6/13/16

Module  1  Part  2:  

Recruitment  &  Placement

Recruitment  &
Placement

Topic  3/  session  6

Selection

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Goal
• To develop HR Managers capable of
determining what a job entails,
recruiting candidates effectively and
selecting the best candidate for the job

Yesterday  &  today  

Session  6  &  7
Selection  of  the   best  candidate  

Session  4&5  
How  to  fill   the  jobs?  =  
workforce  planning   &  R ecruit
First  three  sessions  
What  the  job  entails  ?
Job  analysis

11–4

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Road  Map
Main Introduction
Session 1
1. Job analysis
Session 2 2. Conduct Job Analysis
Session 3 3. Job analysis & documentation
Session 4 4. Recruitment/ planning & forecasting
Session 5 5. Sources of candidates
Session 6 6. Selection: Tests/ interviews
7. Interview skills – Role play
Session 7
Employee retention & downsizing
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Objectives
By  the  end   of  this  session,  participants  will  be  able  to:

• Discuss  the  employee  selection  procedure

• Describe  the  selection   tests  

• Describe  other  selection  methods   (Background  checks,  …

• Explain  the  selection  interview  

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Acquire

Improve

=
Job  analysis    
Selection  
THEN
Workforce  planning   Retain
OR  personnel  
planning  OR
Manpower  plan

Selection
• Selection   is   the   process  of  hiring   the   most  
suitable   candidate   for  a   vacant  position.

• It  involves  a   series  of  filters  designed   to   narrow  

the   field   of  applicants   down  to  a  select   few.

• At  each   stage  of  the   process,  more   information   is  

gathered   about  prospective   candidates   to   achieve  
person-­‐job  fit  &  person-­‐ organization   fit  
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Selection  
Step 1:
Select  b etween   Analysing Application forms
these  s teps  to   Work  Sampling  &  

cut  cost  and   Step 2: Simulation  

Testing & other selection Background  
boost  p rofits.   methods
investigations  
These  steps   Reference  
checks
vary  frome one   Step 3:
organization  to   Interview
another.  
Step 4:
Employment Offer
Utility  analysis    [using  dollars  and  cents  terms]
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Pre-­‐employment selection  tools

• Pre-­‐employment  measurement  tool

must  be  
• job-­‐related  predictor  
• valid,  
• reliable   and  

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Job-­‐related  predictors

Analyze  the  j ob  (Job  d escription  &  

Job  s pecification)  

List  the  predictors   &  criteria  for  success  on  the  

job   (patience,  open,   manual  dexterity,…

Choose   the   test  (s)  that   can  

1. Measure   what  you  want  to  measure=  Valid
2. Reliable    
3. Fit  with   the  available  resources   $$$  (utility  analysis)    

Validity  &  reliability  

• Validity is  the  ability  of  a  testing  tool  to  

measure  what  is  intended  to  be  measured  

• Reliability is  the  ability  of  a  testing  tool  to    

give  the  same  result  consistently   (if  the  test  is  applied  
several  times  within   the  same  environment  it  should  give  the  same  
results)

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Test  your  understanding  

Reliability  as  Stability  over  Time

HIGH  RELIABILITY TEST RETEST  

APPLICANT SCORE SCORE
Smith 90 93
Perez 65 62
Riley 110 105
Chan 80 78

VERY  LOW  RELIABILITY TEST RETEST

APPLICANT SCORE SCORE
Smith 90 72
Perez 65 88
Riley 110 67
Chan 80 111

7–14

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Reliability  as  Consistency  

(Interrater  Reliability)
HIGH  RELIABILITY

APPLICANT Rater  #1 Rater  #2 Rater  #3

Smith 9 8 8
Perez 5 6 5
Riley 4 5 5
Chan 8 8 8

VERY   LOW  RELIABILITY

APPLICANT Rater  #1 Rater  #2 Rater  #3

Smith 9 5 6
Perez 5 9 4
Riley 4 2 7
Chan 8 4 2

7–15

For  positive  impact   on  b usiness  results  

Select the right

• Improve  the  
employees is performance
important • Reduce  the  cost  of  
recruitment  &  hiring

