Category Archives: Recruiting
Could Your Facebook Persona Cost You a Job? (IO Psychology)
Topic: Selection, Personality, Recruiting
Publication: Journal of Applied Social Psychology (MAY 2012)
Article: Social Networking Websites: Personality Ratings, and the Organizational Context: More Than Meets the Eye?
Authors: D. H. Kluemper, P. A. Rosen, and K. W. Mossholder
Reviewed By: Megan Leasher
We are used to companies having candidates take personality tests. Candidates answer a ton of seemingly annoying and repetitive questions about themselves, and poof! They magically and accurately clue companies in to whether or not they will be a strong performer and/or a good fit. (When I say “poof,” please envision the happy leprechaun opening his box of Lucky Charms and witnessing the jubilant rainbow explosion of marshmallows. It will ensure you are in the right frame of mind.) But have you heard of other people taking a personality test, answering the questions based on what they think YOUR personality is like? Holy creepy, Batman. And what if I told you the “other people” were complete strangers answering those questions about YOUR personality based on what they saw on YOUR Facebook page? Holy switcheroo, Batman!
We all make judgments of others based on what they post on their Facebook page. For example, if you post a picture of yourself doing the “I’m the king of the world” pose on a cruise ship, I will deem you an idiot. If you update your status with random movie quotes from Best in Show, I will proclaim your brilliance. This study took those judgments and morphed them into a scientific evaluation of a candidate’s personality.
Trained evaluators viewed an individual’s Facebook page then completed a personality test, answering the questions about the individual, utilizing only their impressions from seeing the Facebook page. The individuals themselves also took the same personality test answering the questions about their own personality. In addition, the researchers obtained on-the-job performance ratings from the individuals’ supervisors. Can strangers accurately rate your personality based on your Facebook persona? If so, do those perceptions of your personality statistically predict job performance?
The answer to the first question is yes. Sorta. Evaluators’ perceptions of individuals’ personalities based on their Facebook pages had some overlap with how individuals rated their own personalities, but they certainly didn’t agree 100%. So they had some similar impressions and some unique impressions, as well. To answer the second question, the study found that evaluator-rated personality was a slightly stronger predictor of job performance than an individual’s self-reported personality. But the difference wasn’t that large in a practical sense. I have to wonder, if evaluator ratings of a candidate’s personality don’t predict job performance much more than a candidate completing a personality test about themselves, why add all of those work hours to the organization? The time it takes a candidate to complete a personality test does not generally cost an organization anything.
But is a stranger rating a candidate’s personality from a Facebook page even the right thing to do? I feel like you are taking away a bit of the candidate’s say in the matter. Sure, they have full control over what they put on their Facebook page, but that’s certainly not the end-all-be-all of a person. (Note: If it is, don’t hire them.) Where is the candidate’s ability to speak up in all of this? If Facebook does all of the “talking” early on in the screening process, will the candidate ever get a chance to speak for themselves in an interview? Just playing devil’s advocate here, as I see both sides to this argument. And what about candidates who have their Facebook privacy settings up high and a random outsider can’t see it? Or don’t use Facebook? What might that mean about their personalities? Are they the savviest of all?
This study, despite its limitations, is hopefully one of many to come on this sexy and timely topic. But there are tons of caveats to consider, including potential adverse impact, ever-changing Facebook privacy settings, and how to implement consistent processes when social networking is involved…Many unknowns. Holy puzzlers, Batman.
human resource management, organizational industrial psychology, organizational management
source for picture: http://www.freedigitalphotos.net/images/Dancing_g399-People_Dancing_In_Disco_Night_Club_p54133.html
Improving websites used to recruit applicants (Human Resource Management)
Topic: Recruiting
Publication: Journal of Business and Psychology (in press)
Article: Reactions to recruitment web sites: Visual and verbal attention, attraction, and intentions to pursue employment
Authors: Allen, D. G., Biggane, J. E., Pitts, M., Otondo, R., & Van Scotter, J.
