MODULE 4: Recruiting, Selecting, and Training Employees

I. THE RECRUITMENT PROCESS

The Recruitment Funnel
Recruitment
- is defined as a process that provides the
organization with a pool of qualified candidates
from which to choose.
- It involves identifying and working to attract
individuals interested and capable of filling
identified organizational roles.

Why is recruitment important?

Hiring the wrong person for a job can be costly to
organizations. Therefore, highly talented and motivated
employees offer a competitive advantage which is a firm’s Applicant Quantity and Quality
ability to add value to the company through its assets (one
being its human resources); and can lower its costs. Quantity
- Generating a sufficient number of applicants
When poorly hired employees with the wrong skills and during the first stage of the recruitment process
experience success for companies is at risk.
Quality
- It relates to applicants having the requisite
skills needed as well as representing a diverse
pool of applicants.

Realistic Job Previews

- An important consideration is to attract
individuals to the job and organization while
also being realistic enough that once they begin
the job, they will not be disappointed and quit.
- One way in which organizations and
researchers address these concerns is the
realistic job preview (RJP), which offers potential
applicants a realistic, and sometimes
unappealing, view of the actual job.
Stages of Recruitment
- The stages of recruitment move through a Internal and External Sources of Applicants
recruitment funnel in which the number of
participants gets smaller the further down the INTERNAL RECRUITMENT
funnel the applicant goes. - It is the process of looking inside the
- There are three fundamental stages of organization for existing qualified employees
recruitment: who might be promoted to higher- level
○ Identify and generate positions.
applicants. - If an organization can fill higher-level openings
○ Maintain applicant with current employees who are ready to move
interest and participation as up, it will have to fill lower-level positions from
they continue through the the outside later
assessment process. During Job Posting
recruitment, the organization is - It is a mechanism for internal
trying both to assess and to attract the recruiting in which vacancies in the
best job applicants. organization are publicized through
○ Influence job choice so that various media such as company
desired applicants are willing to newsletters, bulletin boards, internal
accept offers made to them. memos, and the firm’s intranet.
 Supervisory Recommendation Internship
- Using supervisory recommendations, - Research shows that organizations
a mechanism for internal recruiting, a that want to hire interns tend to be
manager solicits nominations or more open to their creativity, which
recommendations for a position that helps to attract interns who are
needs to be filled by supervisors in interested in full-time jobs after
the organization. graduation.

EXTERNAL RECRUITMENT INTERNAL VS EXTERNAL RECRUITMENT

- It is the process of looking to sources outside
the organization for prospective employees.
Advantages Disadvantages
- Somewhat different methods are likely to be
used by an organization engaged in external Internal Increases May foster
recruiting because the organization needs to Motivation stagnation
reach potential applicants from outside the
company. Sustain knowledge May cause a ripple
Word-Of-Mouth Recruiting and culture effect
- The organization simply informs
current employees that positions are External Brings in new ideas May hurt
motivation
available and encourages them to
Avoids the ripple
refer friends, family members, or effect Costs more
neighbors for those jobs.
Advertisement
- Advertisements on websites and in PARTS OF A JOB ADVERTISEMENT
newspapers and related publications 1. Company Information (Name of the company, logo,
are also popular methods for external and address)
recruiting. 2. Job Title
Employment Agencies 3. Summary of Job Responsibilities
- Private Employment Agencies - are 4. Qualification (Education, number of years of
more likely to serve the white-collar experience, skills, and abilities needed)
labor market (although some serve 5. Company Benefits
specialized niches such as office 6. Application Instruction
workers), and they charge a fee for 7. List of requirements needed
their services. 8. Contact Person
- Public employment agency, all
potential employee job applicants are FACTORS AFFECTING JOB ATTRACTIVES
currently unemployed, but many
employed individuals use the services
of private employment agencies in an
effort to find other work while
maintaining their current jobs.
- Headhunter
- an individual working for
an executive search firm
who seeks out qualified
individuals for higher-level
positions.
College Placement Offices
- Most large organizations visit college
campuses every year to interview II. THE SELECTION PROCESS
graduates for jobs within the
organization. Selection
Digital Recruiting - is concerned with identifying the best candidate
- Usage of online job boards, social or candidates for a job from among the pool of
media, and internet communication qualified applicants developed during the
tool. recruiting process.
STEPS: Agreeableness
The recruiting process - Value social harmony and getting along with
↓ others, optimistic, kind, and generous towards
Gather information about the pool of qualified applicants others
↓
Evaluate qualifications of each applicant Neuroticism
- Tendency to experience negative emotions
↓
such as anger, anxiety or depression. Low
Make decisions about employment offers
tolerance of stress

BASIC SELECTION CRITERIA

POPULAR SELECTION TECHNIQUES

Education And Experience

APPLICATION FORM
- A first step in most selection systems is to ask
EDUCATION
applicants to complete an employment
- Refers to the formal classroom training an
application or an application blank.
individual has received in public or private
○ Weighted application blank:
school and in a college, university, or technical
- relies on statistical techniques to
school.
determine the relative importance of
various personal factors for
EXPERIENCE
predicting a person’s ability to
- the amount of time the individual may have
perform a job effectively.
spent working in either a general capacity or a
○ Biodata application blank:
particular field.
- focuses on the same type of
information found in a regular
SKILLS AND ABILITIES
application, but it also goes into more
- The assessment of skills and abilities, on the
complex and detailed assessments
other hand, is rather mixed in terms of
about that background.
objectivity.

