location, function or organizational line.

Reasons for transfers include the following:

 The employee desires change but does not want to leave the organization.
 The organization finds a better match between the employee’s abilities and
the organization’s staffing needs.
 The transfer helps the organization balance staffing and reduces the need
for terminations.

International Assignments

An international assignee is a person who moves to a new country to work on an

international assignment. Figure 3-6 lists examples of types of international
assignees whom organizations use to staff their global operations.

Types of International Assignees General Description

Short-term assignee The employee works in a new

country for a specified period of time
(usually between three months and a
year).

Long-term assignee The employee is relocated to a new

country (usually for longer than one
year).

Permanent assignee Most of the employee’s career is

spent moving from one international
assignment to another.

Returnee The person is already employed by

the organization and returns to the
home country to work.

Figure 3-6. Examples of Types of International Assignees

Reasons for organizations to make an international assignment include the

following:
 Filling an open position
 Transferring technology or knowledge
 Developing an employee’s career
 Analyzing the market for the organization’s products or services (Society
for Human Resource Management, Managing International Assignment
2009)

Employees may view an international assignment as stopping the upward progress

of their career path. That perception can be changed by including these six
components in an international assignment:
 Make professional training available to spouses. The International
Assignee Research Project reports that 71% of international assignees say
that spouse counseling and support are important.
 Support the assignee’s children with programs that familiarize them with
the country’s schools and culture. A Global Trends survey found that
children’s education is one of the most important family challenges with an
international assignment.
 Provide continuing professional development and education.
 Maintain a strong connection between the assignee and the home office
and provide reassurance that the assignee will still be considered for
promotions.
 Require assignees to return to the home office during vacation time to
reconnect with coworkers and management.
 Clearly communicate the need for the assignment and how the assignee
will fit into the organization when the assignment is complete. (Society
for Human Resource Management 2000)

External Recruitment Sources

Organizations can fill open positions through external recruitment sources. Figure
3-7 lists several advantages and disadvantages of recruiting externally.

Advantages Disadvantages
of Recruiting Externally of Recruiting Externally
 Brings new ideas and talent  May result in poor placements
into the organization  Increases recruitment costs
 Helps the organization fill  May cause morale problems
needed competencies for internal candidates
 Provides cross-industry  Requires longer orientation or
insights adjustment time
 May reduce training costs
(with experienced hires)

Figure 3-7. Advantages and Disadvantages of Recruiting Externally

During the external recruitment process, HR or the lead recruiter plays the liaison
role between the hiring manager and the external recruitment source. As a liaison,
the recruiter is the main contact point in the recruitment process and facilitates the
communication between the organization and the external recruitment source.

Candidates from outside an organization may be found through a wide variety of

sources. Figure 3-8 lists a number of common external recruiting methods and
sources.

External Recruiting
Description
Sources

Advertising (print and Advertising includes print publications, kiosks, billboards, radio
nonprint media) advertisements and television advertisements.

Figure 3-8. Examples of External Recruiting Sources (continued to next page)

External Recruiting
Description
Sources

Agencies Recruiting agencies can be in-country or global vendors who

provide pre-screened candidates quickly. Examples include the
following:
 Contract agencies provide a pool of workers for long-term
projects.
 Temporary agencies offer a contract relationship with an
external staffing firm to supply talent through temporary
service arrangements.

Career sites (on an Career sites offer interactive use of the organization’s website
organization’s website) for branding, communication and relationship building (for
example, posting current employee profiles and providing
opportunities for individuals to create a profile).

Community awareness Community awareness promotes awareness of the

organization’s brand and identifies the organization as a premier
place to work (for example, participation in community
volunteer programs, humanitarian events, local job fairs and
local school events)

Educational institutions Organizations can post job openings on college and university
website job boards, at on-site job fairs and at on-site interviews.

Global internships Global internships are partnerships with global exchange

programs to gain access to interns.

Government agencies Government agencies are online and on-site conduits between
employers and job seekers.

Figure 3-8. Examples of External Recruiting Sources (continued to next page)

External Recruiting
Description
Sources

Online social networks Online sites such as Facebook, LinkedIn and MySpace help
and blogs expand an organization’s talent database, extend the
employment brand and acquire top talent.

Outplacement services Outplacement services maintain job sites or job boards for
people who are displaced due to layoffs.

Personal networking Personal networking means contacting and developing

relationships with people in various locations to share
information, names and other data about prospective candidates.

Trade and professional Trade and professional organizations provide placement

organizations services where employers can post and advertise positions. For
example, HR associations (such as the Canadian Council of
Human Resources Association) offer online boards and
publications where employers can post and advertise positions.

Figure 3-8. Examples of External Recruiting Sources (concluded)

Recruiting Technology
How people apply for jobs and how recruiters look for candidates is changing
rapidly (Society for Human Resource Management, Recruiting Goes Mobile
2009). Recruiting is relying more on technology to reach and communicate with
potential candidates. Many recruiters are using social networking sites and online
job boards as more cost-effective ways to fill open positions (Society for Human
Resource Management, The Effect of High-Tech Solutions and Social
Networking on the Recruiting Process 2010).

We will look in more detail at the following forms of recruiting technology:

 Job databases
 Networking sites
 Mobile marketing
 Virtual CVs
 Video conferencing

Job Databases
Many job boards are available on the Internet. Examples include the following
websites:
Australia
 http://www.seek.com.au
Brazil
 http://www.bumeran.com.br
Canada
 http://www.monster.ca
 http://www.canadajobs.com
 http://www.workopolis.com
India
 http://www.monsterindia.com
 http://www.naukri.com
 http://www.clickitjobs.com
Latin America
 http://www.bumeran.com
Mexico
 http://www.bumeran.com.mx
Singapore
 http://www.jobstreet.com.sg
United Kingdom
 http://www.milkround.com

Networking Sites

Figure 3-9. Report on the Impact of Online Technologies (Society for Human
Resource Management, Report: Social Networks Catching On as HR Tool 2008)

Organizations are increasingly using social networking sites—such as LinkedIn,

Facebook and Twitter—to reach a larger pool of applicants, to increase the speed
of the recruiting process and to reduce recruiting costs.

Guidelines for using networking sites include the following:

 Use networking sites to complement your existing recruitment channels—
not to replace them.
 Create a job applicant process that directs qualified applicants from the
networking site to the organization’s website.
 Assess candidates on skill sets beyond their ability to navigate the social
networking sites (Society for Human Resource Management, Recruiting
Strategies for Social Media 2010).

Mobile Marketing
In 2011 the number of mobile phone subscriptions reached five billion, according
to the United Nations’ International Telecommunications Union (Touré 2011).

Many job candidates are now using their mobile phones to search for job
information. Organizations can use these low-cost methods of reaching candidates
through mobile marketing:
 Short messaging services such as Twitter allow users to send very short
text messages to a restricted audience. Organizations can use these sites to
update candidates about open positions.
 Organizations can add quick response (QR) tags to their recruiting
advertisements. Candidates use the cameras on their mobile phones to take
a picture of the QR tag. The candidate then e-mails the tag to the
organization, which quickly sends job information back to the candidate.
 Image recognition technology is more flexible than QR tags. This
technology allows candidates to take a mobile phone picture of any image
selected by the recruiter (for example, a sign at a job fair). The candidate e-
mails the picture to the recruiter, and the recruiter sends relevant
information back to the phone’s Internet browser. (Society for Human
Resource Management, Reaching Smart Prospects on their Smart Phones
2009)

Reaching candidates through text messages on their mobile phones offers several
benefits:
 Increased efficiency
 Broader reach
 Immediacy (Society for Human Resource Management, Recruiting on the
Run 2010)

Video Conferencing
Video conferencing used video conference equipment to bring together workers
from widely scattered locations. Organizations are increasingly using this
recruiting technology in job interviews.

Video technology is generally not used for initial screenings of candidates. Video
conferencing is generally better suited for interviewing the best applicants,

particularly if the candidate and the organization are more than a half day of travel
apart. In that case, a video conference can save the organization time and money
(Bolch 2007).

Figure 3-10 lists some advantages and disadvantages of video conferencing.

Advantages Disadvantages
of Video Conferencing of Video Conferencing
 Speeds up the search process  Technical problems, such as
 Eliminates the cost of travel lags in transmission
 Reduces time demands on  Discomfort with the
applicants technology
 Difficulty with staying
engaged with the candidate

Figure 3-10. Advantages and Disadvantages of Video Conferencing (Bolch 2007)

Practice Questions

Directions: Choose the best answer to each question.

1. What form is best used to authorize creating a new position that is not currently filled by
an employee?
a. Requisition form
b. Requisition Replacement form
c. Add to Headcount form
d. Recruitment form

2. Which of the following statements about effective recruiting is NOT true?

a. What works for one organization will usually apply to another organization.
b. Job specifications should reflect the collective input of managers, supervisors,
incumbents and others.
c. Recruiters should show genuine interest in job candidates and treat them like
valued prospective employees.
d. Organizations should recruit continuously rather recruiting only to fill specific
existing openings.

3. What is meant by building a candidate pipeline?

a. Using alternative recruiting sources and workers who are not regular employees
b. Developing a pool of applicants that will be available when a job opening needs to
be filled
c. Establishing a specific plan of action for meeting your recruitment objectives
d. Encouraging the best potential candidates to apply

4. Which of the following is an advantage of internal recruiting?

a. Brings new ideas into the organization
b. Provides cross-industry insights
c. May reduce training costs
d. Can improve employee morale

5. What external recruiting source provides a pool of workers for long-term projects?
a. Outplacement services
b. Contract agencies
c. Global internships
d. Temporary agencies

6. Which of the following is an effective guideline for using social networking sites for
recruiting?
a. Use social networking sites to complement your existing recruitment channels.
b. Avoid connections between the networking site and the organization’s website.
c. Assess candidates based on their ability to navigate the social networking site.
d. Use social networking sites to communicate all the contents of your organization’s
website.

