Staffing ProcessStaffing Process

3 Parts: Recruitment, Selection, Hiring3 Parts: Recruitment, Selection, Hiring Recruiting – the process of attracting Recruiting – the process of attracting

qualified applicantsqualified applicants Selecting – the process of screening Selecting – the process of screening

applicants and narrowing the job poolapplicants and narrowing the job pool Hiring – the process of extending offers Hiring – the process of extending offers

to the most desirable applicantsto the most desirable applicants

Major Selection ToolsMajor Selection Tools

Application BlanksApplication Blanks Personal InterviewsPersonal Interviews Psychological TestsPsychological Tests Reference and Credit ChecksReference and Credit Checks Remember: The Remember: The least costlyleast costly tools tools

should be used first to narrow the should be used first to narrow the applicant pool.applicant pool.

Civil Rights Act of 1964Civil Rights Act of 1964

The selection of employees must be The selection of employees must be based on objective criteriabased on objective criteria

The criteria must be job-related and The criteria must be job-related and able to predict performanceable to predict performance

Validation:Validation:

The process of measuring the extent The process of measuring the extent to which a tool or qualification is to which a tool or qualification is related to or able to predict job related to or able to predict job performanceperformance

Tools should be validated Tools should be validated beforebefore they they are used in selection.are used in selection.

What not to ask!What not to ask!

Age, race, marital statusAge, race, marital status # and ages of children, child care # and ages of children, child care

arrangementsarrangements Height, weight, sexual preferenceHeight, weight, sexual preference Religious affiliation or membershipsReligious affiliation or memberships Spouse’s maiden name, living Spouse’s maiden name, living

arrangementsarrangements Arrest recordArrest record

What is a “BFOQ”?What is a “BFOQ”?

Bona FideBona Fide Occupational Qualification Occupational Qualification A qualification that has been tested A qualification that has been tested

and found to be job-relevantand found to be job-relevant

Uses of the Application Blank:Uses of the Application Blank:

Puts all candidate information in a Puts all candidate information in a uniform formatuniform format

Asks for more specific information Asks for more specific information than is provided on the resumethan is provided on the resume

Advantages of the InterviewAdvantages of the Interview

There is no satisfactory substitute for There is no satisfactory substitute for personal interaction with the personal interaction with the applicant.applicant.

Reveals conversational ability, social Reveals conversational ability, social intelligence, poiseintelligence, poise

Reveals how badly the candidate Reveals how badly the candidate wants the jobwants the job

Gives the company a chance to “sell” Gives the company a chance to “sell” itselfitself

Problems with the Interview:Problems with the Interview:

In general, they are not good predictors of In general, they are not good predictors of job performance.job performance.

The interviewer may bias the process, by The interviewer may bias the process, by not knowing how to correctly or effectively not knowing how to correctly or effectively interview.interview.

The interviewer asks the wrong questions The interviewer asks the wrong questions or does not use objective criteria.or does not use objective criteria.

Problems occur when comparing the Problems occur when comparing the interviews of several applicants.interviews of several applicants.

How to Improve Interview How to Improve Interview Validity:Validity:

Thoroughly review the applicant’s resume Thoroughly review the applicant’s resume and application beforehand.and application beforehand.

Use standardized rating forms – fill them Use standardized rating forms – fill them out immediately afterward.out immediately afterward.

Have more than one interview with each Have more than one interview with each candidate; let others participate.candidate; let others participate.

Train the interviewers how to conduct the Train the interviewers how to conduct the interview and fill out the rating forms.interview and fill out the rating forms.

Types of Interviews:Types of Interviews:

GuidedGuided Highly standardized; order and format of Highly standardized; order and format of

questions the same across candidates.questions the same across candidates. Makes it easy to compare candidates.Makes it easy to compare candidates. Non-directedNon-directed Very informal; no set order or format is Very informal; no set order or format is

usedused Interpretation/rating is very difficult.Interpretation/rating is very difficult.

New Types of Interviews:New Types of Interviews:

BehavioralBehavioral Asks candidates to describe past or Asks candidates to describe past or

intended behaviors in specific situationintended behaviors in specific situation PerformancePerformance Asks candidate to perform an exerciseAsks candidate to perform an exercise StressStress Intentionally puts candidate under Intentionally puts candidate under

stress to judge reaction/abilitiesstress to judge reaction/abilities

Psychological TestsPsychological Tests

The most controversial of all The most controversial of all selection toolsselection tools

Several types: IQ, aptitude, Several types: IQ, aptitude, personality, interestpersonality, interest

Use is on the rise (Can be validated Use is on the rise (Can be validated and standardized)and standardized)

Studies show they are better Studies show they are better predictors of performance than any predictors of performance than any other tool.other tool.

