Human Resource Management Recruitment and Selection Project
The Strategic Role of Human Resources Decision Making Planning & Staffing– HRMN 3830 Melanie Reed, MBA, CPHR, SWFP, CMS Fall 2019 What do employers look for in an applicant? Selection Errors This Photo by Unknown Author is licensed under CC BY-SA http://www.stubbornmule.net/2012/08/trust/ https://creativecommons.org/licenses/by-sa/2.5/ Implicit theories – personal beliefs that are held about how people or things function, without objective evidence and often without conscious awareness. Selection Errors Selection Errors Satisficing = when employers make an acceptable or adequate choice rather than the best or optimal choice. Organizational fit = applicant’s overall suitability for the organization and it’s culture. Context for Selection Decisions Possible Outcomes of Selection Ghosting…it’s not just a dating problem! https://www.cbc.ca/news/business/job-market-employers-employees-ghosting-1.5350709 https://www.cbc.ca/news/business/job-market-employers-employees-ghosting-1.5350709 Recruitment Tip – what do you do when the candidate “ghost’s you?” https://business.linkedin.com/talent-solutions/blog/talent-on-tap/2018/the- simple-phrase-linkedins-head-of-recruiting-uses-to-grab-candidates-attention https://business.linkedin.com/talent-solutions/blog/talent-on-tap/2018/the-simple-phrase-linkedins-head-of-recruiting-uses-to-grab-candidates-attention Pure judgment approach: an approach in which judgmental data are combined in a judgmental manner Trait rating approach: an approach in which judgmental data are combined statistically Methods of Collecting and Combining Applicant Information • Data collected is based on decision makers judgement or subjective perspective on applicant. • Reliance on “gut” feel for applicant. • Ratings are formed based on judgement, but then are combined statistically and candidates are scored. Methods of Collecting and Combining Applicant Information Profile interpretation: an approach in which statistical data are combined in a judgmental manner Pure statistical approach: an approach in which data are combined statistically • Data collected is statistical however, a subjective impression of this information is formed on the candidate. • Data is collected and combined statistically and scored and ranked based on scores. Judgmental composite: an approach in which judgmental and statistical data are combined in a judgmental manner Statistical composite: an approach in which judgmental and statistical data are combined statistically Methods of Collecting and Combining Applicant Information • Uses a mix of judgement and statistically data, but forms a subjective opinion of applicant. • Data combined is judgemental and statistically, but ratings and scores are combined in a formula to give an overall score for each candidate. Methods of Collecting and Combining Applicant Information Data for Decision Making Incremental validity: the value in terms of increased validity of adding a particular predictor to an existing selection system Cut-off score: a threshold; those scoring at or above the cut-off score pass, those scoring below fail Selection ratio: the proportion of applicants for one or more positions who are hired Incremental Validity and Cut-off Score Decision-Making Models • Unit and Rational Weighting • Multiple Regression Model • Multiple Cutoff Model • Multiple Hurdle Model • Combination Models • Profile Matching Model Making Selection Decisions Top-down selection involves ranking applicants on the basis of their total score, selecting from the top down until the desired number of candidates has been selected. • based on the assumption that individuals scoring higher will be better performers on the job than those scoring low • considered the best approach for maximizing organizational performance Making Selection Decisions Banding is a grouping process that takes into account the concept of standard error of measurement; involves grouping applicants based on ranges of scores • Cut-off scores are actually a form of banding where there are two bands. Making Selection Decisions Making Selection Decisions Selection systems recommendations: • Use valid selection instruments. • Dissuade managers from making selection decisions based on gut feelings or intuition. • Encourage managers to keep track of their own selection “hits” and “misses.” • Train managers to make systematic selection decisions. • Periodically evaluate or audit selection decisions in order to identify areas needing improvement. Template: Rating and Scoring Behavioral Interview Questions A rating scale is the basis on which all candidates are evaluated. Use the template below to help define your organization’s rating scale. Rating Scale Directions: List the rating values in the first column, and describe what each rating value means in the column labeled “Definition”. Example – Rating Scale: Rating Values Definition Far Exceeds Requirements Perfect answer. Demonstrates competency accurately, consistently, and independently. All points relevant. All good examples. Exceeds Requirements Demonstrates competency accurately and consistently in most situations with minimal guidance. Many good examples. Meets Requirements Demonstrates competency accurately and consistently on familiar procedures and needs supervisor guidance for new skills. Some good examples. Below Requirements Demonstrates competency inconsistently, even with repeated instruction or guidance. Few good examples Significant Gap Fails to demonstrate competency regardless of guidance provided. No good