BACKGROUND CHECKING
PERSONAL CHARACTERISTICS
- A background check is a legal investigation or
- Some personal characteristics, which are
verification of a potential employee's history.
believed to reflect the applicant’s personality,
Background screening often involves criminal
are also difficult to assess objectively.
background checks, identity verification, and
- More recently, however, a great deal of
education and credential checks.
attention has been paid to assessing applicants
in terms of the big five personality traits
EMPLOYMENT TEST
- A device for measuring the characteristics of an
HIRING FOR FIT
individual such as personality, intelligence, and
- A rather unique and interesting criterion for
aptitude.
selection is referred to as “fit.” When a firm
- Types:
decides to hire someone on the basis of fit, it
○ Cognitive ability tests
hires that person not because he or she is the
○ Psychomotor ability tests
most qualified for a specific job, but because she
○ Personality tests
or he is a good fit for the larger organization.
■ Self-inventory test
■ Projective technique
THE BIG FIVE PERSONALITY TRAITS (OCEAN) ○ Integrity tests

Openness to experience WORK SIMULATIONS

- Appreciation for art, new ideas, variety of - These require an applicant to perform tasks or
experiences, imagination, and curiosity job-related activities that simulate or represent
the actual work for which the person is being
Conscientiousness considered.
- Tendency towards self-discipline and striving - It is sometimes referred to as work samples.
for achievement against measures or outside
expectations PERSONAL INTERVIEWS
- Although tests are popular, the most widely
Extraversion used selection technique in most organizations
- Gain energy from external situations and is the employment interview. Types:
means, enjoy a breadth of activities and assert
their viewpoints
 ○ Structured ASSESSMENT CENTERS
- The interviewer works from a list of - An assessment center is not a physical location
standard questions that are but is instead an approach to selecting
presented to every candidate, by managers based on measuring and evaluating
every interviewer. their ability to perform critical work behaviors.
○ Unstructured
- It involves relatively little advance MEDICAL EXAMINATION
preparation. The interviewer may - Candidates who have crossed the above stages
have a general idea about what she or are sent for a physical and medical examination.
he wants to learn about the job - Reasons:
applicant but has few or no advance ○ Physical fitness for the job
questions that are formally concerned;
constructed. ○ To protect the business and
○ Semi-structured employees from infectious
- Major or key questions are decided in disease; and
advance and provided for each ○ To check excessive
interviewer, but the interviewer is expenditure on the treatment of
also given the prerogative to ask employee.
follow-up questions to probe the
interviewee’s specific answers. SELECTION ERRORS
○ Situational
- Asks the applicant questions about a False positives
specific situation to see how he or she - are applicants who are predicted to be
would react. successful and are hired but who ultimately fail

INTERVIEW ERRORS False negatives

- are applicants who are predicted to fail and are
FIRST-IMPRESSION ERRORS not hired, but if they had been hired would have
- Occur when an interviewer makes a decision been successful
too early in the interview process.

CONTRAST ERRORS
- Occur when the interviewer is unduly
influenced by other people who have been
interviewed.

SIMILARITY ERRORS
- Occur when the interviewer is unduly
influenced by the fact that the interviewee is
similar to the interviewer in one or more
important ways.
Ensuring the Quality of Selection Measures:
NONRELEVANCY Reliability and Validity
- Occurs when an interviewer is influenced by
information that is not relevant to an Reliability
individual’s ability to perform the job - is how consistent or dependable selection
procedures are in measuring something, such as
INTERVIEWER’S KNOWLEDGE OF THE JOB a skill or ability.
- A final type of error that is common in interview
situations has to do with the interviewer’s Validity
knowledge of the job. - is the accuracy of a measure and the degree to
which it measures what it is supposed to
OTHER SELECTION TECHNIQUES measure.
Test validity
REFERENCES AND RECOMMENDATIONS - means that scores on a test are
- The job applicant is usually asked to provide related to performance on a job.
either letters of recommendation or the names Criterion-related validity
and addresses of individuals who may be - refers to the extent to which a
contacted to write such letters. particular selection technique can
accurately predict one or more
elements of performance.
MAKING THE OFFER - Evaluate if your learning end-product is
- The last step in the selection process is to offer effective.
a position to the chosen candidate. - Make any necessary updates and cycle back to
- The development of an offer via e-mail or letter the analysis phase.
is a formal part of the process and requires
careful articulation of all elements and ANALYZING TRAINING NEEDS
conditions of the offer. - In determining the needs for training, HR
- Compensation and benefits will be defined in an professional should consider the following
offer, as well as any unique legal considerations. factors. These factors affect what type of
- The job offer may be negotiable, depending on training, topics, and approach to use.
the position.