Practice Question Answers

1. c (p. 49)
2. a (p. 51)
3. b (p. 51)
4. d (p. 53)
5. b (p. 62)
6. a (p. 63)

2.4: Selection

This section covers the following information from the

Knowledge Base:

Behaviors: 06. Choose a group of potential applicants for managers to interview

(for example, read resumes and conduct phone interviews)

07. Scheduling interviews with managers and applicants

08. Answer questions from job applicants

09. Interview job candidates

11. Organize assessments of applicants (for example, schedule and

score assessments, share results)

12. Coordinate the final selection process (for example, schedule

interviews with managers, check references)

13. Coordinate the employment offer (for example, start date, salary,
benefits)
Module 2: Recruitment and Selection Section 2.3: Recruitment

15. Manage database of applicants (for example, track the sources of

applicants and the results of the recruiting and selection process,
decide where to store information about candidates for possible
future employment)

Skills & Knowledge: 04. Procedures to review applications and watch applicants’
progress, including tracking systems

05. Procedures to check references

06. Assessments or evaluations of applicants

07. Procedures to conduct assessments or evaluations

08. Tools for selecting candidates

10. Interviewing techniques

11. Recruiting process (job announcement, initial applicant review,

interviews, assessments, selection, job offer and orientation)

Source: HR Certification Institute

Section 2.4: Selection
Introduction ..................................................................................................................................75

Overview of the Selection Process ..............................................................................................75

Step 1: Pre-Screen ........................................................................................................................76

CVs and Application Forms .......................................................................................................76
Pre-Employment Tests ...............................................................................................................79
Other Pre-Screening Tools .........................................................................................................80
Qualifications and Eligibility .....................................................................................................81
Applicant Notification ................................................................................................................82

Step 2: Track ................................................................................................................................82

Step 3: Interview ..........................................................................................................................83

Types of Interviews ....................................................................................................................83
Guidelines for Interviews ...........................................................................................................87

Step 4: Evaluate............................................................................................................................88
Interview Feedback ....................................................................................................................88
Background Investigations .........................................................................................................89

Step 5: Select .................................................................................................................................90

Reliability and Validity of Selection Tools and Methods ..........................................................91
Realistic Job Previews ................................................................................................................92

Step 6: Offer .................................................................................................................................93

Contingent Job Offer ..................................................................................................................94
Employment Offer ......................................................................................................................94
Offer Negotiation .......................................................................................................................95
Employment Contracts ...............................................................................................................95
Handling Nonselected Candidates .............................................................................................96

Practice Questions ........................................................................................................................97

Module 2: Recruitment and Selection Section 2.4: Selection

Introduction
After HR and line managers have identified and recruited qualified candidates for
an open position, they need to gather the information needed to make a selection
decision.

Selection is the process of hiring the most suitable candidate for a job.

This section examines each step of the selection process in detail.

Overview of the Selection Process

Figure 4-1 shows the six steps of the selection process. Each step is designed to
narrow the field of applicants down to the most qualified people. More
information is gathered about prospective candidates during each step. With this
information, employers can match the prospective employees’ qualifications to
the organization’s requirements.

Figure 4-1. The Selection Process

Your organization may not always conduct all the steps in the order shown in
Figure 4-1. However, this is an example of the selection process used by many
organizations. A discussion of each step follows.

Step 1: Pre-Screen
The first step of the selection process is to pre-screen the pool of candidates. Pre-
screening means examining or interviewing applicants before further selection
takes place.

CVs and Application Forms

Pre-screening begins with analyzing the candidate’s curriculum vitae (CV) and/or
application form. Efficient pre-screening by HR has the following important uses:
 Identifies who fits the minimum selection criteria
 Provides a source of questions for the interviewer and for reference checks
 Ensures that line management spends time interviewing only qualified
candidates

CVs/Resumes

The curriculum vitae, also known as a resume, highlights the candidate’s

strengths. Figure 4-2 shows a CV checklist that can help evaluate the CVs you
receive.

Figure 4-2. CV/Resume Analysis Checklist

Application Forms

A good application form is one that is complete, easy to read and easy to review.
Figure 4-3 identifies the information usually found on the application form.

Application Information
 Basic personal data (name, address and phone number)
 Education, training and special skills
 Work history, with dates of employment
 References and authorization to check them
 Authorization to verify all information
 Statement regarding truthfulness of information
 Candidate signature

Figure 4-3. Application Information

Many HR professionals believe candidates should submit an application form in

addition to a resume, for the following reasons:
 The resume provides information the candidate wants you to know; the
application provides information you want to know.
 The application form may indicate if the candidate has exaggerated
accomplishments on the resume.
 The candidate’s signature on the application form serves as legal
verification that the information is correct and truthful.

Warning Signs

Figure 4-4 identifies warning signs that indicate potential problems with a CV or
application form. The presence of warning signs does not necessarily mean that a
candidate should be rejected. However, additional information is needed before
making a final decision on the application.

Figure 4-4. Warning Signs in CVs and Application Forms

Pre-Employment Tests
Pre-employment testing is a useful screening tool for many organizations. An
appropriate pre-employment test has the following features:
 Is job relevant
 Is valid (that is, measures what it claims to measure)
 Is reliable (that is, measures consistently)
 Helps the organization make more effective employment decisions about
candidates

Follow these guidelines when creating or using pre-employment tests:

 Use reliable and valid assessment instruments and procedures.
 Use assessment tools that are appropriate for the target population.

Additional information about reliability and validity can be found in Module 1:

HR Administration, Section 2: Gathering, Measuring and Reporting HR
Data.

Following are some examples of pre-employment tests.

Aptitude Tests

Aptitude tests assess the candidate’s ability to learn a new skill. For example, a
candidate for a factory assembly job may be asked to take a manual skill test.

Cognitive Ability Tests

Cognitive ability tests assess skills the candidate has already learned. One kind of
cognitive ability test is the performance test (also known as the work sample test).
There are several kinds of cognitive ability tests. Typing tests are one simple
example. Another example is asking an editor to edit a brief section of the
organization’s policy manual.

Personality Tests

Personality tests assess the candidate’s social interaction skills and patterns of
behavior. These tests report what can be described as traits, temperaments or
dispositions. Some tests focus on characterizing an individual as being within the
normal ranges of adult functioning. Others focus on identification of abnormal
behavior.

Psychomotor Tests

Psychomotor tests require a candidate to demonstrate a minimum degree of

strength, physical dexterity and coordination in a specialized skill area. This test is
appropriate only if the job’s essential functions require such abilities.

Other Pre-Screening Tools

Phone calls and work reference checks are two other tools that HR professionals can use
to pre-screen candidates.

Pre-Screening Phone Calls

A phone call with the candidate can be a time-effective form of pre-screening. In

a few minutes, interviewers can accomplish the following:
 Verify the candidate’s background, experience and availability.
 Describe the job in greater detail and answer questions.
 If both the interviewer and candidate are still interested, ask the candidate
to come to the organization for a pre-screening interview.

Work Reference Checks

Always obtain the candidate’s permission before conducting work reference

checks.

Former employers, clients and colleagues can provide in-depth information about
the candidate’s work. The most informative references will be from former or

current supervisors, who will know the candidate’s work and will have observed
the candidate performing a similar job.

Reference checking has several important purposes:

 To achieve better hiring fits
 To confirm the honesty and accuracy of the resume
 To protect the substantial investment that an organization makes when
hiring

An example of an employment reference check form is available at the following

website:
http://www.shrm.org/TemplatesTools/Samples/HRForms/Articles/Pages/CMS_0
19909.aspx.

Intercultural Assessment Tools

An increasing number of intercultural assessment tools help organizations pre-

screen the right people for international assignments or positions in multicultural
situations. These tools identify the candidate’s adaptability and intercultural
competence. Examples include the following two assessment tools:
 In Canada: the International Personnel Assessment tool (iPASS)
 In the Netherlands: the Multicultural Personality Questionnaire (MPQ)
(Society for Human Resource Management, Assessment Instruments for a
Global Workforce 2007)

Qualifications and Eligibility

Some organizations request verification of the candidate’s academic qualification.
For example, candidates may be asked to provide verification that they attended
the educational institution listed on the resume or application form.

Employment eligibility varies according to local employment laws.

Applicant Notification
Whenever possible, keep applicants informed of their status and avoid any
lengthy delays. If you are slow to contact a pre-screened qualified candidate, that
candidate may be hired by another organization.

Both the recruiter and the administrative process can impact an applicant’s overall
impression of the organization. To maintain a positive and professional image for
the organization, make applicant notification a priority.

Step 2: Track
The second step of the selection process is to track the pre-screened applicants.

An applicant tracking system (ATS) is a software system that helps an

organization recruit employees. Many applicant tracking systems support the
following tasks:
 Storing and processing resumes
 Making the job requisition process more efficient
 Providing reporting metrics that allow organizations to apply their
recruiting budget more effectively

Recently the ATS has also evolved into a platform for services such as video
interviewing, background checking, assessment testing, onboarding, and as a link
to social media sites (Society for Human Resource Management, Applicant
Tracking Systems Evolve 2011).

