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General Recruiting Process MetricsoYield Ratios:Comparison of the number of applicants at one stage of recruiting with the number at the next stageoSelection Rate:Percentage hired from a given group of candidatesoAcceptance Rate: Percentage of applicants hired/total number offered jobsoSuccess Base Rate: Longer-term measure of recruiting effectiveness is the successrate of applicantsFigure 6-14: Sample Recruiting Evaluation PyramidIncreasing Recruiting EffectivenessoEffective recruiting activities:Resume mining
Applicant trackingEmployer career websiteInternal mobility systemRealistic job previewsTimely responsesoRecruiting effectiveness can be increased by using the evaluation data to:Target different applicant poolsTap broader labor marketsChange recruiting methodsImprove internal handling and interviewing of applicantsTrain recruiters and mangersoRecruiters can emphasize positive aspects of the job/employerChapter 7: Selecting Human ResourcesSelection and PlacementoSelection:Choosing individuals with the correct qualifications needed to fill jobs in an organizationoPlacement:Fitting a person to the right jobAttraction-selection-attrition (ASA) theory:Job candidates are attractedto and selected by firms where similar types of individuals are employer, and individuals who are very different quit their jobs to work elsewherePlacement oPerson/organization fit:Congruence between individuals and organizational factorsoPerson/group fit: Congruence between individuals and group or work unit dynamicsMismatch: Poor pairing of a person’s needs, interests, abilities, personality, and expectations with job characteristics and the organizationoPerson/job fit:Matching the KSAs of individuals with the requirements of the jobsSelection Responsibilities oOrganizations should meet: Equal Employment Opportunity Commission (EEOC) requirementsInherent strategic implications of the staffing functionoApproaches Each department screens and hires its own personnelInitial screening done by HR professionals, and the final selection is made managers or supervisorsHR Employment FunctionsoReceiving applicationsoInterviewing the applicantsoAdministering pre-employment testsoConducting background screeningoScheduling physical examinationsoPlacing and assigning new employees
oOrienting and onboarding new hiresoCoordinating follow-up evaluations of new employees oConducting exit interviews with departing employees oMaintaining appropriate records and reports Selection, Criterion, PredictorsoBest predictor of future behavior is past behavior Selection criterion:Characteristic that a person must possess to successfully perform job dutiesPredictors of selection criteria:Measurable or visible indicators of selection criteriaFigure 7-3: Job Performance, Selection Criteria, and PredictorsReliability and Validity
oReliability:Extent to which a test or measure repeatedly produces the same results over timeoValidity:Extent to which a test measures what it claims to measureoEstablishing criterion-related validity: