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Introduction to Recruitment — Transcript

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0:00[Music]
0:19you
0:23recruiting is the process of creating a
0:25reasonable pool of qualified candidates
0:27for a job opening
0:31notice that this definition identifies
0:34the fact that we need qualified
0:36applicants in a recent study 84% of HR
0:40professionals reported candidates having
0:42applied skill deficits such as problem
0:44solving skills and 68% were having
0:47difficulty in filling jobs recruiting
0:51does us no good if the candidates whom
0:52we attract are not qualified for the
0:54work in recruiting we want to use a
0:58series of tools to show the candidates
1:00why they might want to become part of
1:02the organization but it's critically
1:05important that the candidates that we
1:06show are in fact qualified for the job
1:09we need to fill when should we go
1:13through the recruiting process and what
1:15alternatives do we have to recruiting
1:17and who should we recruit or where
1:19should we recruit our applicants from in
1:21terms of sources and methods we have to
1:24set policies on these topics in order to
1:27maintain consistency and we need
1:29consistency in order to be fair and
1:31equitable so that we can defend our
1:33processes if it becomes necessary so
1:36what do we have to think about and in
1:38what level of detail we have to think
1:42about a lot of things as we work to Ally
1:44a shortage of people within a company we
1:46need to determine how we're going to go
1:49through the recruiting process before we
1:51start trying to recruit new members into
1:52our workforce among other things we have
1:57to answer the following questions under
2:00what conditions will we recruit new
2:01people into the company
2:03where should we recruit what primary
2:05recruiting sources will provide us our
2:07best recruits we have to make these
2:12determinations based on our particular
2:14company characteristics taking into
2:16account all of the information from our
2:18forecasting processes we might be able
2:22to solve our problem with temporary
2:23employees instead of new full-time
2:25workers we have to weigh all of the
2:29available options is an example and we
2:32should generally have a policy that
2:33tells us when we should use each option
2:36we need to analyze each of the options
2:39for mitigating the labor shortage other
2:41than making new hires and we need to
2:43create a policy concerning when of each
2:46of these options is useful to our
2:48organization we also need to identify
2:51our effective labor market do we plan to
2:54recruit only from local sources as an
2:56example the first factor is simple can
3:01we find the right number and types of
3:03employees if we recruit locally if so
3:06then we may be able to work only in our
3:09local labor market we have to create
3:13policies concerning when and how we
3:15recruit from our current employee pool
3:17and when we go outside the organization
3:19why probably the biggest reason is that
3:22our employees perceive fairness in our
3:24recruiting process they might begin to
3:29show less loyalty to the organization
3:31because they feel the organization
3:33failed to show them loyalty through the
3:35recruiting decision if our policies say
3:38that we go outside for recruits then
3:41it's unlikely that anyone in the
3:42organization would have the skillset
3:44necessary to do the job identified in
3:46our job specification we bring new
3:50people with new ideas in the
3:52organization with different skills we
3:54may also identify specific occupations
3:57in our organization that we typically
3:59recruit from the outside usually due to
4:02the need for this specialized skill set
4:05these are just a few of the things that
4:07we need to consider as we create our
4:09recruiting policies specific to internal
4:12or external methods of recruitment
4:14internal recruiting involves filling job
4:17openings with current employees or
4:19people employees know here we'll discuss
4:23internal recruiting sources promote
4:26ability ratings and managerial
4:28sponsorship and the advantages and
4:30disadvantages of internal recruiting
4:34there are two common types of internal
4:37recruiting promotions from within an
4:39employee referrals when it comes to
4:43promotion from within as an internal
4:45recruiting method the organization has
4:47several options
4:48we can use open targeted or closed
4:50recruiting methods open recruiting
4:53consists of advertising the job openly
4:55within the organization and anyone who
4:58meets the qualifications can apply for
4:59the job opening targeted recruiting is
5:04pretty much what it sounds like we do
5:06not openly advertise the position
5:07internally instead we ask managers to
5:10privately nominate workers who they feel
5:12would be able to do the job that needs
5:14to be filled
5:15HR then evaluates the candidates put
5:18forward by the managers and then
5:19forwards the list of the best candidates
5:21to the hiring manager finally closed
5:26recruiting occurs when hiring managers
5:28have a need to fill a position and they
5:30communicate that need to HR HR
5:33recruiters then search the
5:34organization's files for people who have
5:37the requisite skills and qualifications
5:39and send a list of such individuals to
5:41the hiring manager one of the difficult
5:45issues the organization may run into if
5:47it chooses an internal recruiting option
5:49is the presence of a bona fide seniority
5:51system meaning a system that gives
5:53preference to individuals with longer
5:56tenure in the organization we can do
6:00some things within the organization to
6:02make internal recruiting processes go a
6:04bit smoother in most cases we may use
6:08some other tools to assess promote
6:10ability in our efforts to find the best
6:12qualified individuals within an
6:14organization we can have each of our
6:16employees complete a self-assessment and
6:18we can also ask peers to assess their
6:20co-workers for promote ability we can
6:24also request managerial sponsorship for
6:27a person to be considered for job
6:28opportunities through internal
6:30recruiting in this case we would ask
6:32managers to provide their sponsorship
6:34for an individual before that person
6:36would be considered for a promotion
6:38through the internal recruiting process
6:41possible advantages of internal
6:43recruiting include increases in
