HR

ESSAY QUESTION 900 WORDS 

Question 1: (450 words)

a- In designing the communication message to be used in external recruiting, what kinds of information should be included? Give a clear example to support your answer.

b- What are the advantages of conveying a realistic recruitment message as opposed to one portraying the job in a way that the organization thinks that job applicants want to hear?

Question 2: (450 words)

a- Describe the three different types of interview simulations. Which one do you think is better?

b- Evaluate the effectiveness of seniority, assessment centers, and job knowledge as substantive internal selection procedures. If you are the HR manager of an international company which procedure will you use?

Staffing Organizations

Chapter 5:

External Recruitment

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Learning Objectives for Chapter 5

Engage in strategic recruitment planning activities

Understand the difference between open and targeted recruitment

Create a persuasive communication message

Learn about a variety of recruitment media

Recognize how applicant reactions influence the effectiveness of a recruiting plan

Utilize a variety of recruitment sources

Evaluate recruiting based on established metrics

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External Recruitment
Strategic Recruitment Planning

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Planning, Communicating, and Implementing Strategic Recruiting

Jump to Planning, Communicating, and Implementing Strategic Recruiting, Appendix

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Defining Strategic Recruiting Goals
Goals for attraction
Based on organization’s strategic goals
Person-job fit
Person-organization fit
Goals for speed
Need new employees right away
Long-term needs

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Open Versus Targeted Recruiting
Recruitment Type Technique Advantages Best When
Open Advertising position with a message appealing to a wide variety of job seekers in a variety of media outlets that will reach the highest possible audience Ensures that a diverse set of applicants are contacted and considered
Lower resource and personnel cost per applicant located Large numbers of applicants are required
Pre-entry qualifications are not as important
Targeted Focusing advertising and recruiting efforts by tailoring message content to attract segments of the labor market with specific KSAOs or demographic characteristics Narrows the pool of potential applicants, allowing the organization to concentrate efforts on the most qualified
Facilitates a more personal approach to each applicant The organization needs specific skill sets that are in short supply
Hiring for high-leverage positions

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Open Versus Targeted Recruiting
Open Recruitment: With an open recruitment approach, organizations cast a wide net to identify potential applicants for specific job openings. Very little effort is made in segmenting the market into applicants with the most desirable KSAOs. This approach is very passive in that anyone can apply for an opening, and all who apply for a position are considered, regardless of their qualifications
A targeted recruitment approach is one whereby the organization identifies segments in the labor market where qualified candidates are likely to be. Often, this is done to find applicants with specific characteristics pertinent to person/job or person/organization match

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Target Recruitment Groups
Key KSAO holders—the objective here is to identify applicants with specific new areas of knowledge or “hot” skills
Diverse job seekers—often, one must go beyond open recruitment and make special efforts to reach diverse groups
Passive job seekers or non-candidates—sometimes excellent candidates can be found in “trailing spouses” or other dual-career couples
Former military personnel—especially those with key competencies such as leadership
Employment-discouraged—long-term unemployed, homemakers, welfare recipients, teenagers, and people with disabilities
Reward-seekers—those who are attracted to the organization’s employee value proposition, which might offer benefits such as flexible work schedules and fully paid health care
Former employees—those with good track records while they were employees
Reluctant applicants—individuals who have interest in an organization but are conflicted; research shows that flexible work arrangements may help attract such individuals

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External Recruitment
Applicant Reactions

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Applicant Reactions
Job and organization characteristics
The most important attraction features
Job characteristics
Wages
Opportunity for growth and development
Interesting characteristics
Organization characteristics
Prestige
Reputation for treating employees well

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Applicant Reactions
Reactions to recruiters
Influence of recruiter vs. job characteristics
Influence of recruiter on attitudes and behaviors
Demographics of recruiters
Influential recruiter behaviors
Warmth and knowledge of the job
Reactions to recruitment process
Relationship of screening devices to job
Delay times in recruitment process
Funding of recruitment process
Credibility of recruiter during recruitment process

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Reactions to Diversity Issues
Advertising in publications targeted at women and minorities
Advertisements should depict diversity, especially among those in positions of authority
Target older workers by flexible schedules, health and pension benefits, and part-time opportunities

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Consideration Related to Recruiters: Selection
Desirable characteristics of recruiters
Strong interpersonal skills
Knowledge about company, jobs,
and career-related issues
Technology skills
Enthusiasm
Various sources of recruiters
HR professionals
Line managers
Employees

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External Recruitment
Communication

