This document provides an overview of recruitment and selection processes. It discusses evaluating recruitment efforts, internal and external recruiting sources, the selection process including interviews and testing, job analysis, diversity, and individual differences as they relate to organizational behavior. The key points are that recruitment should attract qualified candidates, selection involves screening and evaluating applicants, and understanding individual differences is important for predicting behavior in organizations.

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MGMT 200
Recruitment of Job Candidates
& Employee Selection
Employee Recruitment
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Recruiting GoalsTo provide information that will attract a
significant pool of qualified candidates for current or
anticipated job vacanciesFactors that affect recruiting efforts
Organizational size
Employment conditions in the area
Working conditions, salary and benefits offered
Organizational growth or decline
Job appeal/attractiveness
Recruiting source should match position to be
filled
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2. Before Recruitment Begins…Needs Assessment/Performance
ExpectationsGap analysisSkills deficits/new KSAO needsNew
position or replacement for existing position (upgrade,
downgrade?)Workforce/Resource ManagementDo the KSAOs
currently exist anywhere within the organization?Short-term
need or long-term need?Budget PlanningCompensation/benefits
allocation based on thorough job analysis and benchmarking
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Internal Recruiting Sources
Advantages of internal recruiting include:
good employee relations
morale building
encouragement of ambitious employees and fostering
diversity and inclusion
availability of information on existing employee
performance
cost-savings
internal candidates’ knowledge of the organization
the opportunity to develop mid and top-level managers
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External Recruiting SourcesEmployee Referrals
External applicants referred by employees more likely to accept
an offer, and remain with organization longer
Issues include favoritism, “just like me” phenomenon, ideal fit
for the jobAdvertisements – print & onlineEmployment agencies
– executive search firms, skill-specific, temporary job
needsTrade schools, colleges, and universitiesProfessional
organizations, networkingWalk-insPassive candidates -
technology tools enable greater outreach
Facebook, LinkedIn, Google+

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Evaluating Recruitment EffortsRecruitment outcomesCosts per
hireTime to fill open positionsNumber of qualified
candidatesApplicant predictors and criteriaWhich recruitment
sources produce more qualified candidatesMeasures of
selection, performance, turnoverApplicant reaction
measuresLocation and wording of advertisementInteraction with
organizational representative Realistic job preview
(RJP)Organizational reputation/imageCompetitors in industry or
locationBenchmarking & best practices
Current data, archival data, longitudinal data
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The Selection Process – 8 StepsInitial screening interviewOften
done by HRCompletion of the application formLegally binding
documentCaution with biodata items!Employment testsSkills
testsPerformance simulation/in-basketAssessment
centersComprehensive interviewBehavioral/Experiential focus
is idealRealistic Job Preview (RJP) should be offered
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Selection Process – 8 StepsBackground
investigationCriminalEmployment verification Education
verificationDriving recordCredit Conditional job
offerEmployment at willPhysical exam/drug testingOfficial job
offer/applicant decision

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Selection Process: Employment TestsCognitive ability tests:
basic skills, question & answerPsychomotor/Physical ability
tests: manual dexterity, reaction time, lifting strength,
speedPerformance simulation tests: requires the applicant to
engage in job behaviors necessary for doing the job successfully
Work sampling: Job analysis is used to develop a miniature
replica of the job on which an applicant demonstrates his/her
skills (In-Basket)Assessment centers: A series of tests &
exercises, including problem solving and role play, used to
assess managerial potential or complex sets of skillsIntegrity
tests: Ask for honest responses and attitudes about theft and
measure traits linked to theft-related employee behaviors (e.g.,
low work ethic, lack of accountability)
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Structured InterviewsUnderstand the Applicant
Clarify and confirm resume information
Obtain new informationPredict Job Performance
Ask questions focused on past behavior – why?
Experiential/Behavioral Interviews
Ask questions focused on knowledge and skillsPredict
Organizational Fit
Use several interviewers
Combine interview impression with test scoresSell the
Organization to the Applicant
Provide information about the position/organization
Realistic Job Preview
Answer applicant questions

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Factors Impacting InterviewsPresence of interviewer
stereotypes/biassimilarity of candidate &
interviewerInterviewer knowledge of jobMethod used by
interviewer to combine informationNonverbal behavior of
candidateInterviewer error halo, leniencyOrder effectsrecency,
primacyQuality of competing candidatesInterviewer
experienceApplicant physical appearanceAttention to factual
detail by interviewerExtent to which interview is structuredNote
taking by interviewerUse of same interviewer(s) for all
candidates
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What About References?References are not good predictors of
performanceLow validityLow reliabilityHigh leniencyPotential
fear of defamationFear of inaccuracy, negligenceHigher
correlation between two letters written by the same person for
two people than between letters written by two people for the
same personThey say more about the person writing the letter
than the person being written about
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Job Analysis is Critical to Validity and Reliability of Selection
Methods!
Job Analysis
Are the job elements, or constructs, necessary for effective job
performance?
Is the assessment tool an appropriate measure of the job
elements?

