Recruiting and Selection
Recruiting <ul><li>A. Internal v. external </li></ul>
Sources of Job Applicants ADVANTAGES DISADVANTAGES Internal <ul><li>Morale of promotee </li></ul><ul><li>Better assessment...
<ul><li>“New blood” bringing new perspectives </li></ul><ul><li>Cheaper and faster than training professionals </li></ul><...
Recruiting B. What makes recruiting effective/ ineffective?   C. How many and what types of contacts should be made?  D. W...
Recruiting <ul><li>E. What methods should you use to look? </li></ul>F. What is an RJP? G. How do you evaluate the effecti...
Proof of Job Relatedness <ul><li>A. Reasons to show job relatedness </li></ul>B. Uniform guidelines C. Validity 1. Constru...
Proof of Job Relatedness C. Validity (continued) 4. Predictor/Criterion Relationship a. Strength b. Statistical significan...
Selection Predictors 1. Ability a. Cognitive ability b. Mechanical knowledge c. Psychomotor 2. Personality and interest 3....
Selection Predictors 4. Training and experience 5. Interviews 6. Graphology 7. Assessment centers A. Tests (continued)
Selection Predictors B. Valid predictor v. addressing adverse  impact C. Usage 1. Possibly violating legal requirements an...
Selection Predictors C. Usage (continued) 3. Multiple predictors a. Multiple hurdles b. Compensatory c. Combined
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23454029 recruiting-and-selection

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23454029 recruiting-and-selection

  1. 1. Recruiting and Selection
  2. 2. Recruiting <ul><li>A. Internal v. external </li></ul>
  3. 3. Sources of Job Applicants ADVANTAGES DISADVANTAGES Internal <ul><li>Morale of promotee </li></ul><ul><li>Better assessment of abilities </li></ul><ul><li>Lower cost for some jobs </li></ul><ul><li>Motivator for good performance </li></ul><ul><li>Causes a succession of promotions </li></ul><ul><li>Have to hire only at entry level </li></ul><ul><li>Inbreeding </li></ul><ul><li>Possible morale problems of those not promoted </li></ul><ul><li>“Political” infighting for promotions </li></ul><ul><li>Need strong management-development program </li></ul>
  4. 4. <ul><li>“New blood” bringing new perspectives </li></ul><ul><li>Cheaper and faster than training professionals </li></ul><ul><li>No group of political supporters in organization already </li></ul><ul><li>May bring industry insights </li></ul><ul><li>Helps meet equal employment needs </li></ul><ul><li>May not select someone who will “fit” the job or organization </li></ul><ul><li>May cause morale problems for internal candidates not selected </li></ul><ul><li>Longer “adjustment” or orientation time </li></ul><ul><li>May bring in an attitude of “This is the way we used to do it at XYZ Company” </li></ul>ADVANTAGES DISADVANTAGES External Sources of Job Applicants (cont’d)
  5. 5. Recruiting B. What makes recruiting effective/ ineffective? C. How many and what types of contacts should be made? D. Where should you look?
  6. 6. Recruiting <ul><li>E. What methods should you use to look? </li></ul>F. What is an RJP? G. How do you evaluate the effectiveness of your recruiting efforts?
  7. 7. Proof of Job Relatedness <ul><li>A. Reasons to show job relatedness </li></ul>B. Uniform guidelines C. Validity 1. Construct 2. Content 3. Criterion a. Predictive b. Concurrent
  8. 8. Proof of Job Relatedness C. Validity (continued) 4. Predictor/Criterion Relationship a. Strength b. Statistical significance 5. Why is validity important? D. Reliability
  9. 9. Selection Predictors 1. Ability a. Cognitive ability b. Mechanical knowledge c. Psychomotor 2. Personality and interest 3. Work sample tests A. Tests
  10. 10. Selection Predictors 4. Training and experience 5. Interviews 6. Graphology 7. Assessment centers A. Tests (continued)
  11. 11. Selection Predictors B. Valid predictor v. addressing adverse impact C. Usage 1. Possibly violating legal requirements and reducing potential productivity . 2. Reference and recommendations; low validity, high face validity
  12. 12. Selection Predictors C. Usage (continued) 3. Multiple predictors a. Multiple hurdles b. Compensatory c. Combined

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