examples. Rating Scale Rating Values Definition A rating guide helps to define expectations for individual behavioral interviewing questions. Use the template below to help define your organization’s rating guide. Rating Scale Directions: List the rating values in the first column, and a behavioral example that would merit each value in the column labeled, “Behavioral Example/Representative Response.” Example – Rating Guide: Behavioral Question: Tell me about a time when a team project did not go as expected. Competency and Definition: Collaboration - Ability to work in a team environment, shares resources, focuses on mutual wins and successes, fosters open dialogue. Rating Value Behavioral Example/Representative Response Far Exceeds Requirements When I worked for ABC company, the team I worked on was responsible for developing instructional materials and providing training for a new system that was being implemented across the country. To do so, my team worked across the organization, gaining insights about the new technology and associated operating procedures. As a part of this team, I was self-directed and worked diligently to communicate and share resources to complete this task according to our project deadlines; however there was a software glitch that didn’t occur during initial testing, and came up during training. As a result, the program implementation was delayed and I needed to support my team as we revised the training materials appropriately and prepared our instructors to understand the impact of this change. We were able to have the materials ready for the next round of systems training and as a result of our efforts, the system was well received by our clients. Exceeds Requirements When I worked for ABC company, the team I worked on was responsible for developing instructional materials and providing training for a new system that was being implemented across the country. To do so, I worked with a colleague to interact with members throughout the organization, gaining insights about the new technology and associated operating procedures. During this project there was a software glitch that didn’t occur during initial testing, and came up during training. As a result, the program implementation was delayed and my team needed to revise the training materials appropriately. We were able to have the materials ready for the next round of systems training. Rating Value Behavioral Example/Representative Response Meets Requirements When I worked for ABC company, the team I worked on was responsible for developing instructional materials and providing training for a new system that was being implemented across the country. To do so, I supported my colleagues by incorporating their system and operational procedure findings into new training materials. During this project there was a software glitch that didn’t occur during initial testing, and came up during training. As a result, the program implementation was delayed and we needed to revise the training materials appropriately. I was able to help my team prepare the materials in time for the next round of systems training. Below Requirements When I worked for ABC company, the team I worked on was responsible for developing instructional materials and providing training for a new system that was being implemented across the country. I put together the training materials, and while we were getting them ready there was a system glitch that occurred. I thought it was how the system was supposed to work and didn’t report it to anyone. During training this issue came up again and as a result they had to delay the implementation. Someone else on my team changed the training materials so that they were correct. Significant Gap When I worked for ABC company, the team I worked on was responsible for developing instructional materials and providing training for a new type of software. During training there was a glitch that came and we had to change the training materials. Rating Guide Behavioral Question: ___________________________________________________________________ _____________________________________________________________________________________ Competency and Definition: ______________________________________________________________ _____________________________________________________________________________________ Rating Value Behavioral Example/Representative Response HRMN 3830 Winter 2020_Instructor: Melanie Reed 1 Recruitment and Selection Project HRMN 3830 – Winter 2020 Purpose: The purpose of this assignment is to provide students with an opportunity to apply their classroom learning in a practical scenario. Students will work independently to design an effective recruitment and selection process based on a case study analysis of an existing process. Completing this project will help students apply the theories and methods for job analysis, developing job descriptions, developing and implementing recruitment strategies and action planning, and applying selection and decision making methods. Learning Objectives: After completing this project, students will be able to: design a job analysis process; develop an effective job description; develop a recruitment and selection action plan; develop an effective interview process; identify and develop appropriate methods for selection decision making; develop a reference and back-ground checking process; give and receive effective feedback to their peers; and, understand the importance and complexity of developing effective recruitment and selection processes. Project Overview: Each student will design an