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Comparing Choice of Messages
Types of Messaging Information Conveyed Applicant Reactions Potential Drawback Best For
Branded An appealing description is developed based on marketing principles, emphasizing unique features of the organization Positive view of the organization, increased intention to apply for jobs, and better prehire information about benefits of the job Overly positive message may result in employee dissatisfaction after hire Tight labor markets or higher-value jobs
Targeted Advertising themes are designed to a attract a specific set of employees Better fit between application message and specific applicant groups May dissuade applicants who aren’t interested in work attributes featured in the message from applying Specific KSAOs, or seeking a specific type of applicant
Realistic Both positive and negative aspects of a job and organization are described Some applicants self-select out; those who remain will have a better understanding of the job and will be less likely to leave The best potential applicants may be more likely to leave Loose labor markets or when turnover is costly

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Designing Communication to External Recruiting
Designing the communication message will require developing a message that is effective from a marketing standpoint in attracting applicants, targeted from the organization’s perspective in attracting applicants with the right KSAOs, and constructed well from a legal perspective so that no violation or employment laws and regulations occurs. The message should reflect the content of the job requirements and job rewards matrices. It should have a style that reflects the level and availability of the focal job. For example, realistic messages may be appropriate when supply of the employees being sought is great. An attractive message might be more advisable when labor supply is tight. It is recommended that, if the organization has access to legal counsel, the message receive a legal review before being used

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Searching: Communication Media
Media richness
Allow for timely personal feedback
Provide ample information
Customized to user needs
Credibility
Honest
Accurate
Thorough

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Communication Media
Arranged from lowest richness and credibility to highest richness and credibility
Advertisements
Recruitment brochures
Organizational websites
Videoconferencing
Direct contact
Richer, more credible sources tend to be the most expensive per applicant contacted

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Features of High-Impact Organizational Websites
Easily navigated
A “job cart” function
Résumé builders
Detailed information on career opportunities
Clear graphics
Allow applicants to create profiles
Self-assessment inventories

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Communication Media
Word-of-mouth
Personally known to the potential applicant
Largely outside of the organization’s control
Heavily involved with the reputation of the organization

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Advantages of conveying a realistic recruitment message as opposed to portraying the job in a way that the organization thinks that job applicants want to hear
The realistic message contains details regarding both the negative and the positive aspects of the job, and many HR specialists feel this is the optimal type of message for a number of reasons.
The realistic message conveys the most detailed and accurate information about the actual nature of the job, which greatly increases the amount of self-selection that will occur on the part of the potential applicants.
Even for applicants who continue through the recruitment process are likely to have expectations more in line with what actual job conditions are likely to be. This will enhance retention and long-term commitment, and reduce the potential for legal problems that might occur because an employees feels the “real” job is not as advertised.

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Advantages of conveying a realistic recruitment message as opposed to portraying the job in a way that the organization thinks that job applicants want to hear
Effective self-selection saves the organization money because time and funds are not expended on applicants who would not truly be satisfied with the conditions of the focal job.
In today’s society, where individuals are also putting more emphasis on their own values, advertisements that portray the job in a way that the organization “thinks that job applicants want to hear” are probably dangerous from a legal point-of-view, and wasteful in terms of the poor hires that result from such an approach.

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Advantages of conveying a realistic recruitment message as opposed to portraying the job in a way that the organization thinks that job applicants want to hear
The best advertisement will use professional marketing techniques in writing ad copy so that the following occur: 1. the ad presents the positive attributes of the job in an attractive way; 2. negative attributes appear later in the ad and are presented in a straightforward and honest fashion; 3. the ad is written to match the KSAOs and motivation required by the organization to a personality and skill profile of the type of applicants the organization hopes to attract.

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Advantages of conveying a realistic recruitment message as opposed to portraying the job in a way that the organization thinks that job applicants want to hear
As an example of how to handle a negative attribute, consider the negative attribute of extensive travel. An advertisement should not contain this attribute in the headline. It would probably appear in the middle of the body of the ad, or second or third among a list of job attributes. It might also be combined with positive attributes.
For example, in advertising position for direct sales personnel, the advertisement might read: “Since extensive overnight travel is required for this position, Organization XYZ seeks experienced sales professionals who are able to work independently and are skilled in self-organization and time management.” This statement identifies the negative attribute, but it also solicits applicants with positive characteristics for the job of sales.

