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Industrial/Organizational Psychology
Name:
Section:

EMPLOYEE SELECTION:
RECRUITING AND
INTERVIEWING
The image of the human resources field has been
greatly enhanced in recent years, however, for
the most part by its application in modern,
scientific principles in employee selection and by
the realization that properly designed employee
selection can save organizations a lot of money
Some steps in selecting employees are designed
to
➢ Attract excellent applicants to the
organization
➢ Select best participants
➢ Give applicants a good image of the job
and organization
Keep in mind that those who are not hired are
potential customers
...
Leaving
them with a positive image of the company
should be a priority
EMPLOYEE RECRUITMENT
● Recruitment – the process of attracting
employees to an organization
● Today, the internet serves as a primary source
both for employers advertising jobs as well as for
applicants searching jobs
❖ External recruitment – refers to
recruiting employees from outside the
organization
○ New employees into the organization
❖ Internal recruitment – recruiting
employees already employed by the
organization
○ Jobs are filled by transferring or
promoting someone from within the
organization
❖ Noncompetitive
promotions
–
usually involve positions in which

employees move from a position as they
gain experience, resulting to a change of
title as well as an increase in salary
❖ Competitive promotions – several
internal applicants compete with one
another for a limited number of higher
positions
MEDIA ADVERTISEMENTS
Newspaper ads
● Running ads in periodicals such as local
newspapers or professional journals is a
declining method of recruiting employees
● Job advertisements, whether found in the
newspapers or online, typically ask the applicant
to respond in one of four ways
➔ Calling – applicant is instructed to call
rather than apply in person; quickly
screen applicants or hear their voice
➔ Applying in person – applicant is
instructed to apply in person and fill out
a specific job application or want to get a
physical look at the applicant
➔ Sending a resume directly to the
organization
–
applicants
are
instructed to send their resumes directly
to the company when the organization
expects a large number of responses
➔ Sending a resume to a blind box –
applicants are instructed to send their
resume to a box at the newspaper; name
and address of the company is not
provided due to a number of possible
reasons
- Organization does not want its name in
public
- Fear that people would not apply if they
knew the name of the company
- Company needs to terminate employee
but wants to find a replacement first
Writing recruitment ads
● Ads containing realistic information
about the job increase applicant
attraction to the organization
● Ads containing detailed descriptions of
the job and organization provide
applicants with an idea of how well they

Source: Industrial/Organizational Psychology 8th edition — Michael G
...
Radio ads
can be easily targeted to the desired
audience
POINT-OF-PURCHASE METHODS
❖ Recruitment method that is based on
the same POP advertising principles
used to market products to consumers
❖ Job vacancy notices are posted in places
where customers or current employees
are likely to see them
❖ The advantages to this method are that
it is inexpensive and it is targeted
towards people who frequent the
business
❖ The disadvantage of it is that only a
limited number of people are exposed to
the sign
❖ Because of the difficulty in obtaining
employees, many fast-food restaurants
are using unusual POP techniques
...
Aamodt
2

Industrial/Organizational Psychology
Public employment agencies
● An employment service operated by a
state or local government, design to
match applicants with job openings
● Designed primarily to help the
unemployed find work
● Can be of great value in filling
blue-collar and clerical positions
● There is no cost involved in hiring the
applicants, but often the government
programs are also available that will
help pay training costs
● Recruiting kiosks are increasingly being
used by employers that receive large
numbers of walk-in applicants
...
They are more likely to be hired
and have longer tenure with an
organization than are employees
recruited through other means
❖ If a particular employee is a good
employee, then the same characteristics
that make her a good employee are
probably shared by her friends and
family
...


