Each of the steps of the recruitment and selection process (starting from the initial decision to fill a position and ending at a successful employee start) has quality elements to it. As one of the persons responsible for a quality outcome, we hope you will benefit from the information provided at each step of the process. The information contains key tips and recommendations for building quality in at EVERY step, which can increase the likelihood of getting a great employee at the end of the process. These materials are a work in progress and continuously evolving based on your feedback and best practices. Please forward your constructive comments and improvement suggestions to Julane Cappo, Associate Director of Human Resources, at .
This is the step during which the work is reviewed and decisions are made about how to accomplish all the work that needs to be completed. The outcome of this step is a clear definition of how work will be accomplished most efficiently (in terms of timing and cost) and effectively (in terms of quality, quantity, and customer satisfaction). More information on job design
A position description is the formal document that describes a job. Position descriptions should be updated as often as key responsibilities change, and reviewed no less than every five years. This section includes guidance on using the People Admin position management process. More information on writing a job description
Selection committee members should be as diverse as possible in order to represent a variety of perspectives regarding a particular position incumbent or requirements. The committee may be comprised of supervisors, peers, clients/customers, or other key stakeholders. It is important that each member of the committee be a willing and committed participant. More information on forming a selection committee
Quality recruiting results in a quality applicant pool. The purpose of any recruiting effort is to cast a wide net in places where there are likely to be high-quality applicants. This area includes specific information on filling out the Posting Request form within PageUp. Learn more about recruiting
The quantitative criteria are those items which enable a clear go/no-go decision based on each candidate’s application materials and other submitted documents (e.g., does this person have the appropriate degree?). Learn more about the initial screening of candidates
Phone, video, or other pre-interview options (e.g., reference letters, additional criteria, job or work samples, etc.) can help you manage your recruiting costs, and also be very effective in differentiating among your remaining candidates. It is at this stage that you can begin to assess some of the qualitative criteria (oral communication, sense of humor, clarity of thought and reasoning, etc.) that were not able to be determined in Step 5. Learn more about these options
The search chair or committee should identify a reasonable set of activities for the campus visit (who to meet with, room scheduling, presentation times announced, etc.) and ensure that all interested parties are aware of the arrangements. Please ensure that all campus employees (and any others) who will participate in the campus visit process are aware of the interview guidance included in this section. More information about in-person interviews
If there is agreement over an applicant chosen for hire, you will need to clearly identify the rationale for the choice, and ensure that all proper approvals and final details (including reference or background checks) are completed. Learn more about making a recommendation for hire
The candidate may expect to negotiation on any number of items: starting salary, starting date, years of credit, vacation time, relocation costs (must be more than 120 miles from Marquette), pre-scheduled time off, etc. In order to prepare for a successful offer (and acceptance), do your homework on what you can be flexible with. Learn more
Once you have developed your recruitment plan, recruited people, and now have plenty of people to choose from, you can begin the selection process. The selection process refers to the steps involved in choosing people who have the right qualifications to fill a current or future job opening. Usually, managers and supervisors will be ultimately responsible for the hiring of individuals, but the role of human resource management (HRM) is to define and guide managers in this process. Similar to the recruitment process discussed in Chapter 4 “Recruitment”, the selection process is expensive. The time for all involved in the hiring process to review résumés, weight the applications, and interview the best candidates takes away time (and costs money) that those individuals could spend on other activities. In addition, there are the costs of testing candidates and bringing them in from out of town for interviews. In fact, the US Department of Labor and Statistics estimates the combined direct and indirect cost of hiring someone new can reach upwards of $40,000 (Hamm, 2011). Because of the high cost, it is important to hire the right person from the beginning and ensure a fair selection process. For example, the Austin, Texas, fire department calculated it would cost $150,000 to reinterview candidates, after the interview questions were leaked to the public, giving some candidates possibly unfair advantages in the interview process1.
Figure 5.1
Interviews can be nerve wracking. In this chapter, we will discuss what goes into making the best hiring decision. The selection process consists of five distinct aspects:
Figure 5.2 The Selection Process at a Glance
We will discuss each of these aspects in detail in this chapter.
In a 2010 interview (Bryant, 2010), Robert Selander, then CEO of MasterCard, cited presence as one of the most important aspects to acing an interview. He describes how, in any large organization, an employee will be expected to engage with a variety of stakeholders, from a member of Congress to a contractor replacing the carpet in the building. He says that a good employee—at any level of the organization—should be able to communicate well but also be able to communicate to a variety of stakeholders. We discuss communication in Chapter 9 “Successful Employee Communication”. Selander also says he will always ask the candidate about his or her weaknesses, but more importantly, how the candidate plans to address those weaknesses to make sure they do not become a barrier to success. He always asks the question “What can you do for us?” When asked if he could pose only one interview question, what would it be, his answer was, “Share with me two situations, work related that you are proud of, where something was achieved based on your own personal initiative and the other where the achievement was a result of the team getting something done that you could not have done alone.” In other words, Selander is looking for not only personal ability but the ability to work within a team to accomplish tasks. Selander offers advice to new college grads: try to find an organization where you can be involved and see all aspects of the business and be provided training to help you with certain skills that will be needed.
When was the last time you interviewed for a job? Did the process seem to flow smoothly? Why or why not?
1KVUE News, “Re-Interview Process to Cost $150,000,” June 23, 2011, accessed August 2, 2011, http://www.kvue.com/news/local/AFD–124452379.html. ReferencesBryant, A., “The X Factor When Hiring? Call It Presence,” June 26, 2010, New York Times, accessed July 12, 2011, http://www.nytimes.com/2010/06/27/business/27corner.html?scp=1&sq=Selander&st=cse&pagewanted=1. Hamm, L., “Pre-Employment Testing,” IHD Corporation, n.d., accessed August 2, 2011, http://www.ihdcorp.com/articles-hr/pre-employment-testing.htm. |
Which of the following is the first step in the selection process group of answer choices?
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