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External Recruitment
Strategy Implementation

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Strategy Implementation
Individual recruiting sources
Target individual job seekers, direct from the organization and its representatives
Applicant initiated, general employment websites, niche employment websites
Social recruiting sources
Rely on relationships that employees have with current employees or those who would endorse the company
Employee referrals, social networking sites, professional associations
Organizational recruiting sources
Access to a large number of similar applicants
Colleges and placement offices, employment agencies, executive search firms, social service agencies

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Metrics for Evaluating Recruiting Methods
Quantity
Quality
Cost
Impact on HR Outcomes
Employee satisfaction
Job performance
Diversity
Retention

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Staffing Organizations

Chapter 8:

External Selection I

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Learning Objectives for Chapter 8

Understand how the logic of prediction guides the selection process

Review the nature of predictors—how selection measures differ

Understand the process involved in developing a selection plan, and the selection sequence

Learn about initial assessment methods and understand how these methods are optimally used in organizations

Evaluate the relative effectiveness of initial assessment methods to determine which work best, and why

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External Selection I
Preliminary Issues

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Logic of Prediction: Past Performance Predicts Future Performance

Jump to Logic of Prediction: Past Performance Predicts Future Performance, Appendix

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Nature of Predictors
Content
Sign: A predisposition thought to relate to performance (e.g., personality)
Sample: Observing behavior thought to relate to performance
Criterion: Actual measure of prior performance
Discriminant validity is demonstrated by evidence that measures of constructs that theoretically should not be highly related to each other are, in fact, not found to be highly correlated to each other
Form
Speed vs. power: How many versus what level
Paper / pencil vs. performance: Test in writing or in behavior
Objective vs. essay: Much like multiple-choice vs. essay course exam questions
Oral vs. written vs. computer: How data are obtained

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Selection Plan
External selection refers to the assessment and evaluation of external job applicants
Selection plan
the basic purpose of a selection plan is to describe predictors to be used to assess KSAOs required to perform the job
It starts by listing relevant KSAOs associated with a job
important for internal selection to avoid the problems of favoritism and gut instinct that can be especially prevalent in internal selection
Organizations are increasingly finding that the benefits of developing a selection plan outweigh the costs

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Steps in Development of the Selection Plan
Develop list of KSAOs required for job
KSAOs are provided by job requirements matrix
For each KSAO, decide if it needs to be assessed in the selection process
Determine method(s) of assessment to be used for each KSAO

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Applicant Methods By Applicant Flow Stage
Initial assessment methods
Minimize the costs associated with substantive assessment methods by reducing the number of people assessed
Substantive assessment methods
Used to make more precise decisions about candidates
More involved than initial assessment methods

Jump to Applicant Methods By Applicant Flow Stage, Appendix

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External Selection I
Initial Assessment Methods

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The necessity of Background information
Background information about job applicants can come not only from the applicant but also from people familiar with the applicant (e.g. employers, creditors, and neighbors).
Organizations often solicit this information on their own or use the services agencies that specialize in investigating applicants.
Background information solicited from others consists of letters of recommendation, reference checks, and background checks.

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Resumes and Cover Letters
Information provided is controlled by applicant
Information needs to be verified by other predictors to ensure accuracy and completeness
Major issues
Large number received by organizations
Falsification and misrepresentation of information
Lack of research exists related to
Validity or reliability
Costs
Adverse impact

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Overview of Application Blanks
Areas covered
Educational experience
Training
Job experience
Key advantage — Organization dictates information provided
Major issue — Information requested should
Be critical to job success and
Reflect KSAOs relevant to job

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Application Blanks
Areas of special interest
Educational requirements
Level of education
GPA
Quality of school
Major field of study
Extracurricular activities
Training and experience requirements
Licensing, certification, and job knowledge
Weighted application blanks are better
Unweighted correlation with performance from.10 to .20
Weighted correlations are substantially higher

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Biographical Information/Biodata
Personal history information of applicant’s background and interests
“Best predictor of future behavior is past behavior”
Past behaviors may reflect ability or motivation
Biodata compared with background checks
Background check
examines an applicant’s background
conducted through records checks and conversations with references
Biodata
used to predict future performance
information is collected by survey

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Biodata
Biodata is like a background check in many ways, but background checks tend to focus on external references rather than applicant surveys. In biodata and background tests, background information is obtained through interviews and conversations with references
Biodata measures include items about past events and behaviors reflecting personality attributes, attitudes, experiences, interests, skills and abilities validated as predictors of overall performance for a given occupation. It is collected directly from job applicants via highly structured multiple-choice questionnaires and typically includes the kinds of data obtained on job application blanks, in some employment interviews, in personnel files, or in autobiographies
Biodata measures are based on the measurement principle of behavioral consistency, that is, past behavior is the best predictor of future behavior. It is the pattern of responses across several different situations that give biographical data the power to predict future behavior on the job
Biodata method is the most valid predictor of performance, in contrast to initial interviews, Handwriting analysis, unweighted application blanks. Biographical information tends to have high reliability