Commonly used applicant tracking tools include products from Taleo and
Kenexa.

Another option for tracking applicants is outsourcing the task to an external

agency. In this case, recruiting professionals act as a liaison between external
agency recruiters and internal hiring managers or other internal stakeholders

involved in the recruiting process. The recruiting professional has the following
additional responsibilities:
 Serve as a point of contact within the organization to communicate job
requirements and recruiting processes to the agency
 Ensure that the applications received from the agency are tracked to the
organization’s job database and are consistent with the external candidate
application process

Step 3: Interview
The third step of the selection process is to interview the qualified candidates.

Types of Interviews
Interviews determine how well the candidate meets the needs of the organization.
Organizations tend to use interviews for qualifying candidates more than any
other procedure in the selection process.

Interviews can range from short pre-screening interviews (20 minutes or less) to
long in-depth interviews (one hour or more). Figure 4-5 identifies the differences
between pre-screening and in-depth interviews.

Pre-Screening Interviews In-Depth Interviews

 Usually 20 minutes or less  Usually one hour or more
 Usually conducted by HR  Usually conducted by line
 Useful when an organization has managements
a high volume of applicants for a  May be divided into several in-
job and face-to-face interviews depth interviews by both line
are needed to judge pre- managers and potential
qualification factors colleagues

Figure 4-5. The Differences between Pre-Screening and In-Depth Interviews

There are many styles of in-depth interviews. Three styles that we will discuss are
the behavioral interview, the competency-based interview and the structured
interview.

Behavioral Interview

The behavioral interview is the most common type of interview. Figure 4-6
describes the behavioral interview.

Description Comments
 The interviewer focuses on how  Provides insight into how the
the applicant previously handled candidate handled past job-
situations (real experiences, not related situations
hypothetical ones).  Allows the interviewer to probe
 The interviewer asks very direct more than with traditional
questions to determine if the interview questions
individual possesses the skills
necessary for the job.

Figure 4-6. The Behavioral Interview

The premise of the behavioral interview is that past performance is the best
predictor of future performance.

For example, an interviewer may ask a candidate for a management position to

describe a situation in which the candidate coached a difficult employee. The
candidate gives an example that illustrates past performance, while the
interviewer looks for the following three key pieces of information:
 A description of the situation or task
 The action taken
 The result or outcome

Figure 4-7 provides examples of questions used in behavioral interviews.

Figure 4-7. Examples of Questions for Behavioral Interviews

Competency-Based Interview

Competencies are the skills, behaviors and knowledge that are needed to succeed
in a specific job. Figure 4-8 describes the competency-based interview.

Description Comments
 The interviewer asks questions  Provides insight into the
that are based on real situations candidate’s proficiency in a
related to the competencies for particular competency
the position.  Gathers information that is
 The interviewer asks the predictive of what the
candidate to provide an example candidate’s behavior and
of a time he or she demonstrated performance is likely to be in the
the competency. position

Figure 4-8. The Competency-Based Interview (Hoevemeyer 2005)

Examples of questions used in competency-based interviews are shown in Figure

4-9. The questions focus on a competency in change management.

Figure 4-9. Examples of Questions for Competency-Based Interviews

(Hoevemeyer 2005)

Structured Interview

Figure 4-10 describes the structured interview.

Description Comments
 The interviewer asks every  Ensures that similar information
candidate the same questions. is gathered from all candidates
Follow-up questions may be  Gives each candidate the same
different. opportunity to create a good
 The interviewer stays in control impression
of the interview.  Works best when the interviewer
wants to ensure that the same
questions are asked of all
candidates

Figure 4-10. The Structured Interview

Different types of questions can be used in the structured interview. The key is
that the interviewer asks every candidate the same group of questions.

Guidelines for Interviews

Before the interview, use the checklist in Figure 4-11 to prepare for your conversation
with the candidate.

Figure 4-11. Pre-Interview Checklist (Society for Human Resource Management, Interview: Pre-
Interview Checklist 2011)

During the interview, take the actions described in Figure 4-12. These actions will
help put the candidate at ease and will increase the likelihood of an effective
interviewing experience.

Action Description

Establish rapport. Tell the candidate what to expect during the interview.
Establish an environment that encourages the candidate to relax
and to provide information.

Listen carefully. Frequently summarize or paraphrase what you hear to make

sure you understand what the candidate is saying. You should
observe and listen more than you talk.

Figure 4-12. Guidelines for an Effective Interview (continued to next page)

Action Description

Make smooth transitions An organized, logical interview works best for both you and the
from one topic to another. candidate. Cover a topic area thoroughly and then move on to
the next area.

Observe nonverbal Be aware of facial expressions, gestures and body positions.

behavior. This applies to both you and the candidate.

Take notes. Taking notes will help you remember your impressions and
significant pieces of information from the interview. However,
stay engaged with the candidate, and don’t make notes directly
on the application form or resume.

Conclude the interview. Tell the candidate what the next step in the process will be.

Figure 4-12. Guidelines for an Effective Interview (concluded)

Step 4: Evaluate
The fourth step of the selection process is to evaluate the candidates.

Interview Feedback
Giving feedback to candidates after an interview is an important part of the
selection process. Guidelines for providing effective feedback to candidates
include the following:
 Be honest in your assessment and give the applicant meaningful feedback
for future employment.
 Provide feedback that is clear and concise allowing the applicant to
understand their strengths and weaknesses in comparison to the job
requirements.
 Give balanced feedback and discuss the person’s strengths first and then
weaknesses against the job requirements.

 Relate feedback to the job requirements not feelings, impression, or views

of the applicant’s personality.
 Consider the language used when providing feedback, especially in relation
to interview performance.
 Give factual examples in support to the feedback being provided.
(Government of Western Australia: Public Sector Commission n.d.)

Background Investigations
Background investigation is the process of authenticating the information
supplied to a potential employer by a job applicant in his or her resume,
application and interviews. Organizations that conduct thorough background
investigations usually make better hiring decisions and may avoid negligent hiring
claims. Negligent hiring involves hiring a candidate who the employer knew (or
should have known based on a reasonable investigation of the candidate’s
background) posed a risk to others in the workplace.

HR professionals often conduct the background investigations. These

investigations should be the same for candidates applying for the same job. Make
sure a clear connection exists between the background investigations and the
requirements of the job.

Common background investigations include the following.

Internet Search

An Internet search on the candidate's name, especially using an Internet search

engine such as Google.com, helps the organization confirm candidates’ claims
about their jobs, performance, awards and other information. Sites such as
LinkedIn may also serve to check the candidate’s consistency in claims about job
history and achievements.

Criminal Background Check

Organizations conduct criminal background checks for the following reasons:
 To determine if the candidate has a history of criminal convictions that
may disqualify her or him from consideration
 To increase the quality of applicant hiring
 To reduce the possibility of theft and embezzlement

Credit History Checks

Credit history checks should be conducted only on the following candidates:

 Candidates for positions of financial responsibility (such as accounting and
finance professionals)
 Candidate for positions that involve handling significant amounts of
currency or other valuables

If your credit reports are acquired from external vendors, the organization must
comply with any applicable credit check laws.

Step 5: Select
The fifth step in the selection process is selecting a candidate to fill the open
position.

Selection of the most qualified candidate will be based on the interviews,

evaluations, and tests conducted in Steps 3 and 4 of the selection process.

A tie breaker is a method used to select a preferred candidate when two or more
candidates are considered equally qualified. The job requirements will help you
determine what particular categories are the most important. The winning
candidate should be the one who scores higher in the most consequential
categories.

In some cases the decision must be based on a personality fit. The wrong fit leads
to an unhappy employee, manager and team. The right fit can energize the
environment and lead to a happy employee, manager and team. Often the head of
the department or the organization must make the final decision about the right fit.

Reliability and Validity of Selection Tools and Methods

Hiring the wrong person for the job is a costly mistake. Selection errors can
impact the organization’s human capital management plan, employee morale,
management time, training budgets, productivity and profitability. Just as
reliability and validity were critical parts of the pre-screening process, you must
also establish the reliability and validity of the selection tools and methods.

Establishing Reliability

Reliability is the ability of an instrument to measure consistently. For example, if

an applicant takes a motor skills test twice, the scores should be similar (allowing
for the effect of practice). If the scores differ significantly, the test may not be
reliable.

Perfect reliability is difficult to achieve. The following types of errors can lead to
inconsistent results:
 Failure to measure some aspect of an important attribute
 Irrelevant questions in an interview or on a test
 Different time limits for candidates in an interview or on a test

Establishing Validity

Validity is the ability of an instrument to measure what it is intended to measure.

For example, a typing performance test is probably a valid prerequisite for
applicants who will be expected to do typing (such as for a position in an
administrative processing center).

Realistic Job Previews

The cost of hiring and training an employee is substantial. Therefore, providing a
realistic job preview (RJP) is in the best interest of the candidate and the
organization.

A realistic job preview informs candidates about all aspects of the job and the
work environment. For some candidates, the RJP can occur earlier in the selection
process, during the interview.

The RJP has three purposes:

 Gives candidates as much information as possible, so they can make an
informed decision about their suitability for the job
 Gives organizations an opportunity to portray the job objectively—
including both favorable and unfavorable factors
 Increases the possibility of a good match between the candidate and the
organization

For example, an RJP may include:

 Written job descriptions
 Observations of employees
 Interviews with future coworkers
 Job-related videos
 Simulations that replicate the working conditions

Types of Realistic Job Previews

Organizations can create realistic job previews in a variety of ways, including the
following:
 Tours of the workplace. A walk-through of the workplace provides a
candidate with an accurate impression of the work environment.
Candidates can determine their comfort level with the physical format (for
example, cubicles or traditional offices, break areas and cafeterias) and
with noise levels.

