Employee Recruitment

and Development

Riani Rachmawati
March 2020
Elements
of
Recruitme
nt
Strategy
External and Internal
Recruiting Methods

• The two primary locations in which

to find candidates are those external
to the firm (external candidates) and
those internal to the firm (internal
candidates), each of which are
recruited somewhat differently.
Sources of
external
recruitment
Internal Recruitment

• Most companies try initially to fill job vacancies above the entry-level position
through promotions and transfers.
• Promoting employees rewards them for their past performance and encourages
them to continue their efforts, which in turn can improve morale within the
organization and support a culture of employee engagement.
• Research suggests that internal candidates are likely to outperform external
candidates.
• When qualified employees are passed over for external candidates, a firm’s
current employees can become disillusioned to the point where they begin
looking elsewhere for jobs.
• When experienced employees leave an organization, they take with them
years of corporate knowhow that is hard to replace.
Internal Recruiting Methods

Internal Job Postings

• Bulletin boards
• Intranets
Identifying Talent through Performance Appraisals
• Nine-box grid – A comparative diagram that includes appraisal and assessment
data to allow managers to easily see an employee’s actual and potential
performance.
Skills Inventories and Replacement Charts
• Skills inventories – Track an employee’s education, past work experience,
vocational interests, specific abilities and skills, compensation history, and job
tenure to see how they can best be used
• Replacement charts – Used for succession planning
An Example of a Nine-Box
Grid
 Realistic job preview (RJP) – Informing
applicants about all aspects of the job,
including both its desirable and
undesirable facets
Realistic
Job
Proponents of RJPs believe that
Previews applicants who are given them are
more likely to remain on the job and
be successful because they will
experience fewer unpleasant surprises.
Career Management: Developing Talent
Over Time
• Proactive companies see career development and recruiting
functions as strategic imperatives and, therefore, as an ongoing
process designed to maximize the talents of their employees and
retain them.

• Managers play a key role in expanding the talent pools of firms.

• Good managers “grow” talent by listening to their employees’
aspirations, act as coaches, identify their strengths and areas
of improvement, and offer them continual feedback.
• Good managers also ensure employees receive training, self-
assessment tools, and information about the organization and
possible career paths within it.
Steps in the
Career
Management
Process
 Blending the Needs of Individual
Employees with the Needs of Their Organizations
 A situation in which for either
organization or personal reasons the
probability of moving up the career
ladder is low
Career
Plateu

Three types of plateaus:

Content plateau – Occurs
Structural plateau – when a person has Life plateau – Is more
Marks the end of learned a job too well and profound and may feel
promotions is bored with day-to-day like a midlife crisis
activities
Developing a Diverse Talent Pool
• Employers often develop formal EEO/affirmative action policies to recruit
and promote members of protected classes so that their representation
at all levels within the organization approximates their proportionate
numbers in the labor market.
• Women
• Minorities
• People who are disabled
• Veterans
• Older employees
Selection

The process of choosing

individuals who are qualified
to fill existing or protected
job openings
Steps in
the
Selection
Process
Obtaining Reliable and Valid
Information

• Reliability – The degree to which an interview, test, or other selection

procedures result in consistent information about a candidate
• Reliability also refers to the extent to which two or more methods
(e.g., interviews and tests) yield similar results or are consistent with
one another.
• Validity – The degree to which a test or selection procedure actually
measures or predicts a person’s ability to do a job
 Employment Interviews
• Even though they are plagued by subjectivity and have shown to be
poor predictors of performance, employment interviews are almost
always utilized in the selection process.
• Firms continue to use interviews because:
• They are practical when there are only a small number of applicants.
• They serve other purposes, such as public relations.
• Interviewers trust their judgments when it comes to making decisions
about which candidates to choose.
Variables in the Employment Interview
 Types of Interviews
• Nondirective interview – An interview in which the applicant is allowed the maximum amount of
freedom in determining the course of the discussion, while the interviewer carefully refrains from
influencing the applicant’s remarks
• Structured interview – An interview in which a set of standardized questions having an established set
of answers is used
• Situational interview – An interview in which an applicant is given a hypothetical incident and asked
how he or she would respond to it
• Behavioral description interview (BDI) – An interview in which an applicant is asked questions about
what he or she actually did in a given situation
• Sequential interview – A format in which a candidate is interviewed by multiple people, one right after
another
• Panel interview – An interview in which a board of interviewers questions and observes a single
candidate
 Pre-employment Tests

• Preemployment test – An objective and standardized test used to gauge a person’s

knowledge, skills, abilities, and other characteristics (KSAOs) relative to other
individuals
• Drawback:
• They create the potential for legal challenges by applicants claiming the tests
they took were discriminatory.
 Types of Tests
Job Knowledge Tests
• Job knowledge tests are achievement tests designed to measure people’s level of
understanding, or knowledge, about a particular job.

Work Sample Tests

• Work sample tests, or job sample tests, require the applicant to perform tasks that
are part of the work required on the job.

Assessment Center Tests

• A process by which managerial candidates are evaluated at an assessment center as
they participate in a series of situations that resemble what they might need to
handle on the job
 Types of Tests
Cognitive Ability Tests
• Cognitive ability tests measure mental capabilities such as general
intelligence, verbal fluency, numerical ability, and reasoning ability.

Biographical Data (Biodata) Tests

• Biological data tests (biodata tests) collect biographical information about
candidates who have shown to correlate with on-the-job success.