6. How well does the assessment tool predict critical work
behaviors?
How clear are the KSAOs for test score raters in making
accurate and consistent judgments?
How well do the assessment items represent the content of the
job?
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Your Job Search: Effective ResumesClear and Succinct
Length
Font & Format
Wording/LanguageNo grammar, spelling, or factual
mistakesApplicant history and professional strengths
Highest degree
Work and volunteer experience
Computer skills
Other skills, relevant accomplishments
Languages spoken
Leadership experience
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Your Job Search: Effective Cover LettersOpening Paragraph
This is the job I am applying for
This is how I know about the job
I have included my resume for your reviewSecond Paragraph
I am qualified, and this is why…
These are my relevant KSAOs and how they align with the job
posting specificationsLast Paragraph

7. Why I am interested in this job and this organization
Looking forward to response when convenient
Contact information is at header of cover letter and resume
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Your Job Search: Interview SuccessSuggestions for successful
interviews as an applicant:
Do some homework on the company.
Develop compelling questions!
Get a good night’s rest the night before.
Dress appropriately.
Arrive for the interview a few minutes early.
Use a firm handshake.
Maintain good eye contact.
Take the opportunity to have practice interviews.
Thank the interviewer(s) at the end of the interview and follow
up with thank you notes/emails.
MGMT 200
Personality &
Individual Differences
What is Personality?
Personality is defined as the combination of characteristics that
comprise a person’s unique nature

8. Nature vs. Nurture
Proactive vs. Reactive
Organizational Needs…is there an “ideal personality” type?
One size does not fit all!
Big Five Personality Model
Extraversion: Outgoing, sociable, assertive
Agreeableness: Good-natured, cooperative
Conscientiousness: Responsible, dependable
Emotional stability: Secure, relaxed, calm
Openness to experience: Imaginative, broad-minded
Personality: Jung TypologyFour personality dimensions that
identify 16 different personality types:
Extraversion-Introversion
Sensing-Intuitive
Thinking-Feeling
Judging-PerceivingAlso researched by Myers & Briggs, and
KeirseyJob characteristics matched to individual traits,
preferences
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Fig. 2.3
Personality & Locus of Control
INTERNALS
EXTERNALS
People and circumstances control my fate!

9. I control what
happens to me!

11. A person’s general predisposition to feel and exhibit certain
behaviors
Negative Affect (NA)
Individuals prone to experience anxiety, depression, guilt,
cynicism
Positive Affect (PA)
Individuals prone to describe themselves
as cheerful, enthusiastic, confident, active, &
energetic
Emotional intelligence (EI)
Ability to understand others’ emotions, manage relationships
well
Personality & Affect

12. Positive & Negative Emotions
Emotions are the most short-lived, and often intense, range of
feelings we experience!
Can lead to changes in our mood, which are longer-lasting.
How do emotions & moods influence organizational behavior?
Emotion and mood contagion
spillover effects of one’s emotions and mood onto others –
stress and coping mechanisms factors
Emotional labor
regulating one’s emotions to display those desired by the
organization
Emotional dissonance
inconsistencies between emotions we feel and emotions we
project
Understanding Individual Differences
Important for predicting individual & group behavior across
situations:
Self awareness: a conscious understanding of ourselves
(personality, talents, preferences and biases)
Self-monitoring: adjusting behavior to situational factors
Self-concept: the perception individuals have of
themselves
Self-esteem: belief in one’s self worth
Self-efficacy: belief in one’s ability to accomplish a
task
Link between Individual Differences

13. & Behavior in Organizations
Figure 3.1: The Link between Attributes and Behavior in
Organizations
Source: K. R. Murphy (1996a).
A Combination of
“Can-do” &
“Will-do”
Workforce DiversityDiversity: Variation in the human
characteristics that distinguish one individual from one
anotherTrends Affecting Workforce Diversity
Economy, cost of living = dual-income households
Globalization
Demographics = age/generation groups, ethnic and racial shifts
Employment Legislation in the U.S.Title VII of the Civil Rights
Act of 1964
Prohibits discrimination based on race, religion, sex, national
origin, and veteran status in all employment decisions, applies
to any organization with 15 or more employees
Enforced by the Equal Employment Opportunity Commission,
or the EEOCAmericans with Disabilities Act (ADA)
Protects rights of people with disabilities involving forms of
impairment, limitations, and inability to perform normal daily
functionsAge Discrimination in Employment Act (ADEA)
Protects employees and job applicants from
discrimination on the basis of age for everyone over
the age of 40

14. Benefits of Workplace DiversityCompanies that promote equal
employment opportunity generally do better at attracting and
retaining talented employees
Diversity of talents and skills enables competitive
advantageGlobal marketplace demands a workforce with
language skills, cultural sensitivity, and awareness of global
differencesCompanies with effective diversity programs can
avoid lawsuits and damage to their reputationProgressive
organizations:
articulate a clear diversity mission, set objectives, and hold
managers accountable for fair decisions and actions
find the most diverse possible pool of qualified candidates
help employees trying to balance the complex, multiple
demands of work a -life balance support
and programs
provide awareness training and opportunities for collaboration
across diverse work groups
identifying in-group/out-group mentality and stereotypes
focus on inclusion
TED Talk:
Susan Cain – The Power of Introverts
TED Talk: Susan Cain - The Power of Introverts