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Recruitment

Recruitment. Company considers: 1) internal vs. external recruitment 2) train or hire with existing skills 3) cost per applicant 4) cost per qualified applicant 5) use of a realistic job preview (RJP) recruitment methods. Evaluating Recruitment Effectiveness. Time to fill

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Recruitment

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  1. Recruitment • Company considers: • 1) internal vs. external recruitment • 2) train or hire with existing skills • 3) cost per applicant • 4) cost per qualified applicant • 5) use of a realistic job preview (RJP) • recruitment methods

  2. Evaluating Recruitment Effectiveness • Time to fill • Retention rates • Cost per hire • Number of applicants • Job performance of new hires • EEO/diversity impact

  3. Cover Letter Paragraphs • Opening Paragraph • Here is my resume • This is the job I am applying for • This is how I know about the job • Second Paragraph • I am qualified • Here is why • Optional Paragraph • Why your organization? • Last Paragraph • Looking forward to hearing from you • Here is how to reach me

  4. Sample Professional Strengths • Highest degree • Work experience • Computer skills • Other skills • Languages spoken • Leadership experience • International travel • Personal traits

  5. Sample Highlights • Minor or concentration • GPA (overall, major) • Clubs • Leadership positions • Community service • Worked to finance education • Internships

  6. Optimal Employee Selection Systems • Are Valid • Based on a job analysis (content validity) • Predict work-related behavior (criterion validity) • Reduce the Chance of a Legal Challenge • Face valid • Don’t invade privacy • Don’t intentionally discriminate • Minimize adverse impact • Are Cost Effective • Cost to purchase/create • Cost to administer • Cost to score

  7. Structured Interviews are Optimal…. Unstructured Interviews are NOT!

  8. Interview Steps • Conduct a thorough job analysis • Determine best way to measure each KSAO • Construct Questions • Determine rating anchors for each question • Choose two or more members for the interview panel

  9. Interviewing Applicants • Build rapport • Explain the process and the agenda • Ask the questions • Score the answer and take notes after each question • Provide information about the job and the organization (e.g., salary, benefits, climate) • Answer interviewee’s questions • End the interview on a pleasant note • Document, document

  10. First Impressions & Primacy Effects Lack of Job Relatedness Confirmation of hypothesis Contrast effects Negative Information Bias Similar-to-me Physical attractiveness Sex bias Non-verbal cues Interviewers vary in decision-making Experience has no effect Reasons for lack of prediction or Problems with interviews

  11. Ways to make interviews more effective • Only use the interview to assess what it can reliably assess • Structure the interview (based on job analysis to be reliable and valid) • Fit the interview • 1. Panel interview • 2. Situational interview • Interviewer Training

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