• Legal  obligations   and  

liability

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Employee  Selection  Process

• During  selection,  w e  should  consider   the  Equal  Employment  
Opportunity   Commission   (EEOC)  guidelines

• To  avoid  the  Legally  Inappropriate   Application   or  Pre-­‐Offer  

Questions

– Race,  ethnic   origin,   color,   gender,   age,  marital  status,  religion,  

pregnancy,  relationship   to  employees,  health  status,  
etc………………

Pre-­‐employment  Testing
• Some  organizations  test  applicants  before  
in-­‐depth  interviews,  others  afterward  and  
many  do  not  test  at  all.

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Types  of  pre-­‐ employment  Tests

• Cognitive  ability  tests  (knowledge  test)

K
• Physical  &  motor  abilities  (physical  &  Motor    
fitness) S
• Psychometric  tests;  personality,  interest   A

IQ  (intelligence  
Quotient)

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FIGURE  6–5

Type  of  Question  Applicant  Might  Expect  on  a  Test  of  

Mechanical  Comprehension

Copyright  ©  2 011  Pearson  Education,  Inc.  p ublishing  a s  Prentice  Hall

6–21

Physical  Abilities  tests

• Physical  abilities:  pilot,  
Marines  ….
• Static  strength  
• Dynamic  strength
• coordination

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Motor  Abilities  tests

• Motor  tests:  for  finger  dexterity,  manual  
dexterity  &  reaction  time
• Using  Stromberg  dexterity  test  &  Purdue  Peg  
Board  

Measuring  Personality  &  Interests

• Most  employees  hires  based  on  the  
qualifications,  but  most  are  fired  because  of  
attitude,  motivation  and  temperament  

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Test  security  

• Test  taker  have  rights:

• -­‐ Confidentiality  of  the  results
• -­‐ Test  is  fair
• -­‐ Test  taker  signs  informed  
consent  to  use  the  result  of  
the  test  

Online  testing  and  data  analysis  

https://www.cebglobal.com/shl/us/

• As  candidate  answers  each  

question,  these  tests  adapt  the  
next  question   to  the  test  
taker’s  answer  to  the  previous  
question  

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Other  selection  methods

Work  samples  &  simulation

• Job  candidates  perform  one   or  more  actual  samples  of  

the  job’s   task  

• For  Example,  w ork  sample  for  a  cashier  m ay  include  

operating  a  cash  register  and  counting  m oney

• An  observer   monitors  the  performance  on  each  

task  ,  and  indicates  on  a  checklist  how  w ell  the  
applicant  perform    

Other  selection  methods

Situational  Judgement  tests
• Designed  to  assess   an  applicant's  judgement  
regarding  a  situation  encountered  in  the  workplace  

• You  are  a  sales  associate  in  one  of  the  electronic  shops.  
Many  customers  come  to  you  to  check   the  product  
with  you   and  then  buy   it  from  any  competitors  for  less  
money.  As  a  sales  associate,  you  should  provide  
exceptional  customer  service  and  m aximize  sales.  You  
get  a  w eekly  salary,  w ith  no  sales  incentives.    H ow  
would   you  respond   to   this  situation?  

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Other  selection  methods

• Verification  of  academic  credentials  

(some  employers  request  copies  of  grade  transcripts  or  

verification  that  the  applicant  attended  the  educational  
institutes  listed  on  the  resume  or  application  form;   example:  
diplomas,  MBA,  Certificates  …etc).

Other  selection  methods

• Work  reference  checks

– (to  get  in-­‐depth  information  about   the  quality  or  the  
quantity  of  candidate’s  w ork,  HR  professionals  must  
contact   former  supervisors,  clients  and  colleagues   in  
the  industry).