III. THE TRAINING PROCESS

Training and development

- refers to educational activities within a
company created to enhance the knowledge
and skills of employees while providing
information and instruction on how to better DESIGNING THE TRAINING PROGRAM
perform specific tasks. - Design means planning the overall training
program including training objectives, delivery
TRAINING methods, and program evaluation.
- It is a planned attempt by an organization to - Substeps include:
facilitate employee learning of job-related ● setting performance objectives
knowledge, skills, and behaviors. ● creating a detailed training outline (all
training program steps from start to
DEVELOPMENT finish)
- Refers to teaching managers and professionals ● choosing a program delivery method
the skills needed for both present and future (such as lectures or Web)
jobs. ● verifying the overall program design
with management
Why is training and development important?
● Helps employees develop new skills and increases IMPLEMENT THE TRAINING PROGRAM
their knowledge. - Implement means actually providing the
● Improves efficiency and productivity of individuals training, using one or more of the instructional
and teams. methods.
● Creates new and improved job positions. Before the actual training
● Keeps employees motivated and enhance - send announcements far in advance,
contribution levels. provide directions, provide a contact,
and make sure participants have pre-
TRAINING PROCESS (THE ADDIE MOVEL) training materials.

Analysis During training

- Analyze your situation to understand the gaps - make sure all participants have a
you need to fill point of contact in case they have
questions or need guidance.
Design
- Based on your analysis, make informed After training
decisions to design the best possible learning - remember training does not end when
experience. the program ends. Instead,
periodically ascertain that trainees
Development are transferring their learning to the
- Bring your learning experience to life by job.
building your end-product

Implementation
- Distribute your learning end-product to your
audience.

Evaluation
TRAINING IMPLEMENTATION TECHNIQUES Vestibule Training
- With vestibule training, trainees learn on the
On-the-Job Training actual or simulated equipment but are trained
- It means having a person learn a job by actually off the job (perhaps in a separate room or
doing it. vestibule).
Coaching/Understudy method
- an experienced worker or the Electronic performance support systems (EPSS)
trainee’s supervisor trains the - EPSS are computerized tools and displays that
employee. automate training, documentation, and phone
Job rotation support.
- an employee (usually a management
trainee) moves from job to job at Videoconferencing
planned intervals. - Involves delivering programs over broadband
Special assignments lines, the Internet, or satellite
- similarly give lower-level executives
firsthand experience in working on Computer-based training
actual problems. - Uses interactive computer-based systems to
increase knowledge or skills.
Apprenticeship Training - ● Simulated learning and
- A process by which people become skilled gaming/Virtual reality
workers, usually through a combination of
formal learning and long-term on-the-job Online/Internet-based learning
training. ● Learning portals
● Virtual classrooms
Informal Learning Training ● Mobile and microlearning
- experts use the notation “70/20/10” to show
that as a rule, 70% of job learning occurs Off-the-Job Training
informally on or off the job, 20% reflects social - Refers to training that takes place outside of the
interactions (for instance, among employees on the employee's regular work environment.
job), and only 10% is actual formal training. ● Case study method
● Management games
Job Instruction Training ● Outside seminars
- Many jobs consist of a sequence of steps best ● University-related programs
learned step-by-step. Such step-by-step ● Role playing
training is called job instruction training (JIT). ● Corporate universities
● Executive coaches
Lecture
- Lecturing is a quick and simple way to present MANAGEMENT DEVELOPMENT
knowledge to large groups of trainees. - Management development is any attempt to
improve managerial performance by imparting
Programmed Learning knowledge, changing attitudes, or increasing
- A systematic method for teaching job skills, skills.
involving presenting questions or facts, allowing
the person to respond, and giving the learner ORGANIZATIONAL DEVELOPMENT (OD)
immediate feedback on the accuracy of his or - It is a system-wide effort, managed from the top
her answers. of the organization, to increase the
organization’s overall performance through
Behavior Modelling planned interventions.
- Behavior modeling involves (1) showing OD Techniques:
trainees the right (or “model”) way of doing ○ Survey feedback - Employees will
something, (2) letting trainees practice that respond to questionnaires
way, and then (3) giving feedback on the ○ Third-party peacemaking - Here a
trainees’ performance. neutral third party, often an OD
consultant from outside the
Audiovisual based Learning organization.
- Although increasingly replaced by Web-based ○ Process consultation - The
methods, audiovisual-based training techniques consultant then provides feedback
like DVDs, films, PowerPoint, and audiotapes and recommendations to the
are still used. managers about how to improve
these procedures.
 Organizational learning
- The process by which an organization
“learns” from past mistakes and
adapts to its environment.

EVALUATING TRAINING PROGRAMS

DONALD KIRKPATRICK’S TRAINING EVALUATION

MODEL

Level 1: Reaction
- Did the learners enjoy the training?

Level 2: Learning
- Did the learning transfer occur?

Level 3: Impact
- Did the training change behavior?

Level 4: Results
- Did the training influence performance?