Reviewed by: Alexandra Rechlin
If you’ve looked for a new job in the past five or ten years, there’s a good chance that you checked out a company’s website to learn more about open positions. Did aspects of the site affect your reactions to the company and your likelihood of applying? According to recent research, they probably did.
To best understand applicant reactions to recruitment websites, the researchers used a combination of methods, utilizing eye-tracking software and surveys as well as having participants explain their thoughts while viewing the websites. Participants paid more attention to information when presented as hyperlinks on text than when it was presented as part of graphics or navigation tools. Content, site design, and communication features (especially the extent of interpersonal involvement of the user with the website, which the researchers called parasocial interaction) were all important.
The researchers had a number of recommendations based on their findings. Providing lots of information in pretty graphics may not be necessary, as job seekers will likely be looking for content found in text and hyperlinked information. Organizations need to make information about the job opening, the organization, and geographic location obvious and easily accessible. Finally, organizations need to pay attention not only to the information they provide and the quality of the website design, but also to communication features. The information provided needs to be useful and straightforward, and interactions need to be more personable and social.
human resource management, organizational industrial psychology, organizational management
What Attracts Applicants Throughout the Recruiting Process?
Topic: Recruiting, Human Resources
Publication: Personnel Psychology (AUTUMN 2012)
Article: Recruiting through the stages: A meta-analytic test of predictors of applicant attraction at different stages of the recruiting process
Authors: K. L. Uggerslev, N. E., Fassina, and D. Kraichy
Reviewed By: Megan Leasher
In the competition for true talent, I often picture companies as robots donned in red or blue plastic, battling in a yellow ring to conquer and win the best of the best candidates. But my retro devotion to Rock’em Sock’em robots always reminds me that someone is controlling the levers. The moves of the Blue Bomber and the Red Rocker are really being choreographed by each company’s recruiters. Recruiters launch the battle, and candidates’ perceptions of the organization and its corresponding brand image must be considered throughout the process. If recruiters and organizations know what will keep applicants interested and continuing through the process, they have a better chance at getting the best talent on board. But what sorts of things matter to candidates? And do these things change as a function of the stage of the process?
That is exactly what the authors wanted to learn. They conducted a large-scale research study that analyzed the results across 232 studies investigating applicant reaction in recruiting. They looked at all phases of recruitment, including early stages in which applicants are generated, middle stages in which candidates are going through the hiring process but have not yet received an offer, and the final stage, in which candidates are presented a job offer and must make a final decision. They also investigated a number of characteristics that can impact applicant attraction, including characteristics of the job itself, characteristics of the organization, behaviors of recruiters, candidates’ perceptions of the steps in the hiring process, perceived fit with both the organization and the job, and others. Their ultimate goal was applause-worthy from a practical perspective: if they could isolate at which stage(s) each aspect of recruiting predicted applicant attraction most strongly, they can then advise organizations how to best build their hiring processes and allocate budgets to recruit the best candidates.
This study yielded a number of findings, three of which I choose to explore. First, the extent to which a candidate perceives that they “fit” with the organization and the job was found to be the strongest predictor of applicant attraction across all stages of recruitment. Organizations should actively work to cultivate perceptions of fit in talented candidates. A successful company should work to creatively tailor their hiring processes and/or provide feedback to strong candidates to demonstrate that they will be a good fit with their values, goals, and ideals. Instilling these sentiments both early on and throughout the hiring process is critical for retaining and eventually securing the best talent.
Second, recruiter behaviors (e.g. competence, personableness) were strong predictors of applicant attraction in the earlier parts of the process. This is likely before candidates have learned much about the job and/or organization. As the “face” of the organization in early stages, applicants make significant judgments based on how recruiters act, and these judgments will make them decide whether or not to proceed in the process. As such, it is in an organization’s best interest to allocate time and resources to bringing on personable, knowledgeable recruiters who can quickly connect with candidates. One bad recruiter has the power to leave a bad impression and turn away oodles of talent.
