Identifying the abilities job candidates should have to succeed in a position is much easier than identifying these traits within a job applicant. An employer can accumulate a pile of resumes after posting a position opening on the company website or job board. But how many resumes are worth reviewing, and how many candidates are worth interviewing? You do not want to simply choose the best candidate from the applicant pool; you need to find the best person for the job.
Businesses use many recruitment methods. For example, some use specialized recruiting firms; most ask their employees for recommendations. Next, they must determine whether applicants have the knowledge, skills, and abilities they need. Critics argue that the interview process is weak because it is too subjective. In this unit, we explore several subjective and objective measures to identify the best candidate, such as finding those who share the company's ideas about its goals and objectives and individuals who can provide the organization with a strategic competitive advantage.
Completing this unit should take you approximately 3 hours.
This article discusses how psychologists have designed recruiting processes and personnel-selection systems to help employers find the best candidates. The article describes using interviews, personality tests, ability tests, and work samples to evaluate potential employees. As with all forms of testing, we cannot ignore the validity and reliability factors attributed to each test, as noted in the article.
Before you read this article, try your hand at the first activity. Though all of us have our own sets of experiences and opinions, we must not place our organizations in a situation of liability due to our individual biases, as they may not be strategically aligned with the organization's best interests. You must learn to work through personal perceptions and make strategic business decisions when recruiting and selecting human capital.
Watch this video. Professional recruiters attending a national summit share assessments and concerns over using social media in human resource recruitment.
Social recruiting isn't just a novelty; it is a must-have for any successful recruiting strategy. This article provides advice on how to use social media effectively and a few things to watch out for. Although aimed at nonprofits, this also applies more broadly to other organizations.
Social media is an excellent opportunity to showcase your corporate culture and brand. However, with your culture and your brand at stake, a company's social media presence must always be deliberate. This paper looks at job seekers' perceptions regarding social media recruitment and selection and what that could mean for employers. It is a bit technical, but pay attention to the seven themes discussed. Take a moment to select a company and look online at their social media presence. What personnel are they attempting to attract? Are the corporate culture and branding messages being represented consistently and deliberately? Is this a company you would be interested in based solely on their social recruiting efforts?
This video provides a closer look at some of the challenges of remote interviewing, along with tips to ensure everything goes smoothly.
This resource explains the various methods of recruitment, including the use of online recruiting.
Read this chapter, which discusses how to review and check a resume for validity and reliability, interview and test job applicants, choose prospective job candidates, and make an offer to a potential hire. This reading also reviews several case studies.
This article explains how compiling common information about applicants can help HRM avoid unintentional prejudice. Businesses can obtain this data through behavioral and situational interviews, selection tests, and background checks.
Take this assessment to see how well you understood this unit.