Employer-based websites
● An organization lists available job
openings and provides information
about
itself and the minimum
requirements needed to apply to a
particular job
● Applicants can upload their resumes,
answer questions designed to screen out
unqualified applicants, and then actually
take employment tests
● Effective employer-based websites:
➢ Contain
credible
and
detailed
information
➢ Easy to navigate
➢ Aesthetically pleasing
➢ Interactive
➢ Contain videos of employee testimonials
● Many organizations are expanding the
traditional web approach by blogging
and posting videos on YouTube
● Blogging allows recruiters to more
informally discuss an organization’s
career opportunities and corporate
culture with potential applicants

INTERNET
● The
internet
continues
to
fast-growing source of recruitment,
● It usually take one of three forms:
➔ Employer-based websites
➔ Job boards
➔ Social networking sites

be

Source: Industrial/Organizational Psychology 8th edition — Michael G
...
Advertising in a major city
newspaper can be 10 times more
expensive than internet recruiting
● Internet recruiting reaches more people
over a larger geographic area than do
newspapers
● There are job boards that are specific to
a particular industry or skill set
● There seems to be little doubt that the
internet generates more applications
than
more
traditional
recruiting
methods but the relative quality of those
applicants is not known
SOCIAL MEDIA
❖ The greatest change in employee
recruitment has been the increased use
of social media outlets
❖ LinkedIn – an applicant can search for
job openings by company and can email
professional connections to see if they
know if job openings
❖ Twitter – applicants can connect to
people that they may not know but share
the same interests
...
Examine the number of applicants each
recruitment source yields
2
...
Aamodt
4

Industrial/Organizational Psychology
➔ The amount of money spent on a
recruitment campaign divided by the
number of people that subsequently
apply for jobs as a result of the
recruitment campaign
3
...
Considering the cost per qualified
applicant
➔ Amount of money spend on a
recruitment campaign divided by the
number of qualified people that
subsequently apply for jobs as a result of
the recruitment campaign
❖ It is theorized that rehires or applicants
who are referred by other employees
receive more accurate information about
the job than do employees recruiter by
other methods
❖ Another
theory
postulates
that
differences
in
recruitment-source
effectiveness are the result of different
recruitment sources reaching and being
used by different types of applicants
➔ Support and reliability of this theory is
questionable
➔ No variables consistently distinguished
users of one recruitment method from
users of another method
➔ It is unlikely that a certain type of
person responds only to newspaper ads,
while another type goes only to
employment agencies
❖ A third theory is that people tend to be
attracted to those who are similar to
themselves
➔ An employee recommending a friend for
a job will more than likely recommend
one similar to his- or herself
REALISTIC JOB PREVIEWS
● Realistic job preview – a method of
recruitment in which job applicants are told both
the positive and the negative aspects of a job
...
Aamodt
5

Industrial/Organizational Psychology

❖

❖

➔
➔
➔

system so that identical answers are
given identical scores
Unstructured interview – an
interview in which applicants are not
asked the same questions and in which
there is no standard scoring system to
score applicant answers
It might make more sense to use the
following terms in defining the structure
of an interview
Highly structured – all three criteria
are met
Moderately structured – two criteria
are met
Unstructured – none of the three
criteria are met

Style
❖ One on one interviews – involve one
interviewer interviewing one applicant
❖ Serial interviews – involve a series of
single interviews
❖ Return interviews – similar to serial
interviews with the difference being a
passing of time between the first and
subsequent interview
❖ Panel interviews – have multiple
interviewers asking questions and
evaluating answers of the same
applicant at the same time
❖ Group
interviews
–
multiple
applicants answering questions during
the same interview
Medium
❖ Face to face interviews – Interviewer
and the applicant are in the same room
...
Applicant and
interviewer can hear and see each other,
but the setting is not as personal, nor is
the image and vocal quality of the