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Examples of Biodata Items
In college, my grade point average was:
I did not go to college or completed less than two years
Less than 2.50
2.50 to 3.00
3.00 to 3.50
3.50 to 4.00
In the past five years, the number of different jobs I have held is:
More than five
Three-five
Two
One
None
The kind of supervision I like best is:
Very close supervision
Fairly close supervision
Moderate supervision
Minimal supervision
No supervision
When you are angry, which of the following behaviors most often describes your reaction:
Reflect on the situation for a bit
Talk to a friend or spouse
Exercise or take a walk
Physically release the anger on something
Just try to forget about it
Biodata compared with background checks

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Reference Reports: Letters of Recommendation
Problems
Inability to discern more-qualified from less-qualified applicants
Lack of standardization
Suggestions to improve credibility
Use a structured form
Use a standardized scoring key

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Reference Reports: Reference Checks
Approach involves verifying applicant’s background via contact with
Prior immediate supervisor(s) or
HR department of current of previous companies
Roughly 8 of 10 companies conduct reference checks
Problems
Same as problems with letters of recommendation
Reluctance of companies to provide requested information due to legal concerns

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Reference Reports: Background Testing
Method involves assessing reliability of applicants’ behavior, integrity, and personal adjustment
Type of information requested
Criminal history
Credit information
Educational history
Employment verification
Driver license histories
Workers’ compensation claims
Key issues
Limited validity evidence
Legal constraints on pre-employment inquiries

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Initial Interview
Characteristics
Begins process of necessary differentiation
Purpose — Screen out most obvious cases of person / job mismatches
Limitation — Most expensive method
of initial assessment
Video and computer interviews
Offers cost savings

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Evaluation of Initial Interview
Minimal evidence exists regarding usefulness
Guidelines to enhance usefulness
Ask questions assessing most basic KSAOs
Stick to basic, fundamental questions suitable for making rough cuts rather than subjective questions
Keep interviews brief
Ask same questions of all applicants

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Choice of Initial Assessment Methods, 1
Predictor Use Cost Reliability Validity Utility Applicant Reactions Adverse Impact
Résumé and cover letter High Low Low ? ? Positive Moderate
Level of education High Low Moderate Low Low ? Moderate
Grade point average Moderate Low Moderate Moderate ? ? Moderate
Quality of school Low Low Moderate Low ? ? Moderate
Major field of study Moderate Low Moderate Moderate ? ? ?
Extracurricular activity ? Low Moderate Moderate ? ? ?
Training and experience High Low High Moderate Moderate ? Moderate
Licensing and certification Moderate Low ? ? ? ? ?

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Choice of Initial Assessment Methods, 2
Predictor Use Cost Reliability Validity Utility Applicant Reactions Adverse Impact
Weighted application blanks Low Moderate Moderate Moderate Moderate ? ?
Biographical data Low High High High High Negative Moderate
Letters of recommendation Moderate Low Low Low ? ? ?
Reference check High Moderate Low Low Moderate Mixed Moderate
Background check Moderate High ? ? ? ? Moderate
Initial interview High High Low Low ? Positive Moderate

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Initial Assessment Reflections
Initial Assessment methods include Résumés and cover letters, Application blanks, Biographical information. Cost is used to guide the choice of initial assessment methods
A major problem with initial interviews is that it has relatively low reliability. To improve the effectiveness of initial interviews, interviewer should ask questions which assess the most basic KSAOs. The purpose of the initial interview is to screen out the most obvious cases of person/job mismatches
A major problem with resumes and cover letters is misrepresentation
A drawback of letters of recommendation is its inability to help separate highly qualified from moderately qualified applicants
In a reference check, the most common person to be contacted is the applicant’s former supervisor
Common sources of résumé fraud are inflated titles, inflated education or “purchased” degrees, inaccurate dates to cover up job hopping or unemployment
Most surveys suggest that around half of all résumés have substantial inaccuracies or distortions
One of the major disadvantages of using handwriting analysis as an assessment method is that it is not related to job performance

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In what ways are application blanks, biographical information, and reference and background checks similar and in what ways are they different?
The three are similar to each other in that they both ask applicants to report on their background.
All three methods can also be used to make initial selection decisions about job applicants.
One difference between application blanks and biographical data is that biographical data can be used for substantive selection decisions.
Reference reports differ from biodata in that reference checks are used for screening applicants for positions which require integrity & emotional adjustment, biodata is used for a wider range of jobs.
In addition, reference reports are obtained through interviews and conversations with references while biodata is collected through a survey.

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Each Biodata item can be classified according to TEN criteria. Explain these criteria
History: Does the item describe an event that occurred in the past or a future or hypothetical event?
Externality: Does the item address an observable event or an internal event such as values or judgments?
Objectively: Does the item focus on reporting factual information or subjective interpretations?
First-handedness: Does the item seek information that is directly available to the applicant rather than an evaluation of the applicant’s behavior by others?
Discreteness: Does the item pertain to a single, unique behavior or a simple count of events as opposed to summary responses?