6:45organizational commitment the internal
6:48recruit will be more able to learn about
6:49the big picture of the company and the
6:51individual also has shown at least some
6:54interest in the organization further the
6:57organization has existing knowledge of
6:59the applicant and a record of previous
7:00work the
7:02organization can save money by
7:03recruiting internally because of lower
7:05costs and internal recruiting is usually
7:08faster disadvantages include the pool of
7:12applicants being significantly smaller
7:14in internal recruiting and there'll
7:16still be a job to fill when all is said
7:18and done further success in one job
7:21doesn't necessarily mean success in
7:23another an external candidate may have
7:25better qualifications and current
7:27employees may feel entitled we may
7:31create or perpetuate a strong resistance
7:34to change or stifle creativity and
7:36innovation because everyone in the
7:38organization even new hires are part of
7:41the old organizational culture
7:44understanding internal recruiting
7:46enables managers to make the best
7:48possible hiring decisions external
7:53recruiting is the process of engaging
7:54individuals from the labor market
7:56outside the firm to apply for a job
7:59external recruiting can also be
8:01accomplished in either an open or
8:03targeted manner in much the same way as
8:06internal recruiting Ken if we have an
8:10open recruiting effort will provide the
8:12job information for anyone who wishes to
8:14apply if however we used targeted
8:17recruiting for example through a
8:19headhunter we would seek out specific
8:21individuals with necessary skills and
8:23invite them to apply for the job opening
8:26when we decide to recruit from external
8:29sources what options do we have where
8:31would you recruit we have to look at the
8:34type of person that we're trying to find
8:36and then go to the source or sources
8:38that will most likely provide that type
8:40of person without actually being
8:43recruited good candidates may come to an
8:46organization cold and ask for a job
8:49recruiting takes place at high schools
8:51vocational or technical schools and
8:53colleges and universities temporary
8:57agencies provide part-time or full-time
8:59help for a limited periods of time
9:02public agencies are state employment
9:04services they generally provide job
9:07candidates to employers at a very low or
9:10no-cost private employment agencies are
9:14privately owned
9:15in charge a fee for their services
9:18general employment agencies operate on a
9:21for-profit basis some of them charge job
9:24seekers for their services and others
9:25charge the employer contingency agencies
9:30offer employees to the employer and are
9:32paid when a job candidate is hired by
9:35the employer retained search firms or
9:39executive recruiters are paid to search
9:41for a specific type of recruit for the
9:43organization and will be paid regardless
9:45of success in their recruiting efforts
9:48it is important to use the appropriate
9:51source to reach qualified candidates as
9:55you can see now there are a number of
9:58options when recruiting externally
10:00regardless of the method however
10:01external recruiting has gone mobile and
10:04agile to a great extent as a result we
10:09want to pay attention to the
10:10effectiveness of our recruiting methods
10:13some methods can give us too many new
10:16recruits to review costing us valuable
10:18time and money other options will not
10:20give us enough pool so that there's not
10:22flexibility in whom to choose while
10:24still other options will cost too much
10:27for the results that we get so the
10:30process of recruiting new employees has
10:32to be targeted a bit better than we
10:34might think
10:34all management functions are subject to
10:38constraints and challenges and the
10:40recruiting function is no different
10:42probably the most obvious constraint is
10:45money we have to live within our budgets
10:47in all cases and recruiting is no
10:49exception there are many organizational
10:53policies that can affect our recruiting
10:55efforts we have to be familiar with such
10:57policies in detail to take them into
10:59account as we go through the recruiting
11:01process below are some of the policies
11:04that may affect recruiting whether we
11:08have a promote from within policy or not
11:10affects how we recruit our policies on
11:13temporary to permanent employees would
11:15also affect how we recruit in most cases
11:19we're also affected in our recruiting
11:21efforts by organizational image in
11:24markets from which we source our
11:25recruits organizational image
11:29play a significant part in determining
11:31our ability to source the people we need
11:33from the communities around us the
11:39recruiter is in fact one of the primary
11:41factors responsible for an applicant
11:43showing interest in our organization and
11:45in our jobs how does the recruiter
11:49affect the job seeker and how can we
11:51make sure that the effect is both
11:53positive and realistic the recruiter is
11:57a critical piece in the recruiting
11:59process in addition to their desire to
12:03perform though we have to ensure that
12:05our recruiters have certain skill sets
12:07to perform their jobs well this means
12:11that recruiters have to want to listen
12:13and must have developed their own active
12:15listening skills so that they not only
12:17hear the words that recruits are saying
12:19but also understand the context of the
12:22conversations so that they can empathize
12:26if recruiters can do this they can
12:29respond accordingly and usually
12:31successfully besides active listening
12:34skills recruiters have to have a strong
12:36set of communication skills the
12:40recruiters job also includes
12:42successfully communicating with the
12:43hiring managers in the organization we
12:47also have to Train recruiters in the
12:49process of realistic job preview known
12:52as rjp so our selection and training of
12:57the recruiter is a major factor in our
12:59overall recruiting success most
13:04companies have come to the conclusion
13:06that realistic job previews are now a
13:09necessary part of the recruiting process
13:11a realistic job preview or rjp is a
13:16review of all of the tasks and
13:18requirements of the job both good and
13:20bad a good job analysis with a clear job
13:25description should provide a good rjp
13:29satisfaction and organizational
13:30commitment would almost certainly go
