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There are some other methods that can be used such as word of mouth or 'grapevine'. These are cost effective as well. A lot of considerations must be taken into mind before deciding which method to use. For example, it would be inappropriate to advertise for an engineer in a medical journal. Another consideration is the number of applicants each method can yield and the ability of the personnel specialists to administer them effectively. For example, opening a new store would lead in creation of hundreds of new jobs. There is a new method of external recruitment known as E- recruitment or Internet Recruitment. In the first few years of the 21st century it has been noticed that there is an expansion to include vacancies in all work areas over the internet. Over 70 percent of employers were advertising some jobs on the internet in 2003 (CIPD 2003b, p15). The web based recruitment has changed the way the recruitment industry operates, it is a revolutionary development. Internet Recruitment is of four different forms, namely,
Employer websites it involves maintaining pages of vacancy as a part of their organisation's websites. They are cheap to operate for the employee and provide numerous options to the organisation in choosing its employee. This method has drawbacks as well, this approach this viable for large- sized employers within defined labour markets, medium or small scale employers will not benefit from this approach.
Cyber agencies involve making use of specialist employment agencies that operates on the web, well known examples are Monster.com. They advertise the jobs as well as undertake short listing on behalf of employers depending on the CV's sent by candidates. Schreyer and McCarter (1998, p. 222) stated that in time a handful of highly sophisticated, international operations will emerge and carry general job vacancies on behalf of the industrialised world.
Jobsites linked to newspapers and journals includes all recruitment-based websites that runs parallel with job based operations, for example, London Evening Standard. These sites publish jobs which have already been published in newspapers and journals. The advantage of this is that the job - seekers can directly reach the employer's site via hotlink, send an e-mail and search for vacancies in the job bank.
Jobsites operated by employment agencies includes employment agents developing a formidable web presence. The job seekers register with these agencies and browse vacancies using the search engine. The government also advertises its vacancies on the internet via its Learning and Work Bank.
Employee Recruitment and selection is one of the key functions of a manager. The manager has to take the decision whether to recruit internally or externally. WERS survey questioned managers whether internal applicants are given more preference over external applicants while filling vacancies. The majority of the managers responded that both external and internal applicants were treated equally, 10percent preferred external applicants where as one-fifth preferred internal applicants. Large workplaces which consisted of more than 100 employees preferred internal applicants than smaller workplaces. Private sector workplaces preferred internal applicants in comparison to the public sector workplace who preferred recruiting external applicants. This association held for after controlling for workplace size. Managers' preferring to recruit internally was unchanged during 1998 to 2004. HR practices being outsourced is an increasing phenomenon these days. Recruitment and Selection has become one of the outsourced HR practices, depending on the size of the firm. For example: Andrea Ordanini & Giacomo's article is based on outsourcing the decisions of Recruitment and Selection. They stated that an efficient model based on competitive motivations, transaction cost economy was formed and was tested in 276 organisations both medium and large. It was found that both efficiency motivations and competitive issues are important.
Selection is the process by which managers and others use specific instruments to choose from a pool of applicants a person or persons most likely to succeed in the job(s), given management goals and legal requirement (Bratton and Gold, 2003, p. 221).
There are two key principles underlying the process of selection, they are individual differences, a way of measuring how one individual is distinct from other. They may differ in terms of intelligence, skills, age, experience, etc. Then is prediction, which recognises that individual differences may be a measure of predicting performance at workplace.
Interview is the most common method of selection, as shown in Figure 2 below. However, firms are realising the importance of selection and are applying other methods to bring in effectiveness to the process. Smith and Graves (2002) have highlighted that there are concerns expressed in the literature about the usage of traditional interview methods. Along with the interview, other methods like application forms and letters of reference are used which is referred as 'the classic trio' by Cook (1994, p. 15). Viewed from a psychometric perspective three criteria's are applied to measure the effectiveness of the selection tool (Bratton and Gold, 2007, p. 258). These are validity, concerns the degree of appropriateness of what is being measured, reliability which focuses on accuracy of the data and lastly, usefulness.
Validity can be defined as "the agreement between a test score or measure and the quantity it is believed to measure" (Kaplan and Saccuzzo, 2001, p. 32). The definition emphasises on what does the test offer to measure and what it really measures. Validity may also depend upon the purpose of the test. For example, the Myers Briggs Type Indicator is a personality-assessment test but is stated that it is a valid test only for development purposes. Validity is a difficult issue to prove, there are four ways to identify validity: face validity, content validity, construct validity and criterion-related validity. Out of these types of validity the most important is the predictive or criterion- related validity.
It involves establishing relation between predictors and the criterion.Face validity is important for people who are taking the test; it depends on the appearance of the test. The test-takers have put in their time and effort to get a job and therefore, should feel satisfied by the assessment and feel it was relevant. It may sometimes have an adverse effect on the test- users who keep deciding which tool to use for selection. Sometimes without accessing the entire information through the manual handbooks about the test, the test-user makes a decision depending upon how the test looks. It may therefore provide false validity and may prove to be a distraction.
Content validity is concerned with accuracy of the theory it covers. It is found in attainment, when a person is required to display their knowledge or skills in a particular area. For example, a test assessing competence of a Personnel Manager would be expected to include items taken from Human resource syllabus. Content validity is the only form of validity which is based on logical information. There are two problems of content validity namely, 'content under- representation', that is when an important component or information relevant to the theory is omitted. The second issue is 'construct- irrelevant variance' that is contaminating the conceptual domain by components which are not relevant.Construct validity was introduced by Cronbach and Meehl (1955) when they stated that underlying each test there is a construct that gets assessed. It assumes that anything can be defined and measured. All the information regarding the definition of the topic that is being assessed and the development procedure for the test should be present in the test manual. The test manual shows the composition of the test and also defines the population used for comparisons. An advantage of construct validity is that the tools occupy a conceptual domain; it is entirely based on theory. The new construction methods use Item Response Theory (IRT). In this theory the test must measure an underlying construct, it should be uni-dimensional, but it does not specify what construct it is or what construct it must be (Schimidt et.al., 2000).
Criterion-related validity states what is being measured to an external criterion. It can be assessed in two different ways, namely, concurrent validity and predictive validity. Concurrent validity can be checked by assessing the test- takers performance, at that particular time in the test as they undertake another assessment. It deals with current level of individual's performance. This assessment is based on the validity of both the test and verifies the validity of the criterion. For example Eyesenck Personality Test. Predictive validity emphasises on the future and assesses the person to reveal the connection between the initial result and the latter outcome, at two separate points. This is an important tool for identifying individuals suitable for promotion to senior roles.
Reliability mainly refers to the stability of a method used to select individuals. There are many types of reliability out of which three are the most important one in relation to selection methods. First being 'Testee' reliability that is the test should provide the same result overtime. Then comes 'Tester' reliability, it states that if one individual is interviewed by two different people and they both have different opinions about him, that is if one is satisfied and the other is not. It can be concluded that the selection method is not reliable. Thirdly, 'Test' reliability states that there should be consistency in the results. |