 Job simulations. Candidates may experience a simulation of the job in

order to determine their suitability. For example, an applicant for a clean-
room manufacturing position can wear the clean-room attire that is
required several hours a week.
 Video presentation. A candidate may view a video presentation before
starting to work for an organization. The video can portray the history of
the company, the organizational culture, and a discussion of benefits and
the path of a typical day.

Benefits of RJPs

A wise saying applies to realistic job previewing: It pays to tell the truth. An
effective RJP has the following features:
 Dispels unrealistic expectations and accurately represents organizational
realities
 Promotes an informative exchange between the candidate and the
organization.
 Encourages self-selection
 Helps increase job satisfaction
 Helps prevent disappointments
 Reduces post-entry stress
 Reduces employee turnover

Step 6: Offer
The last step of the selection process is offering the position to the most qualified
candidate.

Contingent Job Offer

Organizations may make a job offer that is contingent on the candidate passing
certain tests or meeting certain requirements. This is known as a contingent job
offer. The tests or requirements can include the following:
 Medical examination
 Physical fitness test
 Psychological test

Employment Offer
An employment offer should quickly follow the selection of the most qualified
candidate. Mishandling this part of the process can result in losing the candidate
to another organization or can give the employment relationship a negative start
even if the candidate accepts the position.

An employment offer is formally communicated through an offer letter.

Employment offers must be worded carefully. Figure 4-13 provides a simple list
of guidelines for the offer letter.

Offer Letter Guidelines

 Use a standard letter that has been approved
by the legal department.
 Clearly state the terms of the offer and any
contingencies.
 Establish a reasonable acceptance deadline.
 Clearly state the acceptance details (for
example, requiring a signature returned on a
duplicate copy of the offer letter).

Figure 4-13. Offer Letter Guidelines

Offer Negotiation
In some countries, the offer letter is followed by little or no negotiation. Both the
candidate and the organization will have a mutual understanding about what the
offer letter will include before the formal offer is made. In other countries, the
offer letter may be the starting point of a long negotiation.

After the negotiations are complete, the offer and contract of employment may be
finalized.

Employment Contracts
An employment contract is an agreement between the organization and an
employee that explains the employment relationship.

A written contract helps clarify employment terms. The specific terms will vary
based on the organization, the job and applicable local laws. The following list
provides examples of items commonly covered in an employment contract:
 Terms and conditions of employment
 General duties and job expectations of the employee
 Confidentiality and nondisclosure terms
 Compensation and benefits
 Terms for resignation or termination
 Relocation
 Severance provisions
 Appropriate signatures and date

What is the difference between an offer and a contract? The legal distinction may
vary from country to country. In general, an offer is not legally binding and can
be retracted at any time. A contract confers specific legal obligations on both the
organization and the new employee. In some counties, the contract can be very
difficult to break without significant costs.

Involve legal counsel in developing any offer letter or contract for the
organization.

Handling Nonselected Candidates

Candidates who are not selected for the open position should be notified
promptly. A personal phone call or letter is the preferred method for such
notifications. However, standardized rejection letters may be necessary when
there are numerous applicants. If possible, add a paragraph to the letter showing
that the organization has given careful thought to the candidate and to the
selection. For example, the letter can indicate that the selection was a difficult
decision and that the deciding factor was due to the need for a specific skill or
competency in the candidate. The candidate is more likely to feel respected and to
retain a positive impression of the organization.

Practice Questions

Directions: Choose the best answer to each question.

1. Which one of the following statements related to resumes and applications is true?
a. Resumes highlight the candidate’s strengths.
b. Many HR professionals believe candidates should submit only a resume and that
an application form is not needed.
c. The application provides information the candidate wants you to know; the resume
provides information you want to know.
d. The presence of any warning signs means that a candidate should immediately be
rejected.

2. Which pre-employment test assesses skills the candidate has already learned?
a. Aptitude test
b. Cognitive ability test
c. Personality test
d. Psychomotor test

3. Which of the following is a question used in a behavioral interview?

a. Describe a time when you used your fact-finding skills to solve a problem.
b. Do you possess good management skills?
c. Have you ever dealt with stress in your current position?
d. Describe your current job responsibilities.

4. In which type of interview is each candidate asked the same group of questions?
a. Behavioral interview
b. Competency-based interview
c. Structured interview
d. Unstructured interview

5. Which of the following is NOT a feature of an effective RJP (realistic job preview)?
a. Dispels unrealistic expectations
b. Accurately represents organizational realities
c. Helps increase job satisfaction
d. Increases the likelihood that the candidate will not accept the job offer

6. What term is used for an agreement between the organization and an employee that
explains the employment relationship?
a. Contingent job offer
b. Offer letter
c. Employment contract
d. Offer negotiation

This page intentionally left blank.

Practice Question Answers

1. a (p. 76)
2. b (p. 37)
3. c (p. 84)
4. c (p. 86)
5. d (p. 92)
6. c (p. 95)

Module 2: Recruitment and Selection Section 2.4: Selection

2.5: New Hire Onboarding

This section covers the following information from the

Knowledge Base:

Behaviors: 14. Prepare for the new hire’s arrival (for example, get identification
documents and required forms, set up email address)

17. Coordinate orientations for new employees (for example, discuss

the company’s expectations for the position, review the
employee handbook, explain the benefit plans)

Source: HR Certification Institute

Section 2.5: New Hire Onboarding
Introduction ................................................................................................................................103

New Employee Orientation .......................................................................................................103

Before the Employee’s Arrival ................................................................................................103
Orientation/Induction ...............................................................................................................104
New Employee Orientation Checklist ......................................................................................105
Supervisor Orientation Checklist .............................................................................................106

New Employee Onboarding ......................................................................................................107

Onboarding Roles and Responsibilities ...................................................................................108
Evaluating the Effectiveness of Onboarding ............................................................................112

Practice Questions ......................................................................................................................116

Module 2: Recruitment and Selection Section 2.5: New Hire On-Boarding

Introduction
Research on orientation and onboarding shows that a positive start at an
organization has the following benefits for employees:
 Creates enthusiasm
 Reduces anxiety
 Encourages social connections

To support that positive start, a key task for HR professionals is to arrange and
complete all administrative details before the new employee arrives (Corporate
Leadership Council 2004).

This section examines the following topics:

 New employee orientation
 New employee onboarding
 HR’s role in facilitating the employee’s successful transition into the new
environment

New Employee Orientation

Before the Employee’s Arrival
Employees play a key role in helping an organization meet its goals and
objectives. Many organizations begin to inform new employees about their roles
before the employees arrive for their first day of work. Offer letters and new hire
welcome packages are the most common methods of communicating information
to the new employee before the start date.

Module 2: Recruitment and Selection Section 2.5: New Hire On-Boarding

Typical contents of a new hire welcome package include the following:

 Welcome letters (for example, from the organization’s CEO, president and
human resources department)
 Payroll information
 Policies manual
 Benefits information
 Benefits enrollment forms (Corporate Leadership Council 2004)

In addition to sending the welcome package, the organization should take the
following steps to prepare for the employee’s arrival:
 Communicate. Contact the employee and provide a personal welcome.
 Set up the work area. Verify that the employee’s office space is ready and
that the computer, telephone and any other necessary equipment are
arranged.
 Schedule ahead. Ensure that an orientation program is in place (University
of California, Davis, Human Resources 2010).

Orientation/Induction
Orientation, also known as induction, is the first step in the formal process of
training employees. Through orientation, employees become familiar with the
organization, their department, their coworkers and their job.

Orientation programs usually span one to two days. The orientation provides new
employees with three types of information:
 Organizational information
 Policies, procedures and benefits
 Work context (including job procedures)

The purpose of the orientation program is to ease the employee’s transition to a

new environment. During the orientation, the employee can establish relationships
with coworkers and develop a sense of belonging to the organization. The
employee also gains a realistic image of the job. An effective orientation program

Module 2: Recruitment and Selection Section 2.5: New Hire On-Boarding

helps the employee quickly become a productive and contributing member of the
organization.

Orientation programs can be divided into a general orientation and a department

orientation. HR is usually responsible for the general orientation and can also
provide input to the manager on the department orientation. However, the
manager is responsible for ensuring that employees understand how they will
contribute to their department and how they fit into the organization structure.

Figure 5-1 shows who usually conducts each type of orientation and lists typical
activities.

Figure 5-1. Responsibilities and Activities for General and Department Orientations

New Employee Orientation Checklist

Figure 5-2 provides a sample checklist for the new employee orientation.

Module 2: Recruitment and Selection Section 2.5: New Hire On-Boarding

Figure 5-2. Sample New Employee Orientation Checklist (Society for Human Resource
Management, New Hire: Orientation Checklist #1 (All), n.d.)

Supervisor Orientation Checklist

Figure 5-3 provides a sample checklist for supervisors conducting a new
employee orientation.

Module 2: Recruitment and Selection Section 2.5: New Hire On-Boarding

Figure 5-3. Orientation Checklist for Supervisors

New Employee Onboarding

Onboarding is the process of helping new employees learn the organization’s
policies, procedures and culture in addition to their job responsibilities.
Onboarding includes both the orientation and the first three to twelve months of
employment.