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Verifiability: Can the accuracy of the response to the item be confirmed?
Controllability: Does the item address an event that the applicant controlled?
Equal accessibility: Are the events or experiences expressed in the item equally accessible to all applicants?
Job relevance: Does the item solicit information closely tied to the job?
Invasiveness: is the item sensitive to the applicant’s right to privacy?

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Staffing Organizations

Chapter 10:

Internal Selection

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All rights reserved. Authorized only for instructor use in the classroom.  No reproduction or further distribution permitted without the prior written consent of McGraw-Hill Education.

Learning Objectives for Chapter 10

Compare how the logic of prediction applies to internal vs. external selection decisions

Evaluate the relative advantages and disadvantages of the five initial assessment methods used in internal selection

Consider the merits and pitfalls of using seniority and experience for internal selection decisions

Describe the main features of assessment centers

Understand the advantages and disadvantages of using assessment centers for internal selection decisions

Evaluate the relative advantages and disadvantages of the seven substantive assessment methods used in internal selection

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Internal Selection
Preliminary Issues

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Preliminary Issues
Logic of prediction
indicators of internal applicants’ degree of success in past situations should be predictive of their likely success in new situations
In this logic, it’s necessary that qualifications carry over from one job to another
Types of predictors
there is usually greater depth and relevance to the data available on internal candidates relative to external selection

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Logic of Prediction: Past Performance Predicts Future Performance

Jump to Logic of Prediction: Past Performance Predicts Future Performance, Appendix

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Internal Versus External Selection
The data collection on internal applicants in their previous jobs often offer greater depth, relevance, and verifiability than the data collected on external applicants. This is so because organizations usually have much more detailed and in-depth information about internal candidates’ previous job experiences. This makes it easier to access data that are reliable about internal candidates than would be the case with external candidates. In terms of relevance of past experiences, organizations may also have better data with which to make selection decisions on internal than external candidates. The experiences of insiders may more closely mirror the experiences likely to be encountered on the new job than the experiences of outsiders. Another positive aspect of the nature of predictors for internal selection is verifiability. Instead of merely relying on the opinion of one person as to the suitability of an internal candidate for the job, multiple assessments can solicited. By pooling opinions, it is possible to get a more complete and accurate picture of a candidate’s qualifications

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Internal Versus External Selection
Internal selection refers to the assessment and evaluation of internal job applicants
Advantages of internal over external selection
Greater depth and relevance of data available on internal candidates
Greater emphasis can be placed on samples and criteria rather than signs

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Internal Selection
Initial Assessment Methods

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Talent Management/Succession Systems
Keep ongoing records of skills, talents, and capabilities of employees
Primary goal is to facilitate internal selection systems through up-to-date, accurate records on employees
Potential uses
Performance management
Recruitment needs analysis
Employee development
Compensation and career management

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Peer Assessments
Methods include peer ratings, peer nominations, peer rankings
Strengths
Rely on raters who presumably are knowledgeable of applicants’ KSAOs
Peers more likely to view decisions as fair due to their input
Weaknesses
May encourage friendship bias
Criteria involved in assessments are not always clear

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Peer Assessments
Differences between peer ratings, peer nominations, peer rankings
All three methods are peer assessments used to make promotion decisions. With peer ratings, readiness to be promoted is assessed for each peer using a rating scale. The person with the highest ratings is deemed most promotable. With peer nominations, one relies on voting for the most promotable candidates. Peers receiving the greatest number of “votes” are the most promotable. And, finally, peer rankings rely upon a rank ordering of peers. Those peers with the highest rankings are the most promotable

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Employee Advocates
Coach
Provides day-to-day feedback
Diagnoses and resolves performance problems
Creates opportunities for employees using existing training programs and career development programs
Sponsor
Actively promotes person for advancement opportunities
Guides person’s career rather than simply informing them of opportunities
Creates opportunities for people in decision-making capacities to see the skills of the employee (e.g., lead a task force)
Mentor
Becomes personally responsible for the success of the person
Is available to person on and off the job
Lets person in on “insider” information
Solicits and values person’s input

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Evaluation of Initial Assessment Methods

Predictor Use Cost Reliability Validity Utility Applicant reactions Adverse Impact
Self-nominations Low Low Moderate Moderate ? Mixed ?
Talent management/ succession systems High High Moderate Moderate ? ? ?
Peer assessments Low Low High High ? Negative ?
Managerial sponsorship Low Moderate ? ? ? Positive ?
Informal methods High Low ? ? ? Mixed ?

