PROSES REKRUTMENPertemuan 3 & 4

Matakuliah : L0064 / Psikologi Industri & Organisasi 1Tahun : 2007 / 2008

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After reading Chapter 3, you should be able to:

1. Explain the recruitment process and the importance of recruiter characteristics, campus recruiting, and realistic job previews

2. Understand the selection process and the critical contribution of job and worker analyses

3. Explain the legal and regulatory aspects of fair employment practices, including how to determine adverse impact, what are discriminatory questions, and reverse discrimination

4. Define job analysis, what it’s used for, and how it is conducted

5. Compare and contrast four major techniques for employee selection: biographical information, interviews, references and letters of recommendation, and assessment centers

Learning Objectives

3

What Are You Looking For In A Job?• Challenging work• High salary• Job security• Stock options• Good working hours• Good working

conditions• Compatible co-

workers

• Respect from one’s boss

• Opportunity to learn new skills

• Fair/loyal supervisor• Being asked for

your opinion• Help with personal

problems

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4

Recruiting Sources

• Online search services• Help-wanted ads• Current employee referrals• Networking & personal contacts• Employment agencies/headhunters• Professional associations• Job fairs• Outplacement agencies• Campus interviews

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Characteristics of Successful Recruiters

• Personal characteristics– Smiles & nods– Eye contact & Empathy– Thoughtful & Warm– Competent

• Stays on topic• Provides information about company• Solicits information about applicant• Answers applicant’s questions

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Realistic Job Preview

• A recruitment technique that acquaints prospective employees with positive and negative aspects of a job

• Correlates positively with– job satisfaction– job performance– reduced turnover

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Steps in the Selection Process

• Job analysis• Worker analysis• Determine anticipated selection ratio• Identify selection techniques• Select and classify new employees• Evaluate selection methods for:

– Validity – did we hire the right people?– Fair employment practices– Evidence of adverse impact

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Fair Employment Practices

• Conformity with:– EEOC regulations– 1964 & 1991 Civil Rights Acts

• Equal opportunities in employment for all, regardless of race, religion, sex, or national origin

• Protect against....– Adverse impact on minority or protected groups– Discriminatory questions in interviews or on

application blanks– Reverse discrimination

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Determining Adverse Impact

• Four Fifths” Rule– Selection ratio for minority group may be no

less than 80% of that of the majority group• Selection ratio is the number of applicants

selected divided by the number of applicants

– Example: If the selection ratio for the majority group is 50%, then the selection ratio for the minority group should not be less than 40%

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Possible Disadvantages of Equal Opportunity Programs

• Perception of reverse discrimination– Which groups are most positive toward

affirmative action?• Women• Blacks• Hispanics

• Stigmatizing of those hired (e.g., Heilman research)

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Federally Protected Groups• An employer cannot discriminate based on:

– Sex– Race– National Origin– Religion– Age - workers over 40– Disability– Status as Vietnam veteran

• Not protected on the basis of:– Sexual orientation– Physical attractiveness

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Purpose of Job & Work Analysis

• Job analysis– The study of a job to describe in specific

terms the nature of the component tasks performed by the workers

• Work analysis– The study of specific tasks and worker

skills that can be transferred from one job to another

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Conducting Job & Work Analysis

• Refer to previously conducted analyses– U.S. Department of Labor’s Occupational Information

Network (O*NET)

• Interviews• Direct observation• Systematic activity logs• Critical incidents

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Information Provided by O*NET

• Person requirements• Person characteristics• Experience requirements• Job requirements• Labor market• www.online.onetcenter.org/

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Job Analysis Interview

• Performed by Subject Matter Experts (SME’s)– Incumbent workers– Supervisors– Trained HR personnel

• Person interviewed should be told purpose of interview and need to answer accurately and completely.