• Background  check  -­‐-­‐-­‐ criminal  records,  military  

service,  check  credit,  driving  records,  social  security  
number  

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Realistic  job  previews  (RJPs)

RJP  is  part  of  the  selection  process.    It    
provides  applicants  with  complete  information  
about  the  job  and  work  environment  in  the  
form  of:

–Tours  of  the  workplace

–Job  simulation
–Video  or  CD  presentation
–Automated  job   telephone  information  line

Interview  

• Seeking  oral  responses   to  oral  inquires

• Managers  use  several  interview  at  work    

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Types  of  Interviews

q Employment/ selection  interview
q Job  analysis  interview
q Performance  appraisal  interview  
q Exit  interview
q Learning  needs  assessment  
q Customer  needs  assessment
q Customer  feedback
q Disciplinary/  investigatory  interview

Interviewing  candidates    
• Selection  interviews  are  designed  to  determine  how  
well  the  candidate  meets  the  needs   of  the  
organization &  the  needs   of  the  job.

• As  a  fact,  organizations  rely  on  interviews  for  

qualifying   candidates  more  than  any  other  procedure  
in  the  selection  process.

• Therefore,  it  is  important  that  interviewers  are  

properly  trained  in  interviewing  techniques.
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Ways  to  conduct  Interviews

How  structured?   How  administered?  

• Unstructured   /   Content   • One-­‐on-­‐one

Nondirective • Via  committee=  
(type  o f  Qs)
• Structured panel  interview
• Mass  interview
• Situational   Q • Computerized  
• Behavioral  Q • Online-­‐webcam
• Job  related   Q
• Stress  Q

Structured  interviews  are  generally  

superior  
Ways  to  conduct  Interviews

• Unstructured  /  Nondirective  (randomly  chosen  

questions,   mostly  open  ended   questions)
– Most  common,  least  predictive,  and  prone   to  bias;  its  
purpose   is  to  promote  the  interviewee  to  discuss  himself  
/herself  

• Structured    (standardized  sets  of  questions)  

– More  predictive   of  job  success;  its  purpose   is  to   gather  
comparative  data;  less  chance  for  bias

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Types  of  Interviews

• Behavioral   Questions  (asking  how  specific  problems  

were  handled  in  the  past  ,  asking  about  actual  
situation)  
– Past  behaviors  m ay  be  good  predictors  of  future  behavior
“Can  you   think  of  a  time  w hen,…….   What  did  you   do?’

• Situational   Questions (asking   how  would  you  act  in  

response  to  hypothetical  situation)
– “Suppose  you   were  faced  w ith  the  following  situation…..  
What  w ould  you   do?”  

• Stress  Questions How  candidate  think  under  pressure

Interviewing  candidates  
• Phone  interviews
– (A   telephone  call   to  clarify   f ew  points  on   the   CV   can  be   a  
time  effective  w ay  to  pre-­‐screen  candidates.  Useful  w ith  
high  volume  of  applicants  for  a  job)

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Tips  for  effective  Interviewing  

Interviewing  skills  and  techniques:

• Analyze  the  job  

• Create  interview  questions  

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Tips  for  effective  Interviewing  

Interviewing  skills  and  t echniques:
• Plan  for  the  interview  -­‐-­‐-­‐-­‐-­‐ Be  Prepared  
• Be  on  time  
• Establish  and  maintain  rapport  
• Listen  carefully  -­‐-­‐-­‐-­‐ Give  the  applicant  full  attention
• Observe  nonverbal  behavior
• Ask  questions  -­‐-­‐-­‐ open  and  closed,  relevant  &  focused
• Provide  r ealistic  information
• Take  notes
• Keep  the  applicant  informed  after  the  interview  
• Summarize
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What  C an  Undermine  An  Interview’s  Usefulness?