Lastly, organizational characteristics (e.g. work environment, image, size) were also strong predictors of applicant attraction, having a greater influence in the middle of the process. Once candidates are moving through the process and have started to gain knowledge about the company, this information matters much more than how recruiters act. It is interesting to note that job characteristics did not have as large of an impact. With so much lateral movement and internal promotions happening within organizations these days, an individual is likely to change jobs within an organization, thus placing a greater importance on overall organizational fit.
Recruitment often falls at the intersection of art and science; levers are pressed with calculated, precise movements that launch a choreography of performances. This research helps us better understand this intersection and how we should allocate resources accordingly.
human resource management, organizational industrial psychology, organizational management
source for picture: http://www.freedigitalphotos.net/images/Business_People_g201-Job_Interview_p66417.html
Another Perk of Volunteering: It Does Look Good on a Résumé!
Topic: Recruiting
Publication: International Journal of Selection and Assessment (SEP 2012)
Article: Do I Look Like Someone Who Cares? Recruiters’ Ratings of Applicants’ Paid and Volunteer Experience
Authors: Christa Wilkin and Catherine Connelly
Reviewed By: Thaddeus Rada
In the world of human resource management, recruiters often have a limited number of sources from which to gather information about job applicants. One common source of information that recruiters typically do have access to are applicants’ résumés. Although résumés may contain a wide variety of information about applicants, one topic that often receives attention on a résumé is volunteer experience. It’s possible that recruiters believe that such experience may be indicative of an individuals’ generosity, dedication to a cause, or willingness to work for few external motivators; however, there is some debate as to how volunteer experience is really weighted by recruiters. Do they value it over paid experience? Does the relevance of the volunteer experience to the job being applied for make a difference? In a recent paper, Wilkin and Connelly address these questions.
Using a sample of human resources professionals and recruiters, Wilkin and Connelly found that paid experience is not inherently more desirable than volunteer experience. Perhaps not surprisingly, the authors also found that past experience that was job-relevant (whether or not it was paid or volunteer experience) was viewed by the recruiters more favorably than past experience that was not job-relevant. Finally, résumés with both paid and volunteer experience were viewed more favorably than résumés that only contained one type of experience.
This study’s findings are especially relevant to practitioners who may be coaching applicants on résumé writing. The results of this study suggest that relevant work experience should be emphasized, as opposed to any and all work experience, related or unrelated. It also suggests that, particularly for entry-level employees, any volunteer experience, in conjunction with at least a small amount of relevant paid experience, is worthy of inclusion in a résumé.
human resource management, organizational industrial psychology, organizational management
Smile Like You Mean It: Reducing Turnover By Communicating Organizational Honesty (IO Psychology)
Topic: Recruiting, Turnover
Publication: Personnel Psychology
Article: Mechanism Linking Realistic Job Previews with Turnover: A Meta-
Analytic Path Analysis
Authors: Earnest, D. R., Allen, D. G., & Landis, R. S.
Reviewed By: Katie Bachman
Nerd alert! I love me some realistic job previews (RJPs to those in the know). So, you can imagine my glee when I saw a brand-spankin’ new meta-analysis in the current P-Psych that dealt with RJPs. RJPs include any kind of manuals, presentations, videos, and written or verbal information that contains positive, negative, and neutral
information to job candidates or new hires. The big difference between an RJP and regular old recruiting materials is the inclusion of negative and neutral information. Basically, rather than trying to make your company look like puppies and rainbows, you throw in some stuff about the storm clouds too, with the end result being that potential employees have a more well-rounded impression of what their life would be like if they worked for you. Previous researchers (myself included!) have tried to tease out the mechanism behind the RJP – what really makes them work. Hark! We may have found one piece of the puzzle! (I hear bells chiming, is that just me?)