The purpose of the onboarding process is to provide the employee with a positive
start at the organization. This positive start can have many benefits; including
increasing the employee’s enthusiasm, helping reduce anxiety and helping the
employee connect with coworkers (Corporate Leadership Council 2004).

Module 2: Recruitment and Selection Section 2.5: New Hire On-Boarding

Successful onboarding programs generally include the following factors:

 Active rather than passive participation by new employees
 Onboarding spread out over a period of time
 Use of checklists to ensure that all important material is covered
 Avoidance of information overload

Onboarding Roles and Responsibilities

During onboarding, HR professionals, the hiring manager, coworkers and others
learn more about the new employees and further integrate them into the
organization in the following areas:
 Organizational culture and norms
 Organizational goals and objectives
 Specific functional areas in the organization
 Departmental and job expectations
 Available work resources and tools
 Mentor options
 Performance management systems
 Work/life balance and support resources

What specific activities should take place during onboarding? Figure 5-4 provides
a list of best practices included in a successful onboarding process.

Module 2: Recruitment and Selection Section 2.5: New Hire On-Boarding

Activity Description

Help the new Plan the new employee’s first week and verify that the
employee feel following tasks are complete:
welcome  E-mail and phone are functioning.
 A clean work space is available.
 Business cards are ready.

Clearly define roles Ensure that new employees understand their roles and
and responsibilities their responsibilities.

Socialize and Provide new employees with the opportunity to meet their
integrate with the coworkers. This can be accomplished by team lunches,
team cross-departmental meetings and/or a mentor program.

Modify the For example, all management employees will need both a
onboarding process review of organizational policies and programs and also
to meet the needs of information on how to administer these policies and
different groups of programs.
employees
 Establish an evaluation process using surveys or
Create a formal
interviews with new employees about their
evaluation system
experiences.
 Hold a more formal performance discussion after
three to six months.
 Encourage the employee to discuss problems, and
find ways to provide support.

Figure 5-4. Best Practices in a Successful Onboarding Process

Figure 5-5 lists general guidelines for delegating onboarding responsibilities to

different departments and people.

Module 2: Recruitment and Selection Section 2.5: New Hire On-Boarding

Responsible Onboarding Responsibilities

Departments/People

Corporate Services  Site information (for example, cafeteria and fitness

center)
 Phone access
Facilities
 Workspace preparation
 Onboarding coordination
Human Resources
 Alerting functional groups of new employee’s start
date
 Background checks
 New employee orientation
 New employee paperwork
 Work hours
 History and background of the organization
 Review of the organizational chart
 Facility tour
 Computer at workstation
Information
 E-mail
Technology
 Intranet access
 Passwords
 Systems access
 Voice mail
 Creation of new employee paperwork
Legal
 Creation of new employee policies

Figure 5-5. Delegation of Onboarding Responsibilities to Different Departments and People

(continued to the next page)

Module 2: Recruitment and Selection Section 2.5: New Hire On-Boarding

Responsible Onboarding Responsibilities

Departments/People
 Health questionnaire
Occupational Health
 Pre-placement examination (where required)
Services
 ID badges
Safety and Security
 Parking identification ticket
 Security access to buildings
 Vehicle registration
 Team interactions
Coworkers
 How to accomplish tasks
 How to find and requisition tools and equipment
 Mission, vision and values
Management
 Strategic goals and objectives of the organization
 High-level review of roles and responsibilities
 Description of organizational culture
 Introductions to coworkers and others within the
Mentor
organization
 Review of informal rules and policies
 Answers to day-to-day questions
 Work behaviors, standards and expectations
Supervisor
 Introductions to coworkers and others within the
organization
 Department tour
 Review of roles and relationships within
department

Figure 5-5. Delegation of Onboarding Responsibilities to Different Departments and People

(concluded)

Module 2: Recruitment and Selection Section 2.5: New Hire On-Boarding

Talya N Bauer, Ph. D., in the Society for Human Resource Management
Foundation’s Effective Practice Guidelines Series−On Boarding New
Employees examined on-boarding practices. Figure 5-6 summarizes a sample
onboarding program. The program components were developed to be distributed
to either all employees or incoming executives from the first day on the job and
throughout the first year of employment.

Figure 5-6. Sample Onboarding Components (Bauer 2010)

Evaluating the Effectiveness of Onboarding

The effectiveness of the onboarding program can be related to the amount of
turnover in the first year of employment. Onboarding programs can help
employees adjust to the new environment by introducing them to coworkers,

Module 2: Recruitment and Selection Section 2.5: New Hire On-Boarding

lessening feelings of isolation and providing a better understanding of

expectations and future opportunities.

HR professionals can evaluate their organization’s onboarding initiatives using

metrics that include the following:
 Turnover/retention rates. Compare retention rates for various groups. For
example, what is the retention rate for employees who began their
employment in 2011 compared to employees who began in 2010?
 Retention threshold. Track the point at which most new employees tend
to exit the organization. For example, if most new employees exit within
the first 90 days of employment, the organization can conduct exit
interviews to determine the cause of the early exit.
 Performance measures. Compare the performance of groups provided
with different onboarding experiences. For example, one group is provided
with one week of onboarding experiences and a second similar group is
provided with a full month.
 Formal/informal feedback. Ask new employees open-ended questions to
determine their satisfaction with the onboarding process and the
organization.
 Flexibility. Flexibility and adaptability allow your organization to provide
employees with an optimal work environment.

Figures 5-7 and 5-8 provide a sample new hire survey that can be used to obtain
new employee feedback.

Module 2: Recruitment and Selection Section 2.5: New Hire On-Boarding

Figure 5-7. Sample New Hire Survey (Society for Human Resource Management, Survey: New
Hire Survey, n.d.)

Module 2: Recruitment and Selection Section 2.5: New Hire On-Boarding

Figure 5-8. Sample New Hire Survey (Society for Human Resource Management, Survey: New
Hire Survey, n.d.)

Module 2: Recruitment and Selection Section 2.5: New Hire Onboarding

Practice Questions

Directions: Choose the best answer to each question.

1. Which of the following is NOT usually part of a new employee welcome package that is
sent before the employee’s start date?
a. Welcome letter
b. Benefits information
c. Policies manual
d. ID badge

2. What is the first step in the formal training of new employees?

a. Orientation
b. Facility tour
c. Formal evaluation
d. Behavioral interview

3. Who is usually responsible for an employee’s general orientation?

a. Coworkers
b. HR
c. Manager
d. Safe and security

Module 2: Recruitment and Selection Section 2.5: New Hire Onboarding

4. Which of the following is a feature of a successful onboarding program?

a. Passive rather than active participation by new employees
b. Onboarding activities completed within a short period of time
c. The same program fitting the needs of all new employee groups
d. Avoidance of information overload

5. Which of the following helps track the point at which most new employees tend to exit the
organization?
a. Orientation checklist
b. Open-ended questions
c. Performance measures
d. Retention threshold

Module 2: Recruitment and Selection Section 2.5: New Hire Onboarding

Practice Question Answers

1. d (p. 104)
2. a (p. 104)
3. b (p. 105)
4. d (p. 108)
5. d (p. 113)

Module 2: Recruitment and Selection Section 2.5: New Hire Onboarding

2.6: Recruitment Metrics

This section covers the following information from the

Knowledge Base:

Behaviors: 16. Report recruiting metrics (for example, the number of

applications received, the number of candidates interviewed, the
number of applicants hired)

Source: HR Certification Institute

Module 2: Recruitment and Selection Section 2.6: Recruitment Metrics

Section 2.6: Recruitment Metrics

Introduction ................................................................................................................................121

Using Recruitment Metrics to Measure Business Impact ......................................................121

Evaluating the Effectiveness of Recruiting Efforts ..................................................................121
More Staffing Metrics ..............................................................................................................126
Workforce Analytics and Reporting ........................................................................................130

Practice Questions ......................................................................................................................133

Module 2: Recruitment and Selection Section 2.6: Recruitment Metrics

Introduction
Recruiting and acquiring talent has a large economic impact on an organization.
Talent is what moves the organization forward and helps the organization achieve
strategic success. This is true whether the organization’s operations are for profit,
not for profit, governmental or nongovernmental.

HR is responsible for collecting workforce metrics. Organization leaders are

interested in these metrics and in how HR’s talent management impacts the
organization’s financial goals.

Many HR professionals only analyze and report activities. However, workforce

metrics and tools are useful beyond simply measuring talent acquisition. The HR
professional must also report what the activities accomplish. The data can be used
to provide insights that improve talent management decisions, which improves
organizational effectiveness. Metrics used in this manner are valuable in
developing workforce planning strategies that place the right people in the right
place at the right time.

This section examines some of the traditional workforce metrics used by HR.

Using Recruitment Metrics to Measure

Business Impact
Evaluating the Effectiveness of Recruiting Efforts
The metrics collected by HR provide data that the organization can use to make
key decisions. Recruitment metrics should take both a short- and long-term view
and should help the HR department contribute to the goals and objectives of the
organization.

Module 2: Recruitment and Selection Section 2.6: Recruitment Metrics

The yield ratio is a valuable metric for evaluating the effectiveness of recruiting
efforts. A yield ratio compares the number of applicants at one stage of the
recruiting process to the number of applicants at the next stage. This ratio helps
you determine how many candidates you will need, the cost of recruiting methods
and the return on investment (ROI).