13:32down and this would happen literally
13:34right after taking the job if a
13:36realistic job preview is not provided
13:41is this what we want to do in a
13:43recruiting situation how likely is it
13:46that a person would quit very early on
13:48if they felt like they were lied to in
13:50order to get them to accept a job and if
13:52they do quit we incur all of the
13:54recruiting costs again almost
13:56immediately the recruiting process is
14:02expensive and unless we identify and
14:04control those costs the beneficial
14:06results may end up being outweighed by
14:08the costs recruiting costs for one
14:13management position can run as much as
14:15thirty percent of the individuals yearly
14:17salary or more and this doesn't include
14:20later costs for things like selection
14:22and internal training the recruiting
14:26yield ratio is a calculation of how many
14:29people make it through the recruiting
14:30step to the next step in the hiring
14:32process
14:34another measure that you probably want
14:36to use is how much it costs to get each
14:38person hired or the cost per hire you
14:42may also want to analyze how long it
14:44takes to get someone hired this is
14:46called time to hire employee retention
14:50remains a critical issue for
14:51organizations and HR managers you may
14:55also want to know how well your newly
14:57recruited employees perform on the job
15:01accurate measurement of the performance
15:03of recruitment makes organizations
15:05better selection is the process of
15:10choosing the best qualified applicant
15:12who's recruited for a given job
15:15selection is a critical management task
15:17but why is it so critical to the
15:20organization the reasons have to do with
15:22the negative consequences of bad hiring
15:24decisions which are essentially the
15:26results of myth smashes between jobs and
15:29employees first and probably most
15:32notably well it's often important to
15:35fill jobs quickly hurrying can result in
15:37a mismatch or as the old saying goes
15:39haste makes waste think about your
15:43experiences in the past have you ever
15:45seen or been part of an organization
15:47with employees who did the minimum
15:49amount of work possible who didn't ever
15:51go out of their way to help customers in
15:54any situation
15:55and who didn't cooperate with others in
15:57the organization do you think that
15:59organization started out that way or did
16:02people start out working hard and paying
16:04attention in such an organization what
16:06kinds of overall productivity are you
16:09trying to have it's easier than you
16:13think to get into this type of situation
16:15just a few new hires who show this lack
16:18of concern for both the organization and
16:20its customers can be highly contagious
16:24another issue that makes selection
16:26critical is the potential for negligent
16:28hires almost every state in the United
16:30States recognizes this concept so HR
16:33management must understand it well a
16:36negligent hire is a legal concept that
16:39says if the organization hire someone
16:41who may pose a danger to co-workers
16:43customers suppliers or others and if
16:47that person then harms someone else in
16:49the course of working for the company
16:51then the organization can be held liable
16:53to the individuals actions so we have to
16:58make sure and take every legitimate
16:59attempt to find out if candidates have
17:02the potential to be a danger to others
17:04and weed them out during our selection
17:07process there are many tools at our
17:10disposal during selection there are
17:14interviews written tests physical tests
17:17personality tests honesty tests drug
17:20testing background checks of various
17:22types and much more which tools should
17:25we use in which circumstances almost all
17:28of our selection devices are
17:29discretionary or optional we don't have
17:32any written or physical ability tests we
17:35don't have to administer any cognitive
17:37ability tests and we don't have to
17:39provide tests for stamina honesty or
17:42judgment the steps do however make
17:45logical sense people apply for jobs and
17:48the firm screens job candidates to
17:50narrow down the selection process the
17:53screening can include tests of some type
17:55and an initial interview for top
17:57candidates for lower-level jobs it's not
17:59uncommon for the HR department to do the
18:02screening conduct any testing and
18:04background checks and send the best
18:06applicants to the manager the candidate
18:08would actually
18:08for the manager commonly conducts
18:11interviews and makes conditional job
18:13offers that may include drug screening
18:15and other physical exams the final step
18:18occurs when the applicant is hired but
18:22what do we need to look for in the
18:23selection process in order to put the
18:25right person in the right job
18:28we need to attempt to assess three
18:31things personality job fit ability job
18:34fit and person organization fit our
18:39personality defines to a great extent
18:41who we are and how we act and react in
18:44certain situations some of us are
18:46strongly extroverted and enjoy working
18:48the crowd in a social setting while
18:50others may be fairly introverted and
18:52feel extremely uncomfortable in such an
18:55environment some of us desire to try new
18:57things constantly while others are more
18:59comfortable with things that they know
19:01well there are many traits that help
19:03define our personalities but the fact
19:05remains that each of us is different you
19:10have to make an attempt to identify
19:12personality types and put them in
19:14positions that will be enhanced by their
19:16particular personality traits this is
19:19called personality job fit so if we need
19:24to hire an employee who will have to
19:26work the crowd in a sales job for our
19:28organization would you want to hire
19:30someone who's very uncomfortable talking
19:32and relating to strangers if we did hire
19:35that person is it likely that the
19:37employee would succeed or fail in the
19:39position obviously it's more likely that
19:41such a person would fail in that type of
19:44environment so one of the things we try
19:46to determine in the selection process is
19:48personality job fit in addition to
19:53personality job fit we want to determine
19:55ability job fit every individual has a
19:58certain set of physical and intellectual
20:00skills and no two people are exactly