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Internal Selection
Substantive Assessment Methods

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Substantive Assessment Methods
Seniority and experience
Job knowledge tests
Performance appraisal
Promotability ratings
Assessment centers
Interview simulations
Promotion panels and review boards

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Overview of Seniority and Experience
Initially, the concepts of seniority and experience may seem the same. In reality, however, they are quite different. Seniority typically refers to length of service or tenure with the organization, department, or job. For example, company seniority is measured as length of continuous employment in an organization—the difference between the present date of employment and the date of hire. Thus, seniority is a purely quantitative measure that has nothing to do with the type or quality of job experiences. Conversely, experience generally has a broader meaning. While seniority may be one aspect of experience, experience itself encompasses a broader range. As an example, two employees working at the same company for 20 years may have the same level of seniority but very different levels of experience if one of them has performed a number of different jobs, worked in different areas of the organization, and enrolled in various training programs. Thus, experience includes not only the length of service in the organization or in various positions in the organization but also the kinds of activities undertaken in those positions

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Evaluation of Seniority and Experience
Employees typically expect promotions will go to most senior or experienced employee
Relationship to job performance
Seniority is unrelated to job performance
Experience is moderately related to job performance, especially in the short run
Experience is superior because it is:
a more valid method than seniority
more likely to be content valid when past or present jobs are similar to the future job
Experience is unlikely to remedy initial performance difficulties of low-ability employees
is better suited to predict short-term rather than long-term potential

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Job Knowledge Tests
Job knowledge measures one’s mastery of the concepts needed to perform certain work. Job knowledge is a complex concept that includes elements of both ability (capacity to learn) and seniority (opportunity to learn). It is usually measured with a paper-and-pencil test. To develop a paper-and-pencil test to assess job knowledge, the content domain from which test questions will be constructed must be clearly identified. For example, a job knowledge test used to select sales managers from salespeople must identify the specific knowledge necessary for being a successful sales manager
Holds great promise as a predictor of job performance
Reflects an assessment of what was learned with experience
Also captures cognitive ability
For ex. essay tests are best used to assess written communication skills.

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Performance Appraisal
One possible predictor of future job performance is past job performance. This assumes that elements of the future job are similar to those of the past job. Data on employees’ previous performance are routinely collected as part of the performance appraisal process and thus available for use in internal selection. One advantage of performance appraisals over other internal assessment methods is that they are readily available in many organizations. Another desirable feature is that they likely capture both ability and motivation. Hence, they can offer a complete look at the person’s qualifications for the job
Advantages
Readily available
Probably capture both ability and motivation
Weaknesses
Potential lack of a direct correspondence between requirements of current job and requirements of position applied for
“Peter Principle”

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Performance Appraisal
Questions to Ask in Using Performance Appraisal as a Method of Internal Staffing Decisions
Is the performance appraisal process reliable and unbiased?
Is present job content representative of future job content?
Have the KSAOs required for performance in the future job(s) been acquired and demonstrated in the previous job(s)?
Is the organizational or job environment stable such that what led to past job success will lead to future job success?

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Promotability Ratings
Promotability ratings are useful not only from a selection perspective but also from a recruitment perspective. By discussing what is needed to be promotable, employee development may be encouraged as well as coupled with organizational sponsorship of the opportunities needed to develop. In turn, the development of new skills in employees increases the internal recruitment pool for promotions
Promotability ratings often conducted along with performance appraisals
Useful for both selection and recruitment
Caveat
When receiving separate evaluations for purposes of appraisal, promotability, and pay, an employee may receive mixed messages

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Interview Simulations
An interview simulation mimics the oral communication required on the job. It is sometimes used in an assessment center, but less frequently than in-basket exercises, leaderless group discussions, and case analysis. It is also used as a predictor separate from the assessment center. There are several different forms of interview simulations; Role-Play, Fact Finding, and oral Presentations
Role-play: candidate must play work related role with interviewer
Fact finding: candidate needs to solicit information to evaluate an incomplete case
Oral presentations: candidate must prepare and make an oral presentation on assigned topic

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Promotion Panels/Review Boards
In the public sector, it is a common practice to use a panel or board of people to review the qualifications of candidates. Frequently, both internal and external candidates are assessed. The panel or board typically consists of job experts, HR professionals, and representatives from constituencies in the community that the board represents
Promotion panels and review boards: use multiple raters, which can improve reliability and can broaden commitment to decisions reached

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Overview of Assessment Centers
Elaborate method of employee selection
Involves using a collection of predictors to forecast success, primarily in higher-level jobs
Objective
Predict an individual’s behavior and
effectiveness in critical roles, usually managerial
Incorporates multiple methods of assessing multiple KSAOs using multiple assessors