Common yield calculations include the following ratios:

 Qualified candidates to total candidates
 Minority candidates to total candidates
 Offers extended to qualified candidates
 Offers extended to final interviews
 Offers accepted to offers extended

Figure 6-1 provides the data for a simple yield ratio calculation.

Figure 6-1. Sample Situation for Yield Ratio Calculation

Figure 6-2 shows the formula for calculating the yield ratio of qualified
candidates to total candidates.

Figure 6-2. Yield Ratio Calculation

The yield ratio of qualified candidates to total candidates is 10%.

Module 2: Recruitment and Selection Section 2.6: Recruitment Metrics

This information provides measureable and quantifiable data that help the HR
professional better estimate recruiting efforts and costs. Figure 6-2 shows that 100
potential candidates are needed to find 10 qualified candidates. This information
helps forecast the amount of effort required to fill a position.

Analyzing the Cost of Recruiting

Cost per hire is the traditional measure of recruiting costs. Cost per hire is the
amount of money needed to recruit a new employee. This metric is calculated by
dividing the total costs of all hires by the number of new hires, as shown in Figure
6-3.

Figure 6-3. Cost of Hire

What are the total costs? This category includes all costs associated with
recruiting. Figure 6-4 shows both direct and indirect costs.

Module 2: Recruitment and Selection Section 2.6: Recruitment Metrics

Direct Costs Indirect Costs

 Advertising  Involvement of
 Recruiter salaries managers
 Agency fees  Impact of unfilled
 Referral incentives vacancies on coworkers
 Recruitment materials  Lost productivity
 Screening  Decline in morale
 Training
 Overtime
 Travel
 Signing and referral
bonuses

Figure 6-4. Direct and Indirect Costs of Recruiting

A concern with the cost-per-hire metric is that it oversimplifies the costs of hiring.
Cost of hire groups the costs of hiring for all types of employees. Mixing types of
employees can misrepresent the true costs of hiring for a specific position. For
example, the cost per hire would not be the same for senior-level employees,
supervisors and lower-level employees. A better approach is to calculate the cost
per hire by employee type.

Recruitment costs must be weighed against both short- and long-term recruiting
objectives. From a short-term perspective, ongoing efforts can be more expensive
than intensive, last-minute efforts. However, from a long-term perspective,
ongoing efforts can be more cost-effective over time by providing a steady source
of well-qualified candidates.

Figure 6-5 shows examples of possible yield ratios and cost-per-hire data for two
different recruiting sources.

Module 2: Recruitment and Selection Section 2.6: Recruitment Metrics

Local University Electronic Job Board

Applications generated 20 300

Yield ratio of interview 15/20 or 75% 20/300 or 6%

offers

Yield ratio of job hires to 5/15 or 33% 3/20 or 15%

interviews

Total cost-per-recruitment 5,000 660

source

Cost per hire 1,000 220

Figure 6-5. Examples of Cost-Per-Hire Data for Two Different Recruiting Sources

The data in Figure 6-5 demonstrate that the recruiting source can directly impact
the cost of recruiting. A source analysis provides a better understanding of the
effectiveness of different recruiting sources. The source yield is calculated as
shown in Figure 6-6 (Society for Human Resource Management, Source Yield:
SHRM Metric of the Month 2007).

Figure 6-6. Source Yield

The benefits of each recruitment method depend on factors such as the following:
 The length of time needed to fill the position
 The number of qualified candidates generated by the recruitment method
 The effect of staff time

Module 2: Recruitment and Selection Section 2.6: Recruitment Metrics

Organizations should analyze the cost and effectiveness of each recruiting source
and make the appropriate changes in its recruiting process.

More Staffing Metrics

Many HR professionals are examining their recruiting data in more detail to
accomplish the following:
 To better understand the value of their recruiting processes
 To ensure that these processes are properly aligned with the organization’s
goals (Garvey 2005)

Using a matrix of staffing metrics gives organizations a fuller perspective of the

recruiting process. However, the metrics that provide the most valuable data vary
from organization to organization. The metrics that are best for your organization
will depend on many factors, including the organization’s goals and objectives
(Garvey 2005).

We will look in detail at the following staffing metrics:

 Days to fill
 Headcount
 Human capital value added
 Return on investment
 Turnover rate
 Vacancy rate

Days to Fill

Days to fill (also known as time to fill) is the average number of days required to
hire a person for an open job position.

Figure 6-7 shows the formula for days to fill.

Module 2: Recruitment and Selection Section 2.6: Recruitment Metrics

Figure 6-7. Days to Fill

What is the value of this information?

 HR professionals can determine a realistic amount of time for hiring new
employees.
 Managers can plan how to redistribute work to existing employees while
the position is open.
 The organization can complete resource and budget planning.

HR professionals must be aware that increasing the speed of hiring can decrease
cost efficiency and quality. However, increasing cost efficiency can decrease the
quality of the hire and the speed of hiring. Similarly, a focus on increasing quality
may decrease cost efficiency and the speed of hiring. Figure 6-8 portrays the
relationship among these three variables.

Figure 6-8. Factors Influencing Recruitment (Richards 1995)

Module 2: Recruitment and Selection Section 2.6: Recruitment Metrics

Many other factors can impact days to fill for international operations, including
the following:
 The type of employee for example, international assignee or local hire)
 Level of employee (for example, executive, supervisor or lower level)
 Legal compliance in specific countries
 Labor market conditions
 Assignment logistics (for example, visas, work permits and predecision
trips)
 Culture
 Compensation and benefits offerings

Headcount

Headcount is the number of people on the organization’s payroll. The headcount

includes temporary workers on the organization’s payroll and employees on
temporary leave of absence. The headcount does not include independent
contractors or temporary workers on an agency’s payroll (Society for Human
Resource Management, How to Determine Turnover Rate 2009).

The headcount provides a number for one moment in time (for example, on June
1 the headcount was 35,000). Headcount rises and falls as employees leave and
are replaced, but these changes are usually small. Large changes in headcount are
not the result of employee turnover; they are the result of operational changes that
drive the demand for talent. Examples of operational changes include expansions,
acquisitions, Greenfield operations and divestures.

Retention and productivity improvements can also influence headcount.

Return on Investment

Return on investment (ROI) is a performance measure used to evaluate the

financial outcome of an investment. ROI equals the difference between the
benefits that an asset or project delivers and the costs of the asset or project, as

Module 2: Recruitment and Selection Section 2.6: Recruitment Metrics

shown in Figure 6-9. This metric helps HR professionals optimize investments in

recruitment, motivation, training and development.

Figure 6-9. Return on Investment

Additional information on return on investment can be found in Module 1: HR

Administration, Section 1.2: Gathering, Measuring and Reporting HR Data.

Turnover Rate

The turnover rate measures the rate at which employees leave an organization.

Figure 6-10 shows the formula for the monthly turnover rate.

Figure 6-10. Turnover Rate

Vacancy Rate

The vacancy rate measures the rate at which positions open as a result of
employee turnover. Vacancy rate can be calculated for one position, one division
or the entire organization.

Figure 6-11 shows the formula for the vacancy rate.

Module 2: Recruitment and Selection Section 2.6: Recruitment Metrics

Figure 6-11. Vacancy Rate

Human Capital Value Added

This metric measures how the workforce’s knowledge, talent and skills add value
to an organization.

Figure 6-12 shows the formula for human capital value added.

Figure 6-12. Human Capital Value Added

Workforce Analytics and Reporting

Figure 6-13. Using Workforce Analytics (Roberts 2009)

Module 2: Recruitment and Selection Section 2.6: Recruitment Metrics

Workforce analytics refers broadly to the metrics used in determining the

effectiveness of HR functions. As reported by Bill Roberts in HR Magazine,
workforce analytics should be based on facts: the use of data, metrics, statistics
and scientific methods (Roberts 2009). This information helps an organization
draw conclusions from its HR data quickly and efficiently.

Workforce analytics is considered particularly vital for the most strategic talent
management tasks, such as the following:
 Recruiting the right employees
 Measuring employees’ performance
 Helping employees develop
 Compensating employees effectively

Many organizations are outsourcing the entire recruiting life cycle from end to
end. As a result, outsourcing vendors become responsible for workforce analytics
that support the organization’s long-term goals. For example, the vendor should
use selection tools that result in reduced early turnover for the organization
(Society for Human Resource Management, For Recruitment Outsourcing
Success, Mind the Metrics 2007).

Data marts and data warehouses are two tools that organizations use to help
collect workforce data for analysis. Figure 6-14 shows features of these tools.

Module 2: Recruitment and Selection Section 2.6: Recruitment Metrics

Data Mart Data Warehouse

 A data mart is a collection of  A data warehouse integrates
data based on the reporting data from multiple systems—
needs of a specific group. for example, financial, sales
 Data marts are usually heavily and HR—based on the
indexed for ease of use. reporting needs of the entire
organization.
 Data warehouses are usually
not indexed because of the
volume of information.

Figure 6-14. Data Marts and Data Warehouses

Many vendors offer products for transforming workforce data into strategic
reports. One example is Oracle’s PeopleSoft Workforce Analytics. This product is
vendor-independent; you can use data from other human resource information
systems as well as from PeopleSoft data. The product provides analytics on
workforce demographics, compensation, benefits, turnover and training (Society
for Human Resource Management, Workforce Analytics: Strive for More Than
Standard HR Reports 2007).

Module 2: Recruitment and Selection Bibliography

Practice Questions

Directions: Choose the best answer to each question.