20:02alike some people are very capable at
20:05working with computers while others are
20:07more capable at a physical type
20:09environment still others may be able to
20:11successfully perform both physical and
20:13computer-based tasks but they may have
20:16differences in how they analyze
20:18quantitative information as an example
20:20each of us is more
20:22skilled at some things than others
20:26managers have to analyze the skillset
20:28and abilities of each subordinate or new
20:31hire to understand that person's
20:33individual limitations and their
20:35abilities finally we have to be aware of
20:38person organization fit when deciding on
20:41which candidate to hire there are plenty
20:43of potential employees out there that
20:45have the required skills to do the jobs
20:47that we need them to do and they may
20:50even have the right types of personality
20:52to be comfortable in that job however
20:54they might not fit well with the
20:56organization itself person organization
20:59fit deals with the cultural and
21:01structural characteristics of the
21:03organization and how well the candidate
21:05will fit within that structure and
21:06culture if a candidate works best in a
21:10decentralized organization with strong
21:12individual reward systems and if we're
21:14hiring people to work in a tightly
21:16controlled and centralized team-based
21:18division then it's unlikely that the
21:20candidate will be able or willing to
21:22conform to the requirements of the
21:24organization structure and culture most
21:28managers will rank cultural fit is the
21:30most important item in a job interview
21:31even above analytical thinking there's
21:35one caveat to the concept of fit we're
21:37not looking to hire people who are just
21:39like us
21:40research consistently shows the value of
21:42diversity in a business setting so we
21:45don't want to hire all of the same types
21:47of person the uniform guidelines on
21:50employee selection procedures known as
21:53the ug ESP provide information that can
21:57be used to avoid discriminatory hiring
21:59practices as well as discrimination in
22:01other employment decisions most often
22:06simply called the uniform guidelines
22:08they were created to guide employers in
22:11their efforts to comply with the federal
22:13laws concerning all employment decisions
22:15especially the selection process let's
22:18discuss some of the most important
22:19sections of the ug ESP the ug ESP
22:26formalizes and standardizes the way in
22:28which the federal government identifies
22:30and deals with discriminatory employment
22:33practices they define the concept
22:35of tests for employment that are used in
22:38either the selection process or in other
22:40employment decisions but what is a test
22:43for employment it's a pretty broad term
22:47the guidelines themselves specifically
22:50say that they apply only to the
22:52selection procedures which are used as a
22:54basis for making employment decisions we
22:59need to select for fit and follow the
23:01guidelines in every step of the
23:03selection process
23:04in simple language validity is the
23:08extent to which a test measures what it
23:10claims to measure the uniform guidelines
23:12require validity in our selection
23:14procedures it notes that users may rely
23:17upon criterion-related validity studies
23:19content validity studies or construct
23:22validity studies to validate a
23:24particular selection measure but what
23:26are these validity measures
23:30criterion-related validity is an
23:32assessment of the ability of a test to
23:34measure some other factor related to the
23:36test content validity is an assessment
23:41of whether a test measures knowledge or
23:43understanding of the items it's supposed
23:45to measure so in measuring content
23:47validity for selection we have to show
23:50that the content of a selection
23:51procedure is representative of important
23:54aspects of performance of the job a
23:56selection procedure can be supported by
23:59content validity strategy to the extent
24:02that it's representative as a sample of
24:04the content of the job in other words if
24:06we have good work sample tests or other
24:09tests of knowledge skills or abilities
24:12that are directly applicable to the job
24:14then we can probably use content
24:16validity to validate our selection
24:18procedure construct validity measures a
24:22theoretical concept or trait that's not
24:24directly observable for construct
24:27validity to be applicable we must
24:29demonstrate that a selection procedure
24:30measures a construct something believed
24:33to be an underlying human trait or
24:35characteristic such as honesty and the
24:38construct is important for successful
24:40job performance
24:41for example intelligence is a construct
24:44that's measured by an IQ test and
24:47research has supported the IQ test
24:49validity intelligence is a major
24:52predictor of job performance however the
24:54uniform guidelines say that this method
24:57of validation is far more difficult to
24:59demonstrate than the other two options
25:01so it would be best if you could show
25:03that a measure has criterion related or
25:06content validity reliability is the
25:10consistency of a test measurement in
25:13addition to being valid for a measure to
25:15be useful in any type of testing
25:17including employment testing it needs to
25:19be reliable we want our measures when
25:23we're working with people to be reliable
25:26measures meaning they should be
25:27consistent over time and between people
25:32let's put validity and reliability
25:34together by stating the obvious if a
25:37test is not reliable
25:38it can't be valid then we do preliminary
25:44screening that may include a background
25:46check testing an initial interviewing to
25:48narrow down the applicants to the best
25:51matches or fit for the job because these
25:54preliminary steps may not be done until
25:56later in the selection process or may
25:59not be done at all and because the
26:01process is essentially the same no
26:03matter when they're done we'll discuss
26:05testing interviewing and background
26:07checks in three separate sections but
26:10here we'll discuss the application and
26:12resume and what you generally can and
26:15can't do with those pre-employment
26:17enquiries as part of the selection
26:20process the recruited candidates are
26:22typically asked to complete an
26:24application to provide biographical data
