class slides sg cowen

S.G. Cowen: New Recruits

MGMT E-4240

Recruitment Goals & Priorities

•  Attract large numbers of candidates? •  Attract highly qualified candidates? •  Attract candidates who will accept offers? •  Fill vacancies quickly? •  Fill at minimal cost? •  Hire high performers? •  Hire people who stay? •  Generate positive perceptions, feelings,

spillovers?

Recruitment Philosophy

•  Internal or External Sources? •  Fill current vacancies or hire for long

term potential? •  How important is diversity? •  Are applicants commodities or

customers? •  What recruitment practices are

unethical?

Note on Hiring - Roberts

“Executives make up their minds about whether they like a candidate in the first 20 seconds and spend the next half-hour justifying their decision. It’s called the `halo effect.’ Once you have formed an opinion, you only see what you want to see.”


Are the personal characteristics for which they are searching a true reflection of the qualities needed to perform the job, rather than being merely a reaction to the kind of person you like as a friend or tennis partner?


Objective: – Fit between individual and job’s

requirements – Find persons whose skills,

abilities and personal characteristics suit job


Requires… • Fleshing out position requirements, accurately, completely

• Assessing applicants’ fit with requirements


Two factors for analyzing requirements and fit

• Background – education, experience

• Personal factors – intellectual, personality, motivation


BACKGROUND • Education • Experience

= WHAT a recruit does/has done


Experience •  Industry

– “Specific knowledge” required • Functional

– Focus on skills, not title • Company

– Culture matters • Level

– Scope, decision making, responsibility


PERSONAL FACTORS •  Intellectual ability • Personality • Motivation

= HOW a recruit does/has done his/her work


Intellectual Ability • Analytical ability – problem

definition, resolution • Creative ability – new ideas,

solutions • Decision-making style


Personality • Behavior is linked to personality • 4 Basic Traits

– Dominance – exertion of power over people, events

– Extroversion – social interactions – Patience – pace of activity – Formality – attention to rules, structure

“Big Five” Personality Dimensions (Fisher, et. al.)

1. Extraversion --- introversion 2. Friendliness, agreeableness ---

hostility, non-compliance 3. Neuroticism --- emotional stability 4. High conscientiousness ---

low conscientiousness 5. High openness to experience --- low

openness to experience


Also think about: • Types, set of tasks performed • Traits that will translate into good

performance • Personalities and management styles of

peers, superiors, subordinates


Motivation • How much effort will he/she apply? • Goals • Interests • Energy


The Interview • All appear successful! • Digging behind to get facts • Forming opinion of success

patterns • Interviewer must have an agenda


Agenda • Verify and expand on information • Have agenda: don’t let resume be it • = only opportunity to probe

personal factors • Probe responsibilities • Look for translation to success


Interview Strategy •  Topic opener: “Tell me about…Describe..” •  Self-appraisal

–  Follow up to opener –  Specific behavior, thinking –  Particular qualities leading to success –  Test link between self-assessment and behavior

•  Situation-based questions


Situation-based Questions • Problem – how dealt with • Continuum – self-assessment (patient v.

demanding) • Comparison – ask for views on different

situations related to job • Future assessment – projecting

performance

Effective Structured Interview Formats

•  Situational Interview – What would you do if two of your

subordinates were having a conflict? •  Behavior Description Interview

– Tell me about a time two of your subordinates were having a conflict. •  What did you do? •  How well did it work? •  What else did you try?

Figure 8.7 Cone Method of Semistructured Interviewing

(Fisher, et. al.)

The Interview

•  Interrater reliability of interviews may be low •  Validity of interviews depends on structure

–  Unstructured interviews are least valid –  Semi-structured interviews have some pre-

planning and some tailoring to the candidate –  Structured interviews (same questions asked of

each candidate) based on a job analysis are most valid

Improving the Interview

•  Base questions on a thorough job analysis •  Use a more structured format •  Use situational and/or behavior description questions •  Have interview conducted by a trained panel of

interviewers •  Assess only qualities that are visible in interviews

Selecting Managers

•  Assessment Centers – Multiple assessees – Multiple assessors – Multiple exercises: In-basket test,

leaderless group discussion, interview, tests

•  Valid but expensive

Benefits of Careful and Strategic Selection

•  Tradeoff with training/socialization –  Hire more carefully, less training may be needed –  Hire less carefully, train more afterwards

•  Improved performance •  Effective strategy implementation

–  Hire the kind of people needed to implement strategy

•  Sustainable competitive advantage –  Match strategy to the unique human resources

you have

28

Interviewer Errors and Biases

– Similarity Error (favorable predisposition to someone similar)

– Contrast Error (comparing to previous candidate, not objective standard)

– Overweighting of Negative Information – Race, Sex, and Appearance Bias – First Impression Error – Halo Error (overall impression or single dimension

influences others)

– Nonverbal Factors – Faulty Listening and Memory

30

Table 8.9 Average Validity and Incremental Validity of Selection Devices

Source: Data from F.L. Schmidt and J.E. Hunter, “The Validity and Utility of Selection Methods in Personnel Psychology: Practical and Theoretical Implications of 85 Years of Research Findings,” Psychological Bulletin, Vol.124, 1998, pp. 262-274. Note that the correlations in the second

column are correct upwards to account for restriction in range and unreliability in the measurement of performance.

31

Source: Based on a survey of 303 HR Professionals, from HR Magazine, December 1996, p. 53. Data on Internet recruiting is from HR Focus,May 2000, p. 8

Table 6.2 Effectiveness of Recruitment Methods

32

Other Exercises… •  What is the defined

labor market you intend to reach?

•  What method(s) will you use to reach this target audience?

•  How will you attract qualified candidates to apply?

•  Justify how your recruiting plan is appropriate and cost-effective for the job(s) to be filled.

•  What selection process will you use?

A - Chili’s restaurant chain wants to grow faster & has a target of 10-12 percent per year. The main impediment is the difficulty of recruiting enough qualified restaurant managers.

B - The Transportation Security Administration must hire 55,000 highly reliable airport security staff within 10 months. How should such a mass hiring operation be managed?

C - A U.S.-based manufacturer of agricultural chemicals needs a regional manager to spearhead entry into the Southeast Asian market.

class slides sg cowen

Documents