The results of my new favorite meta-analysis suggest that it may be all about perceived organizational honesty. By giving potential employees the good, the bad, and the ugly, your organization is communicating honesty, literally and symbolically. You’re giving them balanced information, but you’re also signaling that you are a truthful and upright partner in their job experience. An RJP sends a message that you won’t lie to them once they’re on the job and people like that sort of thing. The long term effect of all this up-front truth telling is reduced voluntary turnover. And who doesn’t like that?
human resource management, organizational industrial psychology, organizational management
Telling More than You Can Say: The Relationship Between Résumé Characteristics and Hiring Recommendations (Human Resources)
Topic: Evidence-Based Management, Recruiting
Publication: International Journal of Selection & Assessment (DEC 2011)
Article: Test of a Model Linking Applicant Résumé Information and Hiring Recommendations
Authors: Chen, C.- C., Huang, Y.- M., & Lee, M.- I.
Reviewed By: Thaddeus Rada
A common feature of the job application process that many practitioners involved with human resource management are familiar with is the résumé. As the first contact that human resources personnel, managers, and recruiters often have with a given applicant, résumés are generally considered to be an important part of the application for many jobs. However, while the overall importance of this document is well-recognized, the reasons for its importance remain something of a mystery. Specifically, uncertainty remains as to how specific information communicated in résumés is used by personnel involved in the hiring process to make evaluations about applicants. To help address this issue, a new study by Chien-Cheng Chen and colleagues proposes a model that specifies how certain résumé characteristics, including content and style, influence recruiters’ perceptions of the knowledge, skills, abilities, and other characteristics (KSAOs) of job applicants, and, consequently, how these perceptions impact recruiters’ evaluations of job applicants.
The authors’ proposed model examines how four features of résumés (academic qualifications, work experience, extracurricular activities, and résumé aesthetics) are related to recruiters’ perceptions of applicants’ job-related knowledge, interpersonal skills, GMA, and conscientiousness. In turn, the authors then examined the link between these perceptions and recruiters’ evaluations (i.e. if they recommended hiring a particular employee). Using structural equation modeling, the authors found that each of the four résumé characteristics they examined are substantially related to recruiters’ perceptions of applicants. In particular, it was found that academic qualifications were strongly related to perceptions of applicants’ general mental ability, while work experience and extracurricular activities were related to job-related knowledge and interpersonal skills, respectively. In terms of the perceptions that recruiters held about applicants, interpersonal skills were more strongly related to hiring recommendations than job-related knowledge or interpersonal skills, though these perceptions appear to be important as well.
The results of this study point to the fact that recruiters (and likely other professionals who review résumés as well) can and do make attributions about the characteristics of job applicants based on certain features of applicants’ résumés. As our understanding of how certain features of résumés impact perceptions of job applicants increases, the use of résumé screening as an initial selection tool may be increased.
human resource management, organizational industrial psychology, organizational management
Beware of “Where I used to work, we ….” — It may be a sign of poor fit, low motivation.
Topic: Staffing, Selection, Recruiting, Motivation
Publication: Journal of Occupational and Organizational Psychology (83)
Article: Disengagement in Work-Role Transitions
Authors: C. Niessen, C. Binnewies, J. Rank
Reviewed By: Lauren A. Wood
Employees are no longer linked to an organization for life, and as a result, there has been an increase in job change in recent years. Researchers studying employees’ adjustment to a job change have suggested that in order to succeed, the new employee must detach or disengage from the previous job and organization. This is especially critical when the employee is psychologically attached to their previous work place and/or work role as is typically the case when the employee has worked in their previous role for a long period of time.
Results from the current study reveal that the more the new employee’s psychologically attachment to their old work-role remains after taking the new job, the less motivated they are to pursue learning in the new position and the less they feel they fit with the new company. However, when an employee actively disengages from their previous job-role, the employee experiences greater perceptions of fit and is more motivated to engage in learning activities on the job.