26:27we need data to aid in selecting the
26:29best person for the job
26:31organizations may use different
26:32application forms for different jobs why
26:39does the company need candidates to fill
26:41out an application if it already has a
26:42resume with the same information there
26:44are a couple of reasons first the
26:46application gives the company
26:48information on the applicant in a
26:50standard form this makes it easier to
26:52quickly scan and evaluate different
26:54applicants second applications almost
26:58always have some legal language or
27:00disclosures that must be agreed to by
27:01the applicant
27:03this information will generally include
27:04language to inform the applicant of an
27:07employment at-will clause allow the
27:09company to conduct background and
27:10reference checks with the applicants
27:12permission tell the applicant that the
27:14company will conduct some mandatory
27:16tests prior to final employment and
27:18inform the applicant that any false
27:21information provided will be grounds for
27:23immediate termination of any
27:24relationship between the company and the
27:26applicant in reality we use applications
27:32and resumes for much of the same reasons
27:34we're trying to figure out your basic
27:36skill set background work history
27:38education and other core information one
27:43area we absolutely want to check is
27:46educational level because as you can see
27:48from the previous sections of this
27:50course it's one of the most commonly
27:52exaggerated items on a resume or
27:55application form as such the EEOC will
27:59use these guidelines anytime it's faced
28:01with a discrimination in hiring
28:03complaint so every HR manager needs to
28:06be familiar with the uniform guidelines
28:07and its requirements one of the most
28:11common issues in larger organizations
28:13and even in some midsize firms is the
28:15case where a manager has found a test on
28:18the internet and they decide to use it
28:20as a candidate screening device in many
28:26if not most cases the test has no
28:28evidence of validation in any form and
28:30should therefore not be used in a
28:32selection process if the EEOC
28:34investigates a complaint about
28:36employment testing being discriminatory
28:38the company will have to show that the
28:40selection procedure that's being used is
28:43valid as a measure for filling the job
28:45if the company can't show that the
28:49measure is valid it's likely that the
28:51EEOC will consider the test a
28:53discriminatory hiring practice in 1988
28:58the employee polygraph Protection Act or
29:01EPP a was passed this Act made it
29:04illegal to use a polygraph to test
29:06employees honesty in most circumstances
29:10however there are two exceptions for
29:13organizations and other businesses there
29:15are other exceptions
29:16for government and national security the
29:20use of polygraph tests on prospective
29:22employees by any private employer whose
29:24primary business for the purpose
29:26consists of providing armored-car
29:28personnel personnel engaged in the
29:30design installation or maintenance of
29:32security or alarm systems and uniformed
29:35or plainclothes security personnel also
29:41the use of polygraph tests by any
29:43employer authorized to manufacture
29:45distribute or dispense a controlled
29:47substance listed on Schedule one two
29:50three or four of section 202 of the
29:53Controlled Substances Act if you own a
29:57store and things are being stolen can
29:59you give a polygraph test to all of your
30:01employees no the Act says you can there
30:04is one other case however where an
30:06employer might be allowed to request
30:08that an employee submit to testing using
30:10a polygraph but the use is severely
30:12restricted this only can occur when all
30:17of the following apply there is an
30:20active investigation involving economic
30:22loss or injury to the employers business
30:24the employee had access to the property
30:27the employer has reasonable suspicion
30:29that the employee was involved in the
30:31incident or activity under investigation
30:33the employer executes and maintains a
30:36statement of the facts that will be
30:37retained for a period of three years and
30:39provides a copy of the statement to the
30:42employee however due to the nature of
30:46this exemption for ongoing
30:47investigations and the ability of the
30:49employee to deny the request a polygraph
30:52test is probably not generally of
30:54significant value to the average
30:56employer as such the company would be
31:00advised to avoid the use of polygraph in
31:02these situations unless there is a clear
31:04and convincing evidence of the employees
31:07involvement the basis for this testing
31:11was an attempt to make sure that a
31:12potential employee didn't have a genetic
31:15predisposition to certain known
31:17illnesses or diseases that might
31:19adversely affect the person's ability to
31:21work however many individuals felt that
31:25this was a significant invasion of their
31:27privacy and as a result should
31:29be used by a potential employer as a
31:33result of these concerns Congress began
31:36looking at the issue of genetic testing
31:38and in 2008 it passed the genetic
31:40information non-discrimination Act known
31:43as Gina which protects people from
31:45discrimination by health insurers and
31:47employers on the basis of their DNA
31:49information illegal tests can result in
31:54lawsuits some of the major types of
31:58written tests include skill tests
32:00personality tests interest tests
32:03cognitive ability tests which are tests
32:06of general intelligence or some type of
32:08job-related aptitude and honesty tests
32:12today written tests are a common part of
32:15the selection process in fact 80% of
32:18midsize and large companies use
32:20personality and ability assessments for
32:23entry and mid-level management positions
32:25to help ensure that the right fit
32:27between the job candidate and the job
32:31companies are seriously concerned that
32:33job candidates don't have the skills to
32:36match up with their education and
32:37degrees and with good reason one recent
32:40study noted that Millennials are on
32:42track to be the best educated generation
32:45in US history but their educational
32:47level isn't translating into the job
32:49skills that most employers seek and a
32:52number of other developed countries are
32:54having similar problems so testing is