Problems with TestingProblems with Testing

When tests are used as the sole When tests are used as the sole knockout factor in selectionknockout factor in selection

When scores are interpreted When scores are interpreted individually rather than within a individually rather than within a rangerange

When applicant fakes answersWhen applicant fakes answers

Pre-offer PlanningPre-offer Planning

Step 1aStep 1a. Rank the recruits in order of . Rank the recruits in order of the firm’s preference for them.the firm’s preference for them.

Step 1bStep 1b. Rank the recruits in order of . Rank the recruits in order of their perceived preference for the their perceived preference for the firm.firm.

What if the two lists don’t produce the What if the two lists don’t produce the same order?same order?

Should we waste time making an offer Should we waste time making an offer to a recruit who’s unlikely to accept?to a recruit who’s unlikely to accept?

Pre-offer PlanningPre-offer Planning

Step 2Step 2. Decide the terms of the offer.. Decide the terms of the offer. Terms include: compensation, starting Terms include: compensation, starting

date, vacation pay, insurance, retirement date, vacation pay, insurance, retirement benefits, other amenitiesbenefits, other amenities

Many large firms pay for moving Many large firms pay for moving expenses, commissions and legal fees on expenses, commissions and legal fees on buying/selling homes, temporary housing buying/selling homes, temporary housing expenses, costs of house hunting and expenses, costs of house hunting and family lodging.family lodging.

Preoffer PlanningPreoffer Planning

Step 3Step 3. Decide who will make the . Decide who will make the offer and how long will be allowed for offer and how long will be allowed for acceptance.acceptance.

Most job offers are made by phone Most job offers are made by phone and followed up with a formal letter.and followed up with a formal letter.

Pre-Entry SocializationPre-Entry Socialization

Socialization – the process by which a new Socialization – the process by which a new recruit takes on the values and attitudes of recruit takes on the values and attitudes of the firmthe firm

Pre-entry Socialization – providing a recruit Pre-entry Socialization – providing a recruit accurate information about the job and accurate information about the job and company before hiringcompany before hiring

Examples: company brochures, Examples: company brochures, videotapes, newsletters, mission videotapes, newsletters, mission statement, job details, description of statement, job details, description of culture, ride-alongs, interview information, culture, ride-alongs, interview information, web site informationweb site information

AssimilationAssimilation

The process of getting oriented to The process of getting oriented to one’s job, company, and co-workersone’s job, company, and co-workers

Occurs the first few weeks or months Occurs the first few weeks or months on the jobon the job

Some firms have formal, organized Some firms have formal, organized orientation programs and materials orientation programs and materials (e.g. employee handbook)(e.g. employee handbook)

Orientation InformationOrientation Information PaycheckPaycheck – when paychecks are issued, what – when paychecks are issued, what

deductions are made, special services available deductions are made, special services available (e.g. draw account)(e.g. draw account)

Expense AccountExpense Account – what expenses will be paid – what expenses will be paid for, when expenses will be paidfor, when expenses will be paid

Office PracticesOffice Practices – where supplies are located, – where supplies are located, office policies, informal office practices (best office policies, informal office practices (best done by a co-worker)done by a co-worker)

What is Going to Happen NextWhat is Going to Happen Next – explain org. – explain org. chart, make formal introductions, detail the chart, make formal introductions, detail the training programtraining program

Consider this:Consider this:

It is harder to assimilate new reps when It is harder to assimilate new reps when they are immediately put into a territorythey are immediately put into a territory

The manager should spend time with the The manager should spend time with the new rep for the first few weeks – maybe new rep for the first few weeks – maybe check in at the start of each daycheck in at the start of each day

Most employees welcome supervision and Most employees welcome supervision and attention when new to the jobattention when new to the job

New employees should not have to rely on New employees should not have to rely on the “grapevine” for accurate info – this the “grapevine” for accurate info – this may encourage undesirable associations.may encourage undesirable associations.

Meeting Other NeedsMeeting Other Needs

The manager should help the recruit to The manager should help the recruit to initiate relationships with co-workers.initiate relationships with co-workers.

The acceptance of a new recruit depends The acceptance of a new recruit depends heavily on the way management regards heavily on the way management regards him or her and management’s attitude him or her and management’s attitude toward the new person.toward the new person.

The Value of MentoringThe Value of Mentoring Mentor – someone with knowledge, experience, Mentor – someone with knowledge, experience,

position, or power who counsels and guides a position, or power who counsels and guides a younger or newer employeeyounger or newer employee

Formal program – the mentor is assigned and Formal program – the mentor is assigned and engages in prescribed mentoring activitiesengages in prescribed mentoring activities

Informal program – a relationship develops Informal program – a relationship develops without a formal assignment or contractwithout a formal assignment or contract

Types – manager to rep, senior executive to rep, Types – manager to rep, senior executive to rep, co-worker to repco-worker to rep