Employee Recruitment, Selection and Placement: Industrial Psychology

Employee Recruitment,
Selection and Placement

INDUSTRIAL PSYCHOLOGY
Agenda 01 HUMAN RESOURCE PLANNING
Style
02 STEPS IN THE EMPLOYEE
SELECTION PROCESS
03 EMPLOYEE RECRUITMENT
04 EMPLOYEE SCREENING
Agenda 05 EMPLOYEE SELECTION AND
PLACEMENT
Style
06 EQUAL EMPLOYMENT
OPPORTUNITY IN EMPLOYEE
SELECTION AND PLACEMENT
HUMAN RESOURCE
PLANNING
HUMAN RESOURCE PLANNING
The process that links the human resource needs of an organization
to its strategic plan to ensure that staffing is sufficient, qualified, and
competent enough to achieve the organization's objectives.
A vital organizational element for maintaining a competitive

advantage and reducing employee turnover.
Human resources professionals need to consider
a number of factors in HR planning:
What are the organization’s goals
and strategic objectives?
What are the current human resource

capacities and existing employee skills
in the organization?
What are the staffing needs required

for the organization to accomplish
its goals?
Which additional positions are

needed to meet the staffing needs?
Human resource planning is the process of
hiring and staffing an organization.
The positions that need to be filled.
The talent needed to fill them.
The process of how the organization will

fill these positions.
Staffing today’s organizations requires that companies take
into account a number of critical issues, such as:
Assuring that
The changing Increased there is good “fit” Increasing
nature of work competition for the between workers workforce
and the workforce best workers and organizations diversity
Knowledge Skill Compatible Diverse
What are the training How can we How competitive are How can we find
needs of employees competitively recruit we in our employees who are a
going to be in the the highest potential compensation “good fit” for our
future? employees? and benefit programs company and its
culture?
Ployhart, 2006
One model of human resource planning suggests that companies need
to focus on four interrelated processes.
TALENT INVENTORY ACTION PLANS

An assessment of the current An assessment of the current
KSAOs (knowledge, skills, KSAOs (knowledge, skills, abilities,
abilities, and other characteristics) and other characteristics) of current
of current employees and how employees and how they are used.
they are used.
WORKFORCE FORCAST CONTROL & EVALUATION

A plan for future HR requirements Having a system of feedback to
(i.e., the number of positions assess how well the HR system is
forecasted, the skills those working, and how well the company
positions will require, and some met its HR plan (you will find that
sense of what the market is for evaluation is critical for all HR
those workers). functions—we need to constantly
evaluate I/O programs and
interventions to determine their
effectiveness).
STEPS IN THE EMPLOYEE
SELECTION PROCESS
Recruitment of applicants Various employee Selection decisions and

screening and testing placement of employees
procedures in appropriate jobs.
EMPLOYEE RECRUITMENT
One of the primary objectives of a successful program is to attract a
large pool of qualified applicants.
Recruitment techniques and tactics:

• Job advertisements on internet sites
• Newspapers and trade magazines
• On television, radio, or billboards
• The use of employment agencies
• Referrals by current employees
Important reasons why employee referrals and walk-ins lead to better workers:
01 Employees are unlikely to recommend

friends and acquaintances who are not
good potential workers in order to save
themselves from embarrassment.
02 The referring employees

essentially do an
informal “screening” that
ends up benefiting the
company.
03 Applicants who directly
apply for a position in a
company (“walk-ins”) have
typically researched the
company and/or position
and that may suggest that
they are more motivated
“self-starters” than those
applicants responding to
ads.
Recruitment is a two-way process:
Job applicants are
evaluating various
02 potential employers
Recruiting
organization is
01
attempting to attract
and later evaluate
prospective
employees
Turban, Forret, &
Hendrickson,
1998
A meta-analysis by Chapman et al. (2005) found that recruiters who
were viewed by applicants as personable, trustworthy, competent,
and informative led to more positive impressions by applicants.
Recruiters play an important part in helping applicants decide if there

is a good fit between themselves and the position and organization
(Breaugh, 2008).
Realistic Job
Preview
(RJP)
Realistic job previews can take the form of

• An oral presentation from a recruiter
supervisor,
• Job incumbent
• A visit to the job site
• A discussion in a brochure, manual, and
video
• Company web site (Breaugh, 2008; Wanous, 1989).
However, research indicates that face-toface RJPs may be
more effective than written ones.
Saks & Cronshaw, 1990
Another type of RJP that has not received much attention is

a work simulation.
Breaugh, 2008
Historically, research has shown that realistic job previews
are important in increasing job commitment and satisfaction
and in decreasing initial turnover of new employees.
Hom, Griffeth, Palich, & Bracker, 1998; McEvoy & Cascio, 1985; Premack & Wanous, 1985
EMPLOYMENT DISCRIMINATION
Another important goal for any recruitment program is to avoid
intentional or unintentional discrimination.
 Employment discrimination against underrepresented groups
such as women, ethnic minorities, the elderly, and the
disabled, intentional or unintentional, is illegal.
Employers should take steps to attract applicants from

underrepresented groups in proportion to their numbers in the
population from which the company’s workforce is drawn.
It is the process of reviewing information
about job applicants to select potential
individuals for jobs.
resumes,
• Job applications,
• Letters of recommendation,
• Employment tests,
• Hiring interviews
Employee
Screening
Employee
Selection
It is the actual process of choosing people