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Theory Behind Assessment Centers
An assessment center is a collection of predictors used to forecast success, primarily in higher-level jobs. It is used for higher-level jobs because of the high costs involved in conducting the center. The theory behind assessment centers is focused on the concern with predicting an individual’s behavior and effectiveness in critical roles, usually managerial ones. Since these roles require complex behaviors, multiple KSAOs are used to predict these behaviors. This means that multiple methods of assessing the KSAOs, as well as multiple assessors, are required. In theory, the result of this type of assessment should be higher validity than could be obtained from a single assessment method or assessor

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Characteristics of Assessment Centers
Participants are usually managers being assessed for higher-level managerial jobs
Participants are evaluated by assessors at conclusion of program

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Evaluation of Substantive Assessment Methods, 1
Predictors Use
Cost
Reliability
Validity
Utility
Applicant Reactions Adverse Impact
Seniority High Low High Low ? ? High
Experience High Low High Moderate High Positive Mixed
Job knowledge tests Low Moderate High High ? ? ?
Performance appraisal Moderate Moderate ? Moderate ? ? ?
Promotability ratings Low Low High High ? ? ?
Assessment center Low High High High High ? ?

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Evaluation of Substantive Assessment Methods, 2
Predictors Use Cost Reliability Validity Utility Applicant Reactions Adverse Impact
In-basket exercise Low Moderate Moderate Moderate High Mixed Mixed
Leaderless group discussion Low Low Moderate Moderate ? ? ?
Case analysis Low Low ? Moderate ? ? ?
Global assignments High Moderate ? ? ? ? ?
Interview simulations Low Low ? ? ? ? ?
Panels and review boards Low ? ? ? ? ? ?

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Staffing Organizations

Chapter 6:

Internal Recruitment

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All rights reserved. Authorized only for instructor use in the classroom.  No reproduction or further distribution permitted without the prior written consent of McGraw-Hill Education.

Learning Objectives for Chapter 6

Be able to engage in effective internal recruitment planning activities

Apply concepts of closed, open, and hybrid recruitment to the internal recruiting process

Recognize which recruitment sources are available for internal candidates

Evaluate internal recruiting based on established metrics

Be able to evaluate communication messages for internal selection

Recognize how applicant reactions influence the effectiveness of a recruiting plan

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Internal Recruitment
Strategic Recruitment Planning

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The steps of the internal recruitment process
The first step in the internal recruitment process is recruitment planning.
The second step is developing a strategy for where, how, and when to look for recruits. Knowing where to look requires an understanding of open, closed, and hybrid internal recruitment systems. Knowing how to look requires an understanding of job postings, intranets, intra-placement, talent management systems, nominations, in-house temporary pools, replacement and succession plans, and career development centers. Knowing when to look requires an understanding of lead time and time sequencing concerns.
The third step consists of the communication message and medium for notification of the job vacancy.
The fourth step in the process is developing a job posting system and providing applicants with an understanding of the selection process and how to best prepare for it.
The fifth step in the process is the consideration of legal issues.
Internal recruits have numerous advantages: they already know the organization’s culture, they have already developed relationships with coworkers, and they may require less training than external hires.

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Hierarchical Mobility Paths

Jump to Hierarchical Mobility Paths, Appendix

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Alternative Mobility Paths

Jump to Alternative Mobility Paths, Appendix

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Ways to Make Work Meaningful
When upward mobility is limited by alternative mobility paths, special steps need to be taken to ensure that work remains meaningful
Alternative reward systems
Team building
Counseling
Alternative employment

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Four Ways to Make Work Meaningful
1. Alternative reward systems: Rather than basing pay increases on promotions, pay increases can be based on an individual’s knowledge, skill acquisition, and contribution to the organization as a team member. Research has shown that these programs are successful at encouraging employees to develop job-relevant skills.
2. Team building: Greater challenge and autonomy in the workplace can be created by having employees work in teams where they are responsible for all aspects of work involved in providing a service or product, including self-management.
3. Counseling: Workshops, self-directed workbooks, and individual advising can be used to ensure that employees have a well-reasoned plan for move-ment in the organization.
4. Alternative employment: Arrangements can be made for employee leaves of absence, sabbaticals, and consulting assignments to ensure that workers remain challenged and acquire new knowledge and skills.