Nonverbal behavior
First impressions (snap and impression
judgments)
management

Interviewer’s Factors  Affecting  An  

Applicant’s personal
misunderstanding Interview’s  
characteristics
of the job Usefulness

Candidate-order
Interviewer’s
(contrast) error and
inadvertent behavior
pressure to hire

Copyright  ©  2 011  Pearson  Education,  Inc.  p ublishing  a s  Prentice  H all

7–43

Interviews  errors  
• Stereotyping   (involves  forming  generalized  opinions   about  how  
people  of  a  given  gender,   appearance,  think,  act,   feel  or  respond)

• Inconsistency  in  questioning (involves   asking  different  

questions  of  different  candidates.    Example,  asking  a  candidate  to  describe  
his/her  success  on  previous   jobs,  while  another  one  is  not  asked  to  do  so).

• First  impression  error (the  interviewer   makes  snap  judgments  

and  lets  his/her  first  impression  – either  positive   or  negative  – cloud  the  
entire  interview).

• Halo/horn  effect (in  halo  situation,   the  interviewer   allows  one  

strong  point  that   s/he  values  highly   to  overshadow  all  other  information.    
Horn  is  the  opposite).

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Interviews  errors  
• Contrast  effect (good  candidates  who  interview   after  weak  
ones  may  appear  more  qualified   than  they  actually   are  because  of  the  
contrast).

• Nonverbal  bias (undue  emphasis  is  placed  on  nonverbal   cues  

that  are  unrelated  to  job  performance.    Example:  distracting   manners)

• Similar-­‐to-­‐me  error (this  involves  picking  candidates  based  

on  personal  characteristics   that   they  share  with  the  interviewer   rather  
than  job  related  criteria.    Example:  hardworking)

• Cultural  noise (is  the  failure   to  recognize  responses  of  a  

candidate  that   are  socially   acceptable  rather   than  factual.    Example:  
candidates  may  give  responses  that  are    “politically   correct”   but  not  very  
revealing).  

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What  is  next  ?

Verbal  job  offer

Discuss  offer  parameters

Written  job  offer

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Employment   Offer
Tips:
• Clearly   state  the   terms   of  the  offer
• Set   reasonable   acceptance   deadline
• Clarify   any  contingencies   (reference  checking,  physical  
examination,  drug  testing  …etc)
• Clarify   acceptance   details   (requiring  a  signature  returned  
on  a  duplicate  copy  of  the  offer  letter)
• Don’t  loose   touch  with   the   candidate   once   the  
offer  is  accepted
• Quote   salary   terms   in  monthly  gross   not  net.

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Recruitment  &
Placement
Topic  3/  session  7
Selection  &  Employee  retension
and  downsizing  

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Goal
• To develop HR Managers capable of
determining what a job entails,
recruiting candidates effectively and
selecting the best candidate for the job

Road  Map
Main Introduction
Session 1
1. Job analysis
Session 2 2. Conduct Job Analysis
Session 3 3. Job analysis & documentation
Session 4 4. Recruitment/ planning & forecasting
Session 5 5. Sources of candidates
Session 6 6. Selection: Tests/ interviews
7. Interview skills – Role play
Session 7
Employee retention & downsizing
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Acquire

Improve

Selection  
Retain

Objectives
By  the  end   of  this  session,  participants  will  be  able  to:

• Conduct  employee  selection  interview

• Describe  a  comprehensive   approach  to  retaining  

employees

• Discuss  organizational  exit  &  downsizing   &  

outplacement  

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Role  play  for  15  min  

• One-­‐on-­‐ one  selection  interview  

Observe  the  role  p lay  

and  d iscuss;
• What  went  right?
• What  need  
improvement?

Turnover  

Voluntary Involuntary
(better  jobs  &   (poor  performance)  
planned  reduction)  

Turnover  is  expensive,    Reduce  all  types  of  

turnover  is  always  better  

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organization's  
strategic  planning  
Job  description  and  
specification

Acquire
Workforce  planning   Improve Retain
&  forecasting
Recruiting:  build  a  
pool  of  candidates

Selection  &  Hiring

HR  practices  to  reduce  the  turnover

• Training  &  development

• Promotion  opportunities
• Pay  &  reward
• Relationship  
• Family-­‐friendly  policies  =  
work-­‐life  balance  