1. A total of 150 candidates apply for a position. The organization interviews 50 candidates
and extends 15 job offers. Three candidates are hired. What is the yield ratio of offers
accepted to offers extended?
a. 10%
b. 20%
c. 33%
d. 50%

2. Which of the following is an indirect cost of recruiting?

a. Lost productivity
b. Advertising
c. Recruiter salaries
d. Travel costs

3. Which of the following is a likely impact of increasing the speed of hiring?

a. Increasing the days to fill
b. Increasing the quality of the hire
c. Decreasing cost efficiency
d. Increasing cost efficiency

Module 2: Recruitment and Selection Bibliography

4. Which of the following are NOT included in an organization’s headcount?

a. Full-time employees
b. Temporary employees
c. Independent contractors
d. Employees on temporary leave of absence

5. An organization employs as average of 100 employees. One employee leaves in January.

Four more employees leave in February. What is the turnover rate for February?
a. 1%
b. 2.5%
c. 4%
d. 5%

6. What is a data mart?

a. A collection of data on the rate at which employees leave an organization
b. A group of metrics used in determining the effectiveness of HR functions
c. A collection of data integrated from multiple systems based on the reporting needs
of the entire organization
d. A collection of data based on the reporting needs of a specific group

Module 2: Recruitment and Selection Bibliography

This page intentionally left blank.

Module 2: Recruitment and Selection Bibliography

Practice Question Answers

1. b (p. 123)
2. a (p. 124)
3. c (p. 127)
4. c (p. 128)
5. c (p. 129)
6. d (p. 132)

You have completed Module 2: Recruitment and Selection. Next, if you feel
ready, go to the Online Learning Center at
https://www.epathcampus.com/SHRM/onlinelearningcenter/login/, and check
your knowledge by completing the Case Studies, Module 2 Practice Test and the
HRBP Certification Practice Test. Also try the e-flashcards to check your
knowledge of terminology.

Module 2: Recruitment and Selection Bibliography

Dessler, Gary. Human Resource

Bibliography Management. 11th Edition. Upper
Saddle River, New Jersey: Pearson
Bauer, Talya N. "SHRM Foundation's Prentice Hall, 2008.
Effective Practice Guidelines
Series−On Boarding New Garvey, Charlotte. "The Next Generation of
Employees: Maximizing Success." Hiring Metrics." HR Magazine, April
Society for Human Resource 2005.
Management. 2010.
http://www.shrm.org/about/foundatio Government of Western Australia: Public
n/products/Documents/Onboarding% Sector Commission. "Tips on Giving
20EPG-%20FINAL.pdf (accessed Feedback." n.d.
August 10, 2011). http://www.opssc.wa.gov.au/recruit
ment/3_select/feedback/tips.htm
Bolch, Matt. "Lights, Camera...Interview!" (accessed June 27, 2011).
HR Magazine, March 1, 2007.
Grossman, Robert J. "New Competencies
CLC Human Resources. HR Quarterly News for HR." HR Magazine, June 2007.
and Trends, Q4 2010. Arlington,
Virginia: Corporate Leadership Hoevemeyer, Victoria A. Impact Interview
Council, 2010. Questions: 701 Behavior-Based
Questions to Find the Right Person
Corporate Leadership Council. Coordinating for Every Job. New York, New
New Hire Onboarding. Washington, York: AMACOM, 2005.
DC: Corporate Executive Board,
2004. Pritchard, Christopher W. 101 Strategies for
Recruiting Success: Where, When,
—. Implementation and Impact of and How to Find the Right People
Employment Branding, The. Every Time. Saranac Lake, New
Washington, DC: Corporate York: AMACOM Books, 2006.
Executive Board, 2003.
Richards, Lance J. Factors Influencing
—. Job Description Creation and Review. Recruitment.
Washington, DC: Corporate
Executive Board, 2003. Roberts, Bill. "Analyze This!" HR
Magazine, October 1, 2009.
—. Rebuilding the Employment Value
Proposition: Four Strategies to Society for Human Resource Management.
Improve Employee Effort and "Applicant Tracking Systems
Retention. Washington, DC: Evolve." May 27, 2011.
Corporate Executive Board, 2010. http://www.shrm.org/hrdisciplines/te
chnology/Articles/Pages/ATSEvolve
s.aspx (accessed May 31, 2011).

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—. "Assessment Instruments for a Global —. "Future Insights: The Top Trends

Workforce." June 1, 2007. According to SHRM's HR Subject
http://www.shrm.org/Research/Articl Matter Expert Panels." 2009.
es/Articles/Pages/CMS_022010.aspx http://www.shrm.org/Research/Futur
(accessed April 8, 2011). eWorkplaceTrends/Documents/09-
0700%20Workplace%20panel_trend
—. "Build a Talent Pipeline for Diverse s_sympFINAL%20Upd.pdf
Leaders." December 26, 2007. (accessed July 1, 2011).
http://www.shrm.org/hrdisciplines/D
iversity/Articles/Pages/PipelineforDi —. "How to Determine Turnover Rate."
verseLeaders.aspx (accessed April 6, December 7, 2009.
2011). http://www.shrm.org/TemplatesTool
s/HowtoGuides/Pages/DetermineTur
—. "Compensation Series Part I: Job noverRate.aspx (accessed April 3,
Analysis." July 1, 2004. 2011).
http://www.shrm.org/Research/Articl
es/Articles/Pages/Compensation_20S —. "International Transfers: Making
eries_20Part_20I__20Job_20Analysi Relocation Offers Employees Can't
s.aspx (accessed August 10, 2011). Refuse." April 2000.
http://www.shrm.org/Research/Articl
—. "Diversity, Inclusion a Moral and es/Articles/Pages/CMS_000345.aspx
Business Imperative." October 13, (accessed June 22, 2011).
2010.
http://www.shrm.org/Publications/H —. "Interview: Pre-Interview Checklist."
RNews/Pages/DiversityBusinessImp 2011.
erative.aspx (accessed April 4, http://www.shrm.org/TemplatesTool
2011). s/Samples/HRForms/Articles/Pages/
CMS_002170.aspx (accessed April
—. "Effect of High-Tech Solutions and 2011).
Social Networking on the Recruiting
Process, The." May 2, 2010. —. "Job Analysis." October 2009.
http://www.shrm.org/Research/Futur http://www.shrm.org/Education/hred
eWorkplaceTrends/Documents/Spotl ucation/Pages/JobAnalysis.aspx
ight%20Q2%202010.pdf (accessed (accessed June 22, 2011).
April 7, 2011).
—. "Managing International Assignment."
—. "Employee Referral: What Is an September 21, 2009.
Employee Referral Program." http://www.shrm.org/TemplatesTool
November 9, 2009. s/Toolkits/Pages/CMS_010358.aspx
http://www.shrm.org/TemplatesTool (accessed April 7, 2011).
s/hrqa/Pages/Whatisanemployeerefer
ralprogram.aspx (accessed April 6, —. "Marketing Manager (Sample Job
2011). Description)." n.d.
http://www.shrm.org/TemplatesTool
s/Samples/JobDescriptions/Pages/def
ault.aspx (accessed June 27, 2011).

Module 2: Recruitment and Selection Bibliography

—. "New Hire: Orientation Checklist #1 —. "Recruiting Strategies for Social Media."

(All)." n.d. November 22, 2010.
http://www.shrm.org/TemplatesTool http://www.shrm.org/hrdisciplines/st
s/Samples/HRForms/Articles/Pages/ affingmanagement/Articles/Pages/Re
1CMS_002153.aspx (accessed April cruitingStrategiesforSocialMedia.asp
1, 2011). x (accessed March 24, 2011).

—. "Practicing the Discipline of Workforce —. "Recruiting: Recruitment and Selection

Planning." December 2010. Policy and Procedures." 2011.
http://www.shrm.org/TemplatesTool http://www.shrm.org/TemplatesTool
s/Toolkits/Pages/PracticingWorkforc s/Samples/Policies/Pages/CMS_000
ePlanning.aspx (accessed June 21, 582.aspx (accessed April 6, 2011).
2011).
—. "Report: Social Networks Catching On
—. "Reaching Smart Prospects on their as HR Tool." November 3, 2008.
Smart Phones." January 1, 2009. http://www.shrm.org/Publications/H
http://www.shrm.org/Publications/St RNews/Pages/SocialNetEmergingTo
affingManagementMagazine/Editori ol.aspx (accessed April 7, 2011).
alContent/Pages/0109taylor.aspx
(accessed April 7, 2011). —. "Source Yield: SHRM Metric of the
Month." April 1, 2007.
—. "Recruiting and Attracting Talent: A http://www.shrm.org/Research/Articl
Guide to Understanding and es/Articles/Pages/MetricoftheMonth
Managing the Recruitment Process." SourceYield.aspx (accessed April 3,
2009. 2011).
http://www.shrmindia.org/sites/defau
lt/files/1109%20Recruiting%20EPG- —. "Survey: New Hire Survey." n.d.
%20Final.pdf (accessed April 7, http://www.shrm.org/TemplatesTool
2011). s/Samples/HRForms/Articles/Pages/
1CMS_004328.aspx (accessed
—. "Recruiting Goes Mobile." November August 10, 2011).
12, 2009.
http://www.shrm.org/hrdisciplines/te —. "Workforce Analytics: Strive for More
chnology/Articles/Pages/RecruitingG Than Standard HR Reports."
oesMobile.aspx (accessed April 7, November 12, 2007.
2011). http://www.shrm.org/hrdisciplines/te
chnology/Articles/Pages/CMS_0065
—. "Recruiting on the Run." February 1, 89.aspx (accessed April 3, 2011).
2010.
http://www.shrm.org/Publications/hr —. "Workplace Flexibility Has Bottom Line
magazine/EditorialContent/2010/021 Implications." May 13, 2008.
0/Pages/0210tech.aspx (accessed http://www.shrm.org/Publications/H
April 7, 2011). RNews/Pages/FlexibilityImprovesBo
ttomLine.aspx (accessed April 6,
2011).