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Definition & Characteristics of a Mobility Path Policy
A mobility path consists of possible employee movements within the internal labor market structure
Intent of policy is clearly communicated
Policy is consistent with philosophy and values of top management
Scope of policy is clearly articulated
Employees’ responsibilities and opportunities for development are clearly defined
Supervisors’ responsibilities for employee development are clearly stated
Procedures are clearly described
Rules regarding compensation and advancement are included
Rules regarding benefits and benefit changes are included

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Strategy Development: Closed Recruitment
Definition
Employees are not informed of job vacancies
Advantages
Disadvantages
Jump to Strategy Development: Closed Recruitment, Appendix

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Strategy Development: Open Recruitment
Definition
Employees are made aware of job vacancies
Job posting and bidding system
Advantages
Disadvantages
Jump to Strategy Development: Open Recruitment, Appendix

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Choosing Among Open, Closed, and Hybrid Internal Recruiting
Technique Advantages Best When
Open Identifies more candidates, including those who might be overlooked in a closed system
Makes rules and regulations explicit and open to all employees
Sometimes required by labor agreements Issues exist about perceived fairness
Hidden talent might be overlooked
Closed Less expensive in terms of search costs
Offers a quicker response
Less cumbersome when only a select few meet the minimum requirements Managers need the new candidate to start immediately
Jobs require a very narrow and specialized set of KSAOs
Hybrid Finds a large number of candidates
Everyone has an opportunity to apply Adequate resources are available to run the such a complex system
Jobs are especially key to organizational success

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Traditional career paths emphasize strict upward mobility within an organization. How does mobility differ in organizations with alternative career paths?
Traditional career paths emphasize upward mobility, implying that each job is a step towards the top of the organization.
The traditional method views each movement as a reward for the past services. It is based on the implied assumption that there is “one best way” to progress and develop within the organization.
Innovative career paths suggest movement in any direction: upward, downward, or lateral.
The innovative approach is based on the assumption that employees should be encouraged to engage in continuous learning so that each individual can make the greatest possible contribution to the organization.

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Three alternative career paths describing how mobility occurs in each
“Parallel tracks” allows employees to specialize in technical work or management work and advance within either track.
Historically, technical specialists had to shift away from technical to managerial work if they wanted to continue to receive higher-status job titles and pay.
The parallel tracks system avoids making the specialist position a dead-end job.

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“Lattice mobility” path was upward, lateral, and downward movement options. It is ideal for someone who will eventually have responsibility for various functions.
The individual begins at the bottom of a particular function, moves up to assume other responsibilities and duties, and then moves to the bottom of another function to repeat the process.
After the individual has gone through this cycle for all of the functions within an area, the person might be promoted to lead all of the functions within which experience has been gained.
“Lateral track” allows the individual to move sideways to manage all of the functions within an area, such as the human resource functions of recruitment, compensation, and training.

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Internal Recruitment
Applicant Reactions

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Applicant Reactions
Minimal research regarding reactions of applicants to internal recruitment process
Perceived fairness
Distributive justice – Perceived fairness of actual decision
Procedural justice – Perceived fairness of process (policies and procedures)

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Internal Recruitment
Communication

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Searching: Communication Message
Realistic
Different for internal applicants
May be needed for unknown or newly created jobs
Targeted
Focus on job rewards matrix

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Searching: Communication Medium
Job posting
Other written documents
Brochures
Videocassettes
Diskettes
Potential supervisors and peers
Informal systems

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What information should be included in the targeted internal communication message?
A targeted message involves tailoring the message to a particular audience.
Such a message should describe the inducement likely to attract experienced internal employees.
The rewards offered can be taken directly from the job rewards matrix.
The key point to match the message to the abilities (i.e., KSAOs) and the desires (i.e., rewards) of the target audience as closely as possible for maximum effect in attracting applicants.

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The characteristics necessary for an effective promotion policy.
The characteristics of an effective promotion policy might include:
Policy intent clearly communicated.
Policy consistent with philosophy and values of top management.
Scope of policy (e.g., region, employee groups) clearly articulated.
Employee responsibilities & opportunities for development made clear.
Supervisor responsibilities for employee development spelled out.
Comprehensive promotion clearly described.
Rules for compensation and advancement explained.
Rules for benefits and benefit changes included.

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Internal Recruitment
Strategy Implementation

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Strategy Development: Recruitment Sources
Job posting
Intranet and intraplacement
Talent management system
Nominations
In-house temporary pools
Replacement and succession plans
Career development centers

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Talent Management System
Comprehensive method for monitoring and tracking employee skills and abilities
Identify the KSAOs required for all jobs
The complete set of KSAOs is compiled into a master list.
The current workforce will need to be assessed for its competence in this set of KSAOs
When positions come open, managers make a query to the talent management system to determine which employees are ready to come into open positions.
Often coupled with specific human resources information systems (HRIS) to facilitate tracking KSAOs in the workforce

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Career Development Centers
Provide employees with opportunities to take interest inventories, assess their personal career goals, and interview with representatives across the organization
Can be an effective retention tool for employees who desire a change, but the cost is often very high so ROI should be assessed regularly

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Metrics for Evaluating Recruiting Methods
Quantity
Quality
Cost
Impact on HR Outcomes
Employee satisfaction
Job performance
Diversity
Retention

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