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Job Analysis Questionnaires

• Unstructured questionnaire– open-end approach

• Structured questionnaire– Position Analysis Questionnaire (PAQ)

• 194 job elements organized into six categories– information input– mental processes– work output– relationships with other persons– job context– other job activities & conditions

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Direct Observation in Job Analysis

• Beware– People may behave differently when they are

being watched– Hawthorne Effect

• Analyst should be unobtrusive• Sample should be representative• Electronic monitoring is a possibility

– privacy issues

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Systematic Activity Logs

• Employees and supervisors maintain detailed written records of their activities during a specified time

• Logs can provide job details not available from other methods

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The Critical-Incidents Technique

• Identifies incidents or behaviors that are necessary to successful job performance

• Focuses on specific activities or behaviors that lead to desirable or undesirable consequences on the job

• Goal is to have SME’s indicate behaviors that separate a good from a bad performer

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Employee Selection Techniques

• Biographical information (Biodata)• Interviews• References and letters of recommendation• Assessment centers• Psychological tests (Chapter 4)

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Biodata

• Collecting biographical information is a common method of job selection– Assumes that past experiences and personal traits can

predict work behavior & success– May be paper or

• online• home computer• kiosks• recruiting stations• computer generated phone screening

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Techniques For Collecting Biodata

• Application blanks• Biographical inventory

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Application Blanks

• It’s crucial to determine what information to request

• Each question must be correlated with job success

• How honest is the response?– Use follow-up interviews– Check employers & references

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Biographical Inventory

• A more systematized form of application blank – Longer and in greater detail– Assumes on-the-job behavior is related to

biodata– Each item must be researched and validated

• Properly developed biographical inventories show high predictive value

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Interviews and First Impressions

• Key variables– Perceived attractiveness, sociability, & skill at

self-promotion

• Verbal and Non-verbal cues– Maintaining eye contact, smiling, leaning toward

the interviewer, & friendly hand gestures– Low pitched voice with vocal inflections

• Impression Management– Ingratiation– Self-promotion

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Types of Interviews

• Unstructured interview• Structured interview• Situational interview

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The Unstructured Interview

• Format and questions asked are left to the discretion of the interviewer– Lacks advance planning– Potentially different questions for each candidate

• Criticisms– Lack of consistency in assessing candidates– Low validity for predicting job performance

• Interviewer training can improve usefulness

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The Structured Interview

• Uses a predetermined list of questions asked of every candidate– Printed form– Applicant’s responses recorded

• Results are greatly improved over unstructured interviews

• Structured interviews can be as valid as cognitive ability tests

• Still rarely used due to perceived cost, time and loss of control by interviewer

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The Situational Interview

• Focus is on the behaviors needed for successful performance

• Development of interview1. Prepare list of critical incidents2. Determine benchmarks for scoring the incidents3. Translate incidents into interview questions

• Generally used to select workers for semi-skilled and skilled factory jobs, sales, & first line supervisors

• Correlate positively with later work performance

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Influences on Interviewer Judgment

• Applicant characteristics – Personality, physical attractiveness, etc.

• Prior information – May predispose interviewer to favor a particular

candidate (e.g., knowledge of psych eval. results)

• Contrast effect – Impressions of prior candidates influence opinion

of subsequent candidates• Personal prejudices

– e.g., Halo effect – tendency to judge all aspects of a person’s behavior or character on the basis of a single attribute

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References and Letters of Recommendation

• Intended to examine others’ opinions of candidate and verify information provided by candidate

• Often paint a false picture of the applicant– Positive bias– Fear of lawsuits for defamation or

providing inaccurate information

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Assessment Centers

• Method of selection that places candidate in a simulated job situation to evaluate behavior under stress

• Originally called situational testing• Usually involve 6-12 candidates

– Evaluated through a series of exercises over several days• In-basket technique• Leaderless group discussions

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Advantages of Assessment Centers

• Can be highly valid predictor of job success for management and entry-level positions– On the job evaluations 2-4 years later correlated

highly with assessment center results (Dayan, Kasten, & Fox, 2002)

• May be a more equitable way of evaluating management skills of candidates of different racial and ethnic backgrounds

• But ...– Interpersonal skills count strongly, and active

and forceful participants are rewarded– Negative impact on self concept if they perform

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Key Terms• Adverse impact• Assessment centers• Biographical

inventories• Critical-incidents

technique• Halo effect• Impression

management• In-basket technique• Job analysis

• Leaderless group discussion

• Realistic job previews• Reverse discrimination• Selection ratio• Situational interviews• Situational testing• Structured interviews• Unstructured

interviews• Work analysis

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