Module 2: Recruitment and Selection Bibliography

Stredwick, John. An Introduction to Human

Resource Management. Oxford,
United Kingdom: Butterworth-
Heinemann, 2005.

Touré, Hamadoun I. "Speech by ITU

Secretary-General." International
Telecommunications Union. January
26, 2011.
http://www.itu.int/en/osg/speeches/P
ages/2011-01-26.aspx (accessed
April 7, 2011).

Ulrich, Dave, Wayne Brockbank, Dani

Johnson, Kurt Sandholtz, and Jon
Younger. HR Compentencies:
Mastery at the Intersection of People
and Business. Arlington, Virginia:
Society for Human Resource
Management, 2008.

University of California, Davis, Human

Resources. "Preparing for Your New
Employee's Arrival: Before the First
Day." 2010.
http://www.hr.ucdavis.edu/sdps/onbo
arding-toolkit-supervisors-guide
(accessed June 22, 2011).

Woods, David. "Managing the Employer

Brand Is Increasing in Importance."
HRMagazine.co.uk. September 6,
2010.
http://www.hrmagazine.co.uk/hro/ne
ws/1018369/managing-employer-
brand-increasing-importance
(accessed March29 2011).

Module 2: Recruitment and Selection Index

Index
applicant notification ................................ 82 employee referrals ............................... 54, 55

application forms ................................ 76–78 employee value proposition ................ 4, 6, 8

benefits .................................................... 8
aptitude test ............................................... 79 categories ................................................. 8
challenges .............................................. 10
background investigations ........................ 89 corporate use ........................................... 8
perceived values .................................... 10
behavioral interviews .......................... 84–85
employment branding ................................. 6
candidate pipeline ..................................... 51
employment contracts ......................... 14, 95
cognitive ability test .................................. 79
employment offer ...................................... 94
competency-based interview ............... 84–86
evaluating candidates ................................ 88
contingent job offer ................................... 94 background investigations ..................... 89
interview feedback ................................ 88
corporate learning council........................... 8
external recruitment .................................. 60
cost efficiency ......................................... 127
advantages and disadvantages ............... 61
cost per hire ....................................... 123–25 external recruiting sources .................... 61

credit history check ................................... 90 flexibility ....................................... 4, 52, 113

criminal background check ....................... 90 flexible staffing ......................................... 52

curriculum vitae (CV) ............................... 76 formal/informal feedback......................... See

CV ................................ See curriculum vitae gap analysis ............................................... 17

data ............ 3, 28–30, 63, 77, 28–30, 131–32 headcount ............................ 49, 52, 126, 128
common data collection methods .......... 29
HRIS ......... See human resource information
gathering job analysis data .................... 28
system
gathering staffing data ........................... 16
human capital value added .............. 126, 130
data marts and data warehouses .............. 131
human resource information system (HRIS)
demand analysis ........................................ 17
............................................................... 55
demotions .................................................. 57
intercultural assessment tools ................... 81
diversity and inclusion considerations 12–13
internal movement .................................... 56

Module 2: Recruitment and Selection Index

internal recruitment ............................. 53–55 job requisition ............................... 49–50, 82

advantages and disadvantages ............... 53
internal movement ................................. 56 job specifications .................... 27, 31, 35–37
methods of ............................................. 54 examples ................................................ 35
reasons for ............................................. 59 guidelines for writing ............................ 37

international assignments ........ 56, 58–60, 81 knowledge, skills, abilities ............ 28, 34, 55

Internet search ........................................... 89 KSA.............. See knowledge, skills, abilities

interviewing candidates ................ 66, 76, 83 legal considerations in global staffing ...... 13
behavioral interview .............................. 84
competency-based interview ................. 85 metrics ....................... 82, 113, 121, 126, 131
differences between prescreening and in- cost per hire ......................................... 123
depth interviews ................................. 83 days to fill ............................................ 126
feedback ................................................ 88 headcount ............................................ 128
guidelines .............................................. 87 human capital value added .......... 126, 130
structured interview ............................... 86 return on investment ............................ 128
source yield ......................................... 125
job analysis.......................................... 26–31 turnover rate ........................................ 129
collection methods................................. 29 vacancy rate ......................................... 129
definition ............................................... 26 yield ratios ........................................... 124
outcomes of ........................................... 31
purpose of .............................................. 27 mobile marketing ...................................... 65
relevant information .............................. 28
networking sites ........................................ 65
job competencies ..................... 27, 31, 38–39
definition ............................................... 38 new employee onboarding ....See onboarding
examples ................................................ 39
new employee orientation ..... See orientation
Identifying ............................................. 38
nonselected candidates .............................. 96
job databases ............................................. 64
observation method ................................... 29
job descriptions ............................. 27, 31–37
challenges .............................................. 33 offer negotiation ........................................ 95
considerations for a global environment 33
definition ............................................... 32 onboarding .......................... 82, 103, 107–13
elements of ............................................ 33 best practices ....................................... 109
definition ............................................. 107
job documentation ..................................... 32 delegating onboarding responsibilities 109
evaluating the effectiveness of ............ 112
job offer ............................................... 48, 94
purpose ................................................ 107
contingent job offer ............................... 94
roles and responsibilities ..................... 108
employment contract ....................... 14, 95
sample new hire survey ....................... 113
employment offer .................................. 94
sample onboarding program components
handling nonselected candidates ........... 96
......................................................... 112
offer negotiation .................................... 95
open-ended questionnaire ......................... 30
job postings ................................... 12, 54–55

Module 2: Recruitment and Selection Index

orientation ..................... 58, 103, 104–7, 110 recruiting technology .......................... 63, 66
before the employee’s arrival .............. 103 job databases ......................................... 64
definition ............................................. 104 mobile marketing................................... 65
new employee orientation checklist .... 105 networking sites..................................... 65
purpose ................................................ 104 video conferencing ................................ 66
supervisor orientation checklist ........... 106
recruitment
people in business ....................................... 6 definition ............................................... 48
starting the process ................................ 49
performance measures ............................ 113
recruitment metrics ................................. 121
permanent reduction.................................... 5
recruitment sources ....................... 50, 53, 60
persistent shortage ....................................... 5 external recruitment............................... 60
internal recruitment sources .................. 53
personality test .......................................... 80
reference check ....................... 11, 71, 76, 80
pre-employment tests ................................ 79
reliability ............................................. 79, 91
prescreening candidates
applicant notification ............................. 82 relocation............................................. 57, 95
application forms ................................... 77
CVs and application forms .................... 76 resume ................................................. 77–78
definition ............................................... 76
other prescreening tools ........................ 80 retention rates .......................................... 113
pre-employment tests ............................ 79
qualifications and eligibility .................. 81 retention threshold .................................. 113
warning signs......................................... 78
return on investment (ROI) ............. 122, 128
prescreening phone call............................. 80
RJP ........................See realistic job previews
primary source .......................................... 29
Roberts, Bill ............................................ 131
promotion ............................................ 53, 57
ROI......................... See return on investment
psychomotor test ....................................... 80
selecting candidates .................................. 90
qualifications and eligibility ..................... 81 realistic job previews ............................. 92
reliability and validity of selection tools
realistic job previews (RJP) ...................... 92 and methods ....................................... 91
benefits .................................................. 93
purpose .................................................. 92 selection
types ...................................................... 92 definition ............................................... 75

recruiting costs ................................. 123, See selection process ....................................... 75

overview ................................................ 75
recruiting strategy ............................... 50, 55 step 1: prescreen .................................... 76
candidate pipeline .................................. 51 step 2: track ........................................... 82
checklist for recruiting effectiveness..... 51 step 3: interview .................................... 83
flexible staffing options ......................... 52 step 4: evaluate ...................................... 88

Module 2: Recruitment and Selection Index

step 5: select .......................................... 90 staffing strategy....................................... 4–5

step 6: offer............................................ 93
structured interview .................................. 84
skills assessment tools............................... 55
supply analysis .......................................... 17
SMART (smart, measurable, achievable,
realistic, time-based) ............................. 18 temporary reduction .................................... 5

solution analysis ........................................ 17 tracking applicants .................................... 82

source yield ......................................... 77–78 transfer .................................... 33, 49, 53, 58

staffing trends in staffing ....................................... 11

definition ............................................... 11
turnover rate .................................... 126, 129
staffing approach ....................................... 11
diversity and inclusion considerations .. 12 vacancy rate .................................... 126, 129
legal considerations ............................... 13
trends ..................................................... 11 validity ................................................ 79, 91

staffing data ............................................... 16 video conferencing ........................ 64, 66–67

staffing metrics............................ See metrics welcome package ............................ 103, 104

staffing needs .................................... 3–5, 17 workforce analytics ........................... 130–32

anticipating .............................................. 5
workforce planning .. 3, 6, 11, 17, 31, 36, 51,
defining.................................................... 4
121
staffing plan .................................... 3, 16–20 benefits .................................................... 3
comment elements ................................. 18 definition ................................................. 3
designing ............................................... 18
writing guidelines...................................... 37
gatheringdatafor .................................... 16
role of .................................................... 16 yield ratio ................................................ 122

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