Staffing Process

1. Staffing Process • 3 Parts: Recruitment, Selection, Hiring • Recruiting – the process of attracting qualified applicants • Selecting – the process of screening applicants and narrowing the job pool • Hiring – the process of extending offers to the most desirable applicants

2. Major Selection Tools • Application Blanks • Personal Interviews • Psychological Tests • Reference and Credit Checks • Remember: The least costly tools should be used first to narrow the applicant pool.

3. Civil Rights Act of 1964 • The selection of employees must be based on objective criteria • The criteria must be job-related and able to predict performance

4. Validation: • The process of measuring the extent to which a tool or qualification is related to or able to predict job performance • Tools should be validated before they are used in selection.

5. What not to ask! • Age, race, marital status • # and ages of children, child care arrangements • Height, weight, sexual preference • Religious affiliation or memberships • Spouse’s maiden name, living arrangements • Arrest record

6. What is a “BFOQ”? • Bona Fide Occupational Qualification • A qualification that has been tested and found to be job-relevant

7. Uses of the Application Blank: • Puts all candidate information in a uniform format • Asks for more specific information than is provided on the resume

8. Advantages of the Interview • There is no satisfactory substitute for personal interaction with the applicant. • Reveals conversational ability, social intelligence, poise • Reveals how badly the candidate wants the job • Gives the company a chance to “sell” itself

9. Problems with the Interview: • In general, they are not good predictors of job performance. • The interviewer may bias the process, by not knowing how to correctly or effectively interview. • The interviewer asks the wrong questions or does not use objective criteria. • Problems occur when comparing the interviews of several applicants.

10. How to Improve Interview Validity: • Thoroughly review the applicant’s resume and application beforehand. • Use standardized rating forms – fill them out immediately afterward. • Have more than one interview with each candidate; let others participate. • Train the interviewers how to conduct the interview and fill out the rating forms.

11. Types of Interviews: • Guided • Highly standardized; order and format of questions the same across candidates. • Makes it easy to compare candidates. • Non-directed • Very informal; no set order or format is used • Interpretation/rating is very difficult.

12. New Types of Interviews: • Behavioral • Asks candidates to describe past or intended behaviors in specific situation • Performance • Asks candidate to perform an exercise • Stress • Intentionally puts candidate under stress to judge reaction/abilities

13. Psychological Tests • The most controversial of all selection tools • Several types: IQ, aptitude, personality, interest • Use is on the rise (Can be validated and standardized) • Studies show they are better predictors of performance than any other tool.

14. Problems with Testing • When tests are used as the sole knockout factor in selection • When scores are interpreted individually rather than within a range • When applicant fakes answers

15. Pre-offer Planning • Step 1a. Rank the recruits in order of the firm’s preference for them. • Step 1b. Rank the recruits in order of their perceived preference for the firm. • What if the two lists don’t produce the same order? • Should we waste time making an offer to a recruit who’s unlikely to accept?

16. Pre-offer Planning • Step 2. Decide the terms of the offer. • Terms include: compensation, starting date, vacation pay, insurance, retirement benefits, other amenities • Many large firms pay for moving expenses, commissions and legal fees on buying/selling homes, temporary housing expenses, costs of house hunting and family lodging.

17. Preoffer Planning • Step 3. Decide who will make the offer and how long will be allowed for acceptance. • Most job offers are made by phone and followed up with a formal letter.

18. Pre-Entry Socialization • Socialization – the process by which a new recruit takes on the values and attitudes of the firm • Pre-entry Socialization – providing a recruit accurate information about the job and company before hiring • Examples: company brochures, videotapes, newsletters, mission statement, job details, description of culture, ride-alongs, interview information, web site information

19. Assimilation • The process of getting oriented to one’s job, company, and co-workers • Occurs the first few weeks or months on the job • Some firms have formal, organized orientation programs and materials (e.g. employee handbook)

20. Orientation Information • Paycheck – when paychecks are issued, what deductions are made, special services available (e.g. draw account) • Expense Account – what expenses will be paid for, when expenses will be paid • Office Practices – where supplies are located, office policies, informal office practices (best done by a co-worker) • What is Going to Happen Next – explain org. chart, make formal introductions, detail the training program

21. Consider this: • It is harder to assimilate new reps when they are immediately put into a territory • The manager should spend time with the new rep for the first few weeks – maybe check in at the start of each day • Most employees welcome supervision and attention when new to the job • New employees should not have to rely on the “grapevine” for accurate info – this may encourage undesirable associations.

22. Meeting Other Needs • The manager should help the recruit to initiate relationships with co-workers. • The acceptance of a new recruit depends heavily on the way management regards him or her and management’s attitude toward the new person.

23. The Value of Mentoring • Mentor – someone with knowledge, experience, position, or power who counsels and guides a younger or newer employee • Formal program – the mentor is assigned and engages in prescribed mentoring activities • Informal program – a relationship develops without a formal assignment or contract • Types – manager to rep, senior executive to rep, co-worker to rep