interview as sharp as in face-to-face
interviews
❖ Written interviews – involves
answering a series of written questions
and then sending the answers back
through regular mail or through email
ADVANTAGES
OF
STRUCTURED
INTERVIEWS
❖ It is the job relatedness and
standardized
scoring
that
most
distinguish the structured from the
unstructured interview
❖ Interviews high in structure are more
valid than its counterparts
❖ Research interviews indicate that
structured interviews can add predictive
power (Incremental validity) to the use
of cognitive ability tests
❖ Structured
interviews
result
in
substantially lower adverse impact than
do unstructured interviews
❖ Racial and gender similarity issues faced
with unstructured interviews do not
appear to greatly affect structured
interviews
❖ However, applicants may feel that they
did not have the chance to tell the
interviewer everything they wanted to
PROBLEMS
WITH
UNSTRUCTURED
INTERVIEWS
Poor intuitive ability
❖ Interviewers often base their hiring
decisions on intuition
❖ Research indicates that human intuition
and clinical judgment are inaccurate
predictors of a variety of factors ranging
from future employee success to the
detection of deception
❖ Research does not support the idea that
some interviewers are able to predict
behavior, whereas others are not
Lack of job relatedness
❖ The most common questions asked by
interviewers are not related to any
particular job

Source: Industrial/Organizational Psychology 8th edition — Michael G
...

Nonverbal cues
❖ Nonverbal communication - factors
such as eye contact and posture that are
not associated with actual words spoken
❖ Structured interviews are not as affected
by nonverbal cues as are unstructured
interviews
❖ The appropriate use of such cues is also
related to higher interview scores
CREATING A STRUCTURED INTERVIEW
❖ Information about the job is obtained
and questions are created that are
designed to find out the extent to which
applicants’ skills and experiences match
those needed to successfully perform the
job
Determining the KSAOs to tap in the
interview
1
...
Determine the best way to measure an
applicant’s ability to perform each of the
tasks identified in the job analysis
➔ Some
competencies
can
be
appropriately measured in an interview
➔ Others will need to be tapped through
such methods as psychological tests, job

Source: Industrial/Organizational Psychology 8th edition — Michael G
...
Aamodt
8

Industrial/Organizational Psychology
CONDUCTING
THE
STRUCTURED
INTERVIEW
♣ Research suggests that interviews will best
predict performance when one trained
interviewer is used for all applicants
1
...
Once applicant feels at ease, set the
agenda for the interview by explaining
the process
3
...
After the questions are asked and
answers are already scored, provide
information about the job and the
organization
5
...

❖ Receiving interview training and
practicing interviewing skills are good
ways to reduce interview anxiety
❖ Research indicates that there is a
negative
correlation
between
interviewee anxiety and interview
performance
Scheduling the interview
● What will affect the score is when
applicants arrive for the interview
● The interview can be scheduled for any
time of the day or week, but the
applicant must not be late
Before the interview

●

●

Learn about the company
...

➔ Tells an employer that you are enclosing
your resume and would like to apply for
job
Salutation
● If possible, get the name of the person to
whom you want to direct the letter
● Avoid phrases such as:
➔ Dear Sir or Madam
➔ To whom it may concern

Source: Industrial/Organizational Psychology 8th edition — Michael G
...

➔ Ensure that you have used the correct
name of the organization throughout the
letter
WRITING A RESUME
● Resume – a formal summary of an
applicant’s professional and educational
background
● Commonly requested by employers but
little is known about their value in
predicting employee performance
● These may not predict performance
partly because they are intended to be
advertisements for an applicant
Views of resumes
● Resumes written as a history of one’s life
tend to be ling and to list every job ever
worked, as well as personal information

●

such as hobbies, marital status, and
personal health
Resumes written as an advertisement of
skills tend to be shorter and contain only
information that is both positive and
relevant to a job seeker’s desired career

Characteristics of Effective resumes
1
...
The resume cannot contain typing,
spelling,
grammatical,
or factual
mistakes
3
...
Aamodt
10

Industrial/Organizational Psychology
●
●

●

●
●

●

●

Go far back enough to include all
relevant jobs
Unusual information should be included
when possible, as people pay more
attention to it than to typical
information
Though it is advisable to have unusual
information, the information must also
be positive
Include information that most people
will find positive
Avoid information that may be viewed
negatively such as political affiliation,
religion, and dangerous hobbies
Of the many positive activities and
accomplishments that you could list, list
only your best
Averaging versus adding model – a
model proposed by Anderson that
postulates that our impressions are
based more on the average value of each
impression than on the sum of the
values for each impression

“The man who does not read books has no
advantage over the man that cannot read them
...
Aamodt
11



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