Personality and Interest Inventories

• Personality tests have been found to be good predictors of applicants’
motivation, such as their leadership efforts and propensity to adhere to rules.
Types of Tests

Physical Ability Tests

• For some jobs, such as firefighters and police officers, employers need to assess a person’s
physical abilities.
Medical Examinations
• The law prohibits a medical examination being administered to an applicant before he or
she has been made a conditional employment offer and agreed to undergo it.
Drug Tests
• Different states have different laws regarding drug testing.
• A candidate can refuse to take a drug test, but that is tantamount to turning down the job.
• There are mixed results regarding the effectiveness of drug testing.
 Final Decision
• In large organizations, managers or supervisors usually make the final decision about whom to
hire, and communicate it to the human resources (HR) department, who then notify the
candidate about the decision and make a job offer.
• The HR department should confirm the details of the job, working arrangements, hours,
wages, and so on and specify a deadline by which the applicant must reach a decision.
• For internal candidates, generally, the hiring manager contacts the candidates personally and
informs them of the decision.
• For both external and internal candidates, it is important to put the offer in writing so there is no
ambiguity or dispute about its terms.
• Organizations should not fail to notify candidates who are not chosen for the position.
The Scope of Training
• The term training is often used casually to describe almost any effort initiated by an
organization to foster learning among its members.
• However, many experts distinguish between training, which tends to be more narrowly
focused and oriented toward short-term performance concerns, and development, which
tends to be oriented more toward broadening an individual’s skills for future responsibilities.
• The two terms tend to be combined into a single phrase—training and development—to
recognize the combination of activities organizations use to increase the knowledge and
skills of employees.
• Research shows that an organization’s revenues and overall profitability are positively
correlated to the amount of training it gives its employees.
Strategic
Model of
Training
and
Developme
nt
 Conducting the Needs Assessment

• “Hard skills” – The tangible and teachable skills needed to do a job

• “Soft skills” – Subjective skills that are harder to measure, requiring more discretion or
judgment, but equally valuable in the workplace
• Hard-Skills Training • Soft-Skills Training
• On-the-job training for new • Ethics training
hires • Diversity training
• Basic skills training • Leadership training
• Budgeting and accounting • Communications training
training
• Team training
• Machinery operating training
• Time management training
• IT/computer training
• Interpersonal skills training
• Customer service training
• Compliance training
Needs Assessment for Training
 Designing the Training Program
• Once you have assessed your firm’s training needs, the next step is to
design the training program.
• Experts believe that the design of training programs should focus on
at least four related issues:
1. The training’s instructional objectives
• Instructional objectives – The desired outcomes of a training program
2. Readiness of trainees and their motivation
3. Principles of learning
4. Characteristics of instructors
Principles
of
Learning
Implementing the Training
Program—Training
Delivery Methods

• Choosing the right training method

depends on the KSAOs to be
learned.
• Multiple training methods are often
used in conjunction with different
types of learners.
Training Delivery Methods
Implementing the Training Program—Training Delivery Methods

On-the-Job Training
• On-the-job training (OJT) – A method by which employees are given hands-on
experience with instructions from their supervisor or other trainer
• OJT is by far the most common informal method used to train employees.
• Apprenticeship training – A system of training in which a worker entering the
skilled trades is given thorough instruction and experience, both on and off the
job, in the practical and theoretical aspects of the work

Special Assignments
• Special job assignments involve assigning trainees, who are often but not always
on managerial tracks, to different jobs in different areas of a firm, often in different
regions and countries.
Implementing the Training Program—Training Delivery Methods

Cooperative Training, Internships, and Governmental Training

• Cooperative training – A training program that combines practical on-the-job
experience with formal educational classes
• Internship programs are jointly sponsored by colleges, universities, and a variety
of organizations, and offer students the chance to get real-world experience while
finding out how they will perform in work organizations.
• The federal government and various state governments work together with
private employers to sponsor training programs for new and current employees
at career centers nationwide that take place at American Job Centers.

Simulations
• Simulations are used when it is either impractical or unwise to train employees
on the actual equipment used on the job.
Implementing the Training Program—Training Delivery Methods

Cooperative Training, Internships, and Governmental Training

• Cooperative training – A training program that combines practical on-the-job
experience with formal educational classes
• Internship programs are jointly sponsored by colleges, universities, and a variety
of organizations, and offer students the chance to get real-world experience while
finding out how they will perform in work organizations.
• The federal government and various state governments work together with
private employers to sponsor training programs for new and current employees
at career centers nationwide that take place at American Job Centers.

Simulations
• Simulations are used when it is either impractical or unwise to train employees
on the actual equipment used on the job.
Implementing the Training Program—Training Delivery Methods

Behavior Modeling
• Behavior modeling – A learning approach in which work behaviors are modeled,
or demonstrated, and trainees are asked to mimic them

Role-Playing
• Role-playing consists of playing the roles of others, often a supervisor and a
subordinate who are facing a particular problem, such as a disagreement or a
performance problem.

Coaching
• Coaching consists of a continuing flow of instructions, comments, and
suggestions from the manager to a subordinate.
Implementing the Training Program—Training Delivery Methods

Case Studies
• A particularly useful method used in classroom learning situations is the case
study.
Seminars and Conferences
• Seminars and conferences are good for raising points of debate and discussing
issues that have no set answers or resolutions.
• For this reason, seminars and conferences are often used when change is an
organization’s goal.
Blended Learning
• Blended learning – The use of both in-person classroom learning and online
learning
 Additional • In addition to training to address the demands
of a particular job, many employers develop
Training training programs to meet the special needs of
and employees, such as:
• Orientation training and onboarding
Developme • Basic skills training
• Team training
nt • Cross-training
Programs • Ethics and diversity training
Evaluating the Training Program
• The effectiveness of training can be evaluated on several criteria:
• Participants’ reactions
• The amount of learning they have acquired
• Their behavioral changes on the job
• Bottom-line results such as the program’s return on investment
Criteria for Evaluating Training