for employment from a pool of applicants.
In employee selection, all the information

gained is combined in some manner to
make actual selection decisions.
Your Picture Here And Send To Back
• Infographic Style
A MODEL FOR
EMPLOYEE
SELECTION
It consists of two categories of variables:
Criteria measures of job success typically Predictors are any pieces of information
related to: that we are able to measure about job
 Performance applicants that are related to (predictive of)
 Loyalty the criterion.
 Commitment to the organization  Job-related knowledge and expertise
 A good work attendance record  Education
 Ability to get along with  Skills
supervisors and coworkers  in an effort to predict who will be
 Ability to learn and grow successful in a given job.
on the job
A MODEL FOR
EMPLOYEE
SELECTION
It consists of two categories of variables:
The ultimate criterion Evaluation of the success of an employee

—a criterion we aspire to measure, but selection program involves demonstrating
something that we may never actually be that the predictors do indeed predict the
able to capture with our limited criterion of success on the job (see Smith, 1994).
measurement capabilities.
Place Your Picture Here
Primary Goals
MAKING
 To maximize the probability
EMPLOYEE of accurate decisions in
selecting job applicants
SELECTION  To assure that the decisions

are made in a way that is
DECISIONS free from both intentional
and unintentional
discrimination against these
applicants.
2 types of decision errors in employee
selection
text1 text2 text3 text4 text5 text1 text2 text3 text4 text5
False-positive errors False-negative errors

It erroneously accepting applicants It erroneously rejecting applicants
who would have been unsuccessful. who would have been successful
Although both errors are problematic to the

organization, it is more difficult to identify false-
negative errors than false-positive errors.
We cannot eliminate these errors entirely, but

we can minimize them by using more objective
decision strategies.
Clinical Approach
It is often referred when employee selection decisions are made subjectively.
It combines the sources of information in whatever fashion seems appropriate

to obtain some general impression about applicants.
 Based on experience and beliefs about which types of information are
more or less important, a decision is made.
Although some good selection decisions may be made by experienced

decision makers, subjective, clinical decisions are error prone and often
inaccurate (see Meehl, 1954).
Statistical Decision-making
Model
It combines information for the selection of applicants in an objective,
predetermined fashion.
Each piece of information about job applicants is given some optimal weight
that indicates its strength in predicting future job performance.
 Statistical models are able to process all of this information without
human limitations.
Multiple Regression Model
An employee selection method that combines separate predictor of job
success in a statistical procedure.
The ability of each of the predictors to predict job performance can be added
together and that there is a linear relationship between the predictors and
the criterion;
 Higher scores on the predictors will lead to higher scores on the
criterion.
Multiple Cutoff Model
An employee selection method using a minimum cutoff score on each of the
various predictors of job performance.
The main advantage of the multiple cutoff strategy is that it ensures that all
eligible applicants have some minimal amount of ability on all dimensions that
are believed to be predictive of job success.
The multiple regression and multiple cutoff methods
can be used in combination.
If this is done, applicants would be eligible for hire

only if their regression scores are high and if they are
above the cutoff score on each of the predictor
dimensions.
Multiple Hurdle Model
An employee selection strategy that requires that an acceptance or rejection
decision be made at each of several stages in a screening process.
One advantage of the multiple hurdle strategy is that unqualified persons

do not have to go through the entire evaluation program before they are
rejected.
EMPLOYEE PLACEMENT
Employee placement is the process of deciding to which job hired workers
should be assigned.
The personnel specialist’s job is to find the best possible “fit” between the
worker’s attributes (KSAOs) and the requirements of the job openings.
Personnel specialists are looking more broadly at the issue of employee

selection and placement. Rather than just focusing on fitting potential
employees into the right job, researchers and practitioners are concerned
with how particular individuals might fit with a particular work group or team
and with a specific organization (Van Vianen, 2000; Werbel & Gilliland,
1999).
EQUAL
EMPLOYMENT
OPPORTUNITY
THANK YOU

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Employee Recruitment,

Selection and Placement

A vital organizational element for maintaining a competitive

What are the current human resource

What are the staffing needs required

Which additional positions are

The positions that need to be filled.

The talent needed to fill them.

The process of how the organization will

Knowledge Skill Compatible Diverse

TALENT INVENTORY ACTION PLANS

WORKFORCE FORCAST CONTROL & EVALUATION

Recruitment of applicants Various employee Selection decisions and

Recruitment techniques and tactics:

01 Employees are unlikely to recommend

02 The referring employees

Recruiters play an important part in helping applicants decide if there

Realistic job previews can take the form of

Another type of RJP that has not received much attention is

Employers should take steps to attract applicants from

It is the actual process of choosing people

In employee selection, all the information

The ultimate criterion Evaluation of the success of an employee

SELECTION  To assure that the decisions

False-positive errors False-negative errors

Although both errors are problematic to the

We cannot eliminate these errors entirely, but

It combines the sources of information in whatever fashion seems appropriate

Although some good selection decisions may be made by experienced

If this is done, applicants would be eligible for hire

One advantage of the multiple hurdle strategy is that unqualified persons

Personnel specialists are looking more broadly at the issue of employee

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