Organizational Culture: Attracting Job Applicants by Advertising the “Softer Side”
Topic: Recruiting, Gender
Publication: Journal of Business and Psychology (WINTER 2010)
Article: The impact of organizational culture on attraction and recruitment of job applicants
Authors: D. Catanzaro, H. Moore, T.R. Marshall
Reviewed By: Rebecca Eckart
Organizational culture is typically described as the collective set of values and norms shared by members of an organization. Recently, researchers have started to categorize organizational cultures as either being “supportive” or “competitive” in nature. Supportive cultures value collaboration, equality, supportiveness, and work-life balance, whereas organizations with a competitive culture typically value individualism, ambition, rewards, and a focus on one’s career.
In a recent study, Catanzaro, Moore, and Marshall (2010) examined how beliefs about the organization’s culture impacts male and female applicants’ job pursuit, organizational preference, and organizational choice. They found that overall, both men and women would rather pursue a job with a supportive organization, even if that meant accepting less compensation. However, when presented with a job in a competitive organizational culture, men are more likely than women to pursue the job. Participants indicated that they would rather work for the supportive organization because it allows for more work-life balance and appears more concerned for its employees.
Organizational Culture: Attracting Job Applicants by Advertising the “Softer Side”
Topic: Culture, Recruiting, Gender
Publication: Journal of Business and Psychology (WINTER 2010)
Article: The impact of organizational culture on attraction and recruitment of job applicants
Authors: D. Catanzaro, H. Moore, T.R. Marshall
Reviewed By: Rebecca Eckart
As top talent becomes sparse but human capital continues to be a chief competitive advantage, the ability to recruit highly skilled applicants is paramount. Additionally, modern organizations have the added hurdle of attracting job applicants that also fit well with the values of the organization. Organizational culture is typically described as the collective set of values and norms shared by members of an organization. Recently, researchers have started to categorize organizational cultures as either being “supportive” or “competitive” in nature. Supportive cultures value collaboration, equality, supportiveness, and work-life balance, whereas organizations with a competitive culture typically value individualism, ambition, rewards, and a focus on one’s career.
In a recent study, Catanzaro, Moore, and Marshall (2010) examined how beliefs about the organization’s culture impacts male and female applicants’ job pursuit, organizational preference, and organizational choice. They found that both men and women would rather pursue a job with a supportive organization, even if that meant accepting less compensation. However, when presented with a job in a competitive organizational culture, men are more likely than women to pursue the job.
Do Organizations Ask What They Shouldn’t Ask in Job Applications?
Topic: Fairness, Recruiting
Publication: International Journal of Selection and Assessment (DEC 2010)
Article: Science-practice gap in e-recruitment
Authors: A.L. Garcia-Izquierdo, H. Aguinis, and P.J. Ramos-Villagrasa
Reviewed By: Benjamin Granger
The gap between the science of HR and its practice in actual organizations is well known. Sometimes, the practice of HR outpaces the research (e.g., organizations implement systems that are “hot” in the popular press, but not well understood or under researched), while in other cases, the practice of HR lags well behind the research…and sometimes even the law!
In a recent study, Garcia-Izquierdo et al. (2010) analyzed online job applications of over 60 publicly traded organizations – first in Spain in 2005, and again in 2009. According to the authors, Spain provides a natural setting to study the science-practice gap in IO psychology because employment legislation regarding Equal Employment Opportunity is still ongoing (unlike in the U.S.). Specifically, these dates were chosen due to recent legislation changes in 2007 (e.g., an Act prohibiting sex-based discrimination).
Common information that was required of job applicants included age or date of birth, nationality, gender, marital status and place of birth. About 20% of companies in 2005 even asked job applicants for personal photographs (this increased to 25% in 2009). Overall, the percentages of companies asking applicants for such information did not change significantly from 2005 to 2009.
