General Recruiting Process Metrics o Yield Ratios Comparison of the number of

General recruiting process metrics o yield ratios

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General Recruiting Process Metrics o Yield Ratios: Comparison of the number of applicants at one stage of recruiting with the number at the next stage o Selection Rate: Percentage hired from a given group of candidates o Acceptance Rate: Percentage of applicants hired/total number offered jobs o Success Base Rate: Longer-term measure of recruiting effectiveness is the success rate of applicants Figure 6-14: Sample Recruiting Evaluation Pyramid Increasing Recruiting Effectiveness o Effective recruiting activities: Resume mining
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Applicant tracking Employer career website Internal mobility system Realistic job previews Timely responses o Recruiting effectiveness can be increased by using the evaluation data to: Target different applicant pools Tap broader labor markets Change recruiting methods Improve internal handling and interviewing of applicants Train recruiters and mangers o Recruiters can emphasize positive aspects of the job/employer Chapter 7: Selecting Human Resources Selection and Placement o Selection: Choosing individuals with the correct qualifications needed to fill jobs in an organization o Placement: Fitting a person to the right job Attraction-selection-attrition (ASA) theory: Job candidates are attracted to and selected by firms where similar types of individuals are employer, and individuals who are very different quit their jobs to work elsewhere Placement o Person/organization fit: Congruence between individuals and organizational factors o Person/group fit: Congruence between individuals and group or work unit dynamics Mismatch: Poor pairing of a person’s needs, interests, abilities, personality, and expectations with job characteristics and the organization o Person/job fit: Matching the KSAs of individuals with the requirements of the jobs Selection Responsibilities o Organizations should meet: Equal Employment Opportunity Commission (EEOC) requirements Inherent strategic implications of the staffing function o Approaches Each department screens and hires its own personnel Initial screening done by HR professionals, and the final selection is made managers or supervisors HR Employment Functions o Receiving applications o Interviewing the applicants o Administering pre-employment tests o Conducting background screening o Scheduling physical examinations o Placing and assigning new employees
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o Orienting and onboarding new hires o Coordinating follow-up evaluations of new employees o Conducting exit interviews with departing employees o Maintaining appropriate records and reports Selection, Criterion, Predictors o Best predictor of future behavior is past behavior Selection criterion: Characteristic that a person must possess to successfully perform job duties Predictors of selection criteria: Measurable or visible indicators of selection criteria Figure 7-3: Job Performance, Selection Criteria, and Predictors Reliability and Validity
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o Reliability: Extent to which a test or measure repeatedly produces the same results over time o Validity: Extent to which a test measures what it claims to measure o Establishing criterion-related validity:
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