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Downsizing  
Almost  all  employers  experience  the  need  to  
reduce or  adjust their  workforce  at  one  time  or  
another.    The  most  common  reasons  are:
– Downturn  in  business
– Financial  difficulties
– Technological  developments
– Reorganization  or  restructuring
– Mergers  and  acquisitions
– Business   obsolescence   or  relocation

Downsizing
The  process  of  downsizing  is  followed  up  with  
employees  leaving  the  organization

Organizational  exit  
Organizational  exit  is  the  term  used  to  describe  the  
process  of  managing  the  way  people  leave  an  organization
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Downsizing  &  Organizational  Exit

Employees  in  a  downsized  environment:
HR  professionals   must  not  only  help  separated  
employees in  a  downsizing,   they  must  also  help  
retained  employees  confront:
Feelings  of  
–Diminished   job  security
–Increased  workload stress  and  
–Different  work  assignments behavioral  
–Changed  organizational  priorities resistance  
–The  loss   of  colleagues.
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Downsizing  &  Organizational  Exit

• Feeling  of  stress  is  generated  in  retained &  

separated employees  
How  can  HR  help?

Retained  employees   Separated  employees  

Convert   feeling  back  to   Exit  interview&  

commitment    &  productivity Outplacement  

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Downsizing  &  Organizational  Exit

• It  is  challenging  to  convert  such  feelings  of  distress  
and  behavioural  r esistance  back  to  commitment   and  
productivity.

• Steps  the   HR   must  take  to  help   employees  

through  the   transition:
– Effective  Communication
– Behavioral support  &  c ontrol
– Short  transition  period
– Leadership
– Job  definitions  and  responsibilities
– Rewards
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• Exit  interview  
• Outplacement  

Exit  Interviews
• It  is  an  interview  conducted  when  an  employee   is  
voluntary  terminating  with  a  company.

• They  provide  an  opportunity   to  gain  information  on  

conditions   in  the  organization  as  well  as  specific  
issues   that  may  have  contributed  to  the  employee’s  
decision   to  leave.

• Exit  interviews  are  conducted   with  voluntary  

terminations.
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Exit  Interviews
How  t o  conduct  t he  e xit  interview:
• Some  organizations  use  exit  form  to  collect  information.

• There  is  much  value  in  conducting  face-­‐to-­‐face   exit  

interviews,  despite  the  fact  that  they  consume  time  and  
efforts.

• Face-­‐to-­‐face   exit  interviews  allow  interviewers    to  

observe  nonverbal  cues  and  probe  for  deep  details.  
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Exit  Interviews

What to ask in an exit interview:

• Initial  selection   practices • Direct   supervision
• Orientation   process • Ideas  for  improving  the  
• The  degree  to  which  the  job  met  the   department   in  which  s/he  
individual’s   expectations. worked
• Training  &  development   provided • What  was  enjoyable
• Opportunities   for  advancement • What  was  frustrating
• Organizational  culture • Ideas  for  improving  the  
• Organizational  communication individual’s   position
• Whether  the  individual   would  
• Compensation   &  benefits recommend   employment  with  
the  organization  to  others

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Outplacement
It  is   a  systematic   process   that  includes:

– Helping  dismissed  w orkers  deal  w ith  the  psychological  

stress  of  losing  a  job

– Conducting   personal  assessment  and  vocational  tests  

to  determine  w orkers’  abilities  and  job   preferences

– Helping  w orkers  w ith  job  searches  and  assisting  w ith:

• Creating  resumes
• Developing  interviews  skills
• Learning  marketing  techniques   and  strategies
• Negotiating   salary  and  benefits
• Evaluating  job  offers
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Outplacement
Benefits  of  outplacement  services
• Enhances   the   morale   of  those   who  remain

• Ensures   that  future  reductions   will   be  less  

stressful  and  traumatic

• Enables   employees   to  find  jobs  faster  than  

might   otherwise   be   possible

• Reduces   the   threats  of  litigation

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