32:57becoming more common to figure out who
32:59can perform and who can't
33:02skills tests can be either written or
33:04done in physical form for now let's
33:07discuss written skills testing a skills
33:10test is simply an assessment instrument
33:12designed to determine if you have the
33:14ability to apply a particular knowledge
33:16set personality tests measure the
33:19psychological traits or characteristics
33:21of applicants to determine suitability
33:23for performance in a specific type of
33:25job the myers-briggs Type Indicator and
33:28the Berkman method are two common
33:30personality tests interest tests are
33:34similar but they measure a person's
33:36intellectual curiosity and motivation in
33:39a particular field
33:42cognitive ability tests are assessments
33:44of general intelligence or some type of
33:46aptitude for a particular job here again
33:49we need to ensure that the tests that
33:51may be used are professionally developed
33:53reliable and valid indicators of a
33:56particular ability or knowledge set
33:58otherwise we shouldn't use them as an HR
34:02manager you will have to make decisions
34:05about whether or not written testing has
34:07value in your particular industry
34:10physical tests are designed to ensure
34:13that applicants are capable of
34:15performing on the job and ways defined
34:17by the job specification and description
34:20physical testing will generally be
34:23valuable where there are significant
34:25physical skills required to perform a
34:27job skills tests determine whether or
34:31not you have the ability to apply or use
34:33a particular knowledge set physical
34:36skills tests are designed to determine
34:38whether you have the skills and
34:40abilities to perform a particular set of
34:42physical tasks these tests can also be
34:47conducted in several different forms
34:49including by administering work sample
34:51tests and assessment centers and by
34:54using simulations one option is to have
34:58candidates perform a small sample of
35:00actual work for the company for free as
35:02part of the selection process work
35:07sample tests are basically what they
35:09sound like we provide a sample of the
35:11work that the candidate would perform on
35:12the job and ask that candidate to
35:14perform the tasks under some type of
35:17controlled condition a simple example of
35:19a work sample test might be asking the
35:22candidate to type a particular letter
35:24and then judging the speed and accuracy
35:26of the individuals results another might
35:29be asking the candidate to lift a
35:30package of a similar size and weight to
35:32what they'd be lifting on the job an
35:36Assessment Center is a more detailed
35:38physical testing environment internal
35:41and external candidates for positions
35:43are often tested through assessment
35:45centers assessment centers are places
35:47where job applicants undergo a series of
35:49tests interviews and simulated
35:51experiences to determine their potential
35:53for a particular job
35:56for physical testing we can also use
35:58simulations tests where a candidate are
36:01put into a high-pressure situation but
36:03in a controlled environment so that the
36:05danger and cost are limited simulations
36:08are very valuable in cases where a real
36:10event could be dangerous emotionally
36:12taxing or cost a lot of money
36:22you
36:28if the job will require heavy physical
36:31exertion there may be a legitimate need
36:33to have individuals submit to a physical
36:35exam to ensure that they are healthy
36:37enough for the stress in other cases we
36:41may be required by the state or federal
36:43government to have individuals who work
36:45in specific fields take a physical exam
36:47before they're allowed to work in
36:49certain jobs such as driving heavy
36:51trucks d-o-t physicals or flying a plane
36:54an FAA physical or we may just have our
36:58candidates take a physical exam before
37:00they start work so that we have a
37:02baseline knowledge of their health at
37:04the time of hire we can then use this
37:06baseline later to determine whether they
37:08are subjected to conditions that harm
37:10them physically for instance if we have
37:14a candidate take a physical and the
37:16physician finds out that the candidate
37:18has significant carpal tunnel syndrome
37:20in the wrists it makes it harder for the
37:22candidate to claim after being hired the
37:24job caused the injury however we may
37:28have to be very aware of the potential
37:30for discrimination based on disability
37:32if we require a physical exam as a
37:34prerequisite to work in our organization
37:37if the exam is not directly related to
37:41the essential functions of the job
37:42it may not be advisable for an employer
37:45to require it as part of the selection
37:47process because of the potential for
37:50legal liability and illegal
37:51discrimination on the basis of
37:53disability a fitness for duty test
37:56simply identifies whether or not an
37:58employee is physically capable at a
38:01particular point of time for performing
38:03a specific type of work under what
38:06conditions can we generally utilize
38:08fitness for duty testing federal law
38:10notes that we can use a medical
38:12examination if it is job-related and
38:14consistent with business necessity of
38:16fitness for duty exam is just one type
38:19of medical exam in fact this type of
38:23testing can be superior to drug testing
38:25for certain business purposes for
38:27instance if you manage a courier who
38:29drives a company vehicle and the driver
38:31is not abusing drugs but has gotten any
38:33sleep in the past couple of days a
38:35fitness for duty test would be quite
38:37likely to identify that the courier is
38:40unable to make quick correct
38:42Asians will a drug test would show that
38:44the courier is not impaired due to drug
38:46use a common form of this type of test
38:48is based on individual reaction time
38:51which slows significantly when someone
38:53is fatigued in such a case the courier
38:58would be required to retest or rest for
39:00a certain period of time before being
39:02allowed to drive the vehicle another
39:04plus of this type of testing is that
39:06it's much less invasive and much more
39:08acceptable to employees than drug
39:10testing if you develop your own test you
39:15still have to provide support for its
39:16reliability and validity two critically
39:19important concepts in the world of
