CHAPTER 12

Recruitment and Selection in an

Internet Context
 RECRUITMENT

The Goal Of The Recruitment Function Is

To Identify, Attract, And Hire The

Most Qualified People.

(Cascio, 2006)

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 RECRUITMENT AND TECHNOLOGY
 The Goal Of The Recruitment Function Is To
Identify, Attract, And Hire The Most Qualified
People (Cascio, 2006).
 In The U.S., Over 90% Of Large Companies
Use The Internet To Recruit Applicants
 Over 95% Of Fortune 500 Have An Online
Job Page
 Over 46 Million People Look For Job Openings
Online
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 ONLINE RECRUITMENT AND
RECRUITMENT OBJECTIVES
 Cost
 Speed Of Filling Job Vacancies
 Psychological Contract Fulfillment
 Satisfaction And Retention Rates
 Quality And Quantity Of Applicants
 Diversity Of Applicants
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 ATTRIBUTES OF THE
RECRUITING WEB SITE
 Web Site Usability
 Navigability
 Content Information
 Aesthetic Features

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 RECRUITMENT STRATEGIES AND
SOCIAL NETWORKING
 Social Networking Sites And Online Search Engines Are
Being Used More Frequently Now As An HR Tool Than They
Were Two Years Ago.
 They Are Primarily Used To Search For Passive Applicants,
Particularly At The Middle Management Levels, Who Might
Not Otherwise Apply Or Be Contacted By An Organization.
 They Are Not Used To Screen Applicants.
 Negative Information Provided In The Social Networking
Sites, Has A Greater Influence On Hiring Decisions, Than
Positive Information.
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 SUMMARY OF ONLINE
RECRUITMENT
 More Suitable For Well Known Firms With Excellent Employer Brand.
 To Be Used As One Of The Many Sources Of Recruitment.
 More Suitable When Large Number Of Candidates Are Required For
High-level Jobs Requiring High Levels Of Education.
 Be Aware Of The Limitations, Such As The Limited Ability To Attract
Highly Qualified Candidates And Minority Candidates. It May In Fact
Attract Job Hoppers.
 The Websites Should Be Easy To Use And Navigate And Designed To
Attract Not Screen Candidates.
 Online Screening Systems Should Be Based On Job Analyses.

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 SUMMARY OF ONLINE
RECRUITMENT (Continued)

 E-recruiting systems should provide realistic preview of

the job and the firm.
 The effectiveness should be regularly reviewed and
continuously improved based on feedback from job
applicants.
 Should be culturally sensitive and suit people from
diverse backgrounds including those with low
education levels and low computer self-efficacy.
 Should incorporate privacy protection policies including
collection of only employment specific data and
restricting access to and distribution of such data.
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 SELECTION

The Process Of Choosing Individuals Who

Have Relevant Qualifications To Fill
Existing Or Projected Job Openings
And “Match” The Needs Of The Company As
Well As Those Of The Individual.
This Means A Match On Both KSAs And
Company Culture.
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 SELECTION AND TECHNOLOGY
Tests And Assessments Are Used For:
 Selection Of Employees
 Placing Employees In Positions In The
Organization
 Training And Development Of Employees
 Promotion Of Employees
 Evaluation Of Employees

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 SPECIFIC EXAMPLES OF TESTS AND
ASSESSMENTS (Figure 12.1)
Knowledge test: A multiple-choice training posttest of knowledge of the tools, machines, and equipment used in a
factory and designed to measure how well the new hire has learned essential job information taught in
classroom training.

Skill test: A practical exercise or simulation that tests the candidate’s effectiveness in using Microsoft Word
software.
Ability test: The Watson-Gleser Critical Thinking Appraisal, a multiple-choice reasoning test, in which the
examinee reads a short or medium-length passage and draws logical conclusions about the statements,
choosing the answer that makes the best logical sense. Many other ability tests are similar in appearance and
format to educational tests that are familiar to students (e.g,. the Scholastic Aptitude Test [SAT], the Miller
Analogies Test [MAT], and the Graduate Record Examination [GRE]).

Personal attributes test: A multiple-choice personality assessment, in which the examinee reads statements, such as
“I enjoy making presentations in front of large groups of people,” and indicates the extent to which she or he
agrees or disagrees with the statement. Results are scored on several scales or dimensions.

Work simulation: An in-basket exercise in which the examinee must examine the variety of types of information
(correspondence, reports, and other information) and also interact with simulated coworkers, employees, or
other business associates (whether computer simulated or role played by actors over the telephone or in
person). The examinee is evaluated on a variety of dimensions, from accuracy and the quality of decisions to
work-related competencies, interpersonal skills, and other personal attributes.

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 SELECTION TESTS AND
ASSESSMENTS
 Selection Procedures Refer To Any Procedure
Used Singly Or In Combination To Make A
Personnel Decision.
 Selection Tests And Assessments Are Job
Related Decision-making Tools That Provide
Information About Candidates That
Organizations Can Use In Selection.

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 WHY IS ASSESSMENT IMPORTANT
FOR HRIS?
 All Organizations Use Assessments
 Organization Leaders Know That Employees’
Abilities, Skills, and Personal Attributes Are Critical
for Success
 Some Selection Systems Work Better Than Others
 Employee Selection Is Regulated by
Antidiscrimination Laws
 The Value of Selection Is Quantifiable
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 HR’S VALUE WITH HRIS
SELECTION APPLICATIONS

HRIS Manager Plays A Key Role

In Proving The Value Of A Selection System,
Through Knowledge Of How To Obtain And
Use The Right Data On Individual And
Organizational Outcomes That Will
Demonstrate A Return On Investment In
The System.

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 HR’S VALUE WITH HRIS SELECTION
APPLICATIONS

The Quality Of The Candidates May Be Defined In

Terms Of One Of More Of The Following (Cascio,
1991):
 The Proportion Who Are Successful On The Job

 The Average Numeric Value Of An Outcome Of

Interest (Performance Criterion)

 The Dollar Amount Of Benefit Resulting To The

Organization (Such As The Annual Increase In

Revenue).
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 HR’S VALUE WITH HRIS SELECTION
APPLICATIONS
 Simplest Approach To Estimating Utility Is To
Conduct Pre/Post Comparisons Of Measurable
Performance To See If The Selection System Has
Coincided With A Change In Performance.
 A Complex Approach (More Precise) Is To Use A
Utility Formula That Takes Several Factors Into
Account:
 The Selection Ratio
 The Validity Coefficient, Expressed As The Correlation
Between Assessment Scores And Criteria (Outcomes)
 Information About The Dollar Value Of Performance.

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