39:21selection testing so you have to use
39:23experts to develop the test which takes
39:25time and significant amounts of money
39:28the other option is to use tests that
39:30have already been developed and tested
39:32for reliability and validity the problem
39:34here is that you usually have to pay a
39:36fee for every single time you give the
39:38test not to mention the time and effort
39:40to give and assess the tests themselves
39:43so testing can be time-consuming and
39:46expensive for employers therefore
39:48testing has to pay for itself through
39:50its ability to help you hire applicants
39:52who are in fact a good fit for the job
39:54in the organization it may save you time
39:57and money by preventing you from hiring
39:59them and immediately losing employees
40:01who are a bad fit preventing negligent
40:04hires and improving worker productivity
40:06by maximizing the chance of hiring good
40:08fit employees this justifies the
40:13significant investment in the selection
40:15test itself in a structured interview
40:19all candidates are asked the same list
40:22of prepared questions in an unstructured
40:25interview there are no pre-planned
40:27questions or sequence of topics in a
40:31semi structured interview the
40:33interviewer has a list of questions but
40:35also asks unplanned questions the
40:37interviewer departs from the structure
40:39when and where appropriate at the same
40:42time using a standard set of questions
40:44makes it easier to compare candidates
40:47the amount of structure you should use
40:50depends on your experience as an
40:51interviewer the less experience you have
40:53the more structure you need
40:55one thing to keep in mind is the need to
40:58develop a set of consistent questions to
41:00ask all candidates so that you can
41:02objectively compare the candidates and
41:04select the most qualified the questions
41:07you ask give you control over the
41:09interview they allow you to get to the
41:11information you need to make a decision
41:14today HR interviewers prefer behavior
41:18based questions that ask candidates to
41:20describe how they handled specific
41:22situations there are two basic types of
41:26behavior based questions situational
41:28questions and behavior descriptive
41:30questions a situational question puts
41:34you in a hypothetical situation that you
41:36would likely face in the job you're
41:38applying for on the other hand a
41:41behavioural descriptive question asks
41:43you in an open-ended format about
41:45something specific that you have done in
41:47the past these questions help us find
41:51out what you've done in the past and
41:52what you're likely to do in the future
41:56completing the interview preparation
41:58steps will help you improve your
41:59interviewing skills step 1
42:03review the job description and
42:05specifications you cannot effectively
42:08match a candidate to a job if you're not
42:10thoroughly understanding that job read
42:12and become familiar with the job
42:14description and job specifications step
42:182 prepare a realistic job preview
42:21candidates should understand what the
42:23job is and what they're expected to do
42:25they should know the good and the bad
42:27points of the job plan how you'll
42:30present a realistic job preview for your
42:32next selection process step 3
42:36plan the type of interview what level of
42:39structure will you use the interview
42:42should take place in a private quiet
42:43place without interruptions it would be
42:46appropriate to begin the interview in an
42:48office and then tour facilities while
42:50asking questions decide when the tour
42:53will take place and what questions will
42:54be asked take a list of the questions
42:57that you want to ask during that
42:58interview step 4 develop questions for
43:04all candidates your questions should be
43:06job-related non-discriminatory and in
43:09the
43:09of a structured interview asked of all
43:11candidates use the job description and
43:14specifications to develop questions that
43:16relate to each job tasks and
43:18responsibilities use a mixture of
43:20closed-ended open-ended and hypothetical
43:22questions don't be concerned about the
43:24order of questions just write them out
43:26at this point
43:28step 5 develop a form once you've
43:31created a list of questions determine
43:33the sequence start with the easy
43:35questions one approach starts with
43:37closed-ended questions moves on to more
43:40open-ended questions and then to
43:42hypothetical questions and uses probing
43:44questions as needed
43:45another approach structures the
43:47interview around the job description and
43:49specifications each responsibility is
43:51explained and then questions are asked
43:53related to each step 6
43:56develop questions for each candidate
43:58review each candidates application and
44:00resume you'll most likely want to add
44:02specific questions to a copy of the form
44:05to verify or clarify some of the
44:07information provided the job interview
44:12is commonly given the most weight in the
44:14selection process following these steps
44:18you'll do a better job of interviewing
44:20candidates step 1 open the interview
44:24develop rapport put the candidate at
44:27ease by talking about some topic not
44:29necessarily related just to the job
44:31maintain eye contact in a way that's
44:33comfortable for you in the candidate
44:35step to present the realistic job
44:38preview be sure the candidate
44:40understands the job and its requirements
44:42answer any questions the candidate has
44:44about the job and the organization step
44:483 ask your questions to get the most out
44:51of a job interview you must take notes
44:52on responses to those questions tell the
44:55candidate that you've prepared a list of
44:57questions that you plan on taking notes
44:59as you ask those questions and
45:00dialoguing with them about the job step
45:044 introduce top candidates to coworkers
45:06introduce top candidates to people with
45:09whom they'll be working to get a sense
45:11of the candidates interpersonal skills
45:12and overall attitude step 5
45:15close the interview be honest and don't
45:18lead candidates on think candidates for
45:21their time and tell them what the next
45:22step in the
45:23selection process is tell candidates
45:25when you'll contact them in the future
45:28be sure to get coworkers impressions of
45:31each candidate because they'll have to
45:33work with the candidate if they're hired
45:36background checks are needed to help
45:38prevent negligent hiring during the
45:42selection process in addition to
45:44verification of the information on a
45:46candidate's application and their resume
45:48several other types of background checks
45:50may or may not be appropriate it's not
45:54unusual for the background check to be a
45:56simple pass or fail background checks
45:59can become rather expensive depending on
46:01which checks we do and how often we have
46:03to do them so they're usually left until
46:06we have at least narrowed down the list
46:08of candidates to a final few or in most
46:10cases even a final candidate we may
46:15offer employment to the candidate
46:17conditioned on passing various
46:18background checks remember though that
46:20you cannot use a background check to
46:22discriminate in violation of federal or
46:24state law although several states have
46:28recently put limits on its use one of
46:30the most commonly used background check
46:32is the credit check credit checks are
46:38subject to the Fair Credit Reporting Act
46:40known as FIR Kragh which requires
46:42employers to disclose to the applicant
46:44that they will use credit reports for
46:46employment decisions the acts also says
46:49that if the information on the credit
46:50report results in adverse employment
46:52action the employer has to give a copy
46:55of the report to the person and inform
46:57the applicant of their rights under
46:59FERPA including the right to dispute the
47:01report when can employers complete
47:06credit checks on applicants and why
47:08would they do it at all credit checks
47:10will most likely be done if applicants
47:12will have access to any money or if they
47:14will work with the company's financial
47:15information credit checks may also be
47:18done with other employees who evaluate
47:20their personal responsibility to see if
47:23they have a habit of being dishonest in
47:25credit transactions a history of not
47:29paying bills tells the organization that
47:31the person is likely to be dishonest in
47:33other ways as well does something like a
47:35bankruptcy on your credit
47:37or automatically knock you out of
47:38contention for a job
47:40no in fact by law the company can't
47:42refuse to hire you solely because of a
47:45negative issue like a bankruptcy on a
47:47credit check
47:47however again if your credit report
47:50shows a pattern of failure to live up to
47:52your credit obligations the company can
47:54and probably will use that information
47:56to remove you from the applicant pool as
47:59long as the company's home state allows
48:01it credit reports also give the employer
48:05other reference information that can be
48:07used in background checks all states
48:11allow criminal background checks at
48:12least in some cases however laws vary so
48:16significantly across jurisdictions that
48:18it's difficult to enumerate the
48:20circumstances in which criminal
48:21background checks are allowed can or
48:26should a criminal record keep someone
48:28from being hired it depends on a few
48:30things the nature and seriousness of the
48:32offense how long ago it occurred and
48:34what type of job the individual is being
48:36considered for reference checks include
48:41not only calls to references that are
48:42provided by the applicant but also
48:44reference letters from employers
48:46personal letters of recommendation and
48:48possibly cold calls from previous
48:50employers finally with the ability to
48:54access very large amounts of information
48:56via the Internet virtually all
48:58organizations are using the Internet to
49:00do research on job candidates whenever
49:02they're allowed to do so by applicable
49:04federal state and local laws googling a
49:07candidates name is becoming a standard
49:08practice should social media be used as
49:13a selection device HR departments are
49:15going to use the tools that they have
49:17available to get the best possible
49:18people so social media will most likely
49:21continue to be a tool that's used in the
49:23recruiting and selection process however
49:26we need to be very careful to avoid
49:28using information that would be illegal
49:30in consideration for employment
49:34employers will most likely do a web
49:36search on you as a candidate in today's
49:38business world and this goes for
49:40part-time jobs summer jobs and
49:42internships as well as full-time
49:44positions also make sure your email
49:46addresses and telephone messages are
49:48professional for job searching
49:51there are two basic methods that we use
49:54to make final selection decisions for an
49:56organization the multiple hurdle
50:00selection model requires that each
50:02applicant must pass a particular
50:04selection test in order to go on to the
50:06next test if an applicant fails to pass
50:09any of the selection tests in the
50:10process the person is immediately
50:12removed from the running on the other
50:15hand the compensatory selection model
50:17allows an individual to do poorly on a
50:20test but make up for that poor grade by
50:22doing exceptionally well on other tests
50:26again each step of the selection process
50:28like interviews and background checks is
50:31a test using the compensatory model
50:35allows the employer to rank each of the
50:37candidates based on their overall score
50:39from all of the testing the employer can
50:41also group candidates based on this
50:43information so after all selection
50:47activities are completed compare each
50:49candidates qualifications to job
50:51specifications identify whether or not
50:54this person really wants to do the job
50:56and analyze whether or not the
50:57individual has been basically honest
50:59during the selection process do all of
51:04this to determine who would be the best
51:06possible fit for the job be sure to get
51:08coworkers impressions of each candidate
51:10when appropriate because they'll have to
51:13work and get along with one another
51:14depending on who you hire diversity
51:17should also be considered during the
51:19selection process so to bring this
51:23selection process to an end contract the
51:26best possible candidate and offer that
51:28person the job if the candidate does not
51:31accept the job offer or accepts but
51:33leaves after a short period of time you
51:35can frequently offer the next best
51:37candidate the job
51:40[Music]
51:45you

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