Samenvatting

Samenvatting - Recruitment & Selection (E_BA_RECS)

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Vrije Universiteit Amsterdam (VU)

This is a well-structured and detailed summary of the RECS course. It is written in a way that ensures clarity, making it easy to understand even the most complex topics. By studying this summary, you'll quickly grasp the key concepts and ideas from the course. Perfect for exam preparation or as a ...

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Geupload op 6 december 2024
Aantal pagina's 59
Geschreven in 2024/2025
Type Samenvatting

impression management
referral hiring
reliability
communication strategies
diversity validity dilemma
artificial intelligence in personnel selection
cross cultural recruitment

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Recruitment and Selection: Lectures, Tutorials, and Knowledge Clips

Content
• Tutorial 1........................................................................................................... 3
• Lecture 2: Strategic Recruitment & Application Attraction .................................... 6
 Content ......................................................................................................... 6
 Strategic Recruitment ................................................................................. 6
 Applicant attraction .................................................................................. 12
• Tutorial 2: Resumes and Social Media ............................................................... 14
• Lecture 3: Recruitment Communication & Implementation Strategies ................ 17
 Content ....................................................................................................... 17
 Employer Branding ................................................................................... 17
 Communication Strategies ........................................................................ 19
• Knowledge clip 1: Cross-Cultural Recruitment................................................... 22
• Knowledge clip 2: Referral Hiring ...................................................................... 26
• Knowledge clip 3: AI and Personnel Selection .................................................... 29
• Knowledge clip 4: Impression Management in Job Interviews .............................. 32
• Knowledge clip 5: Opt-in vs. Opt-out ................................................................. 36
• Lecture 4: The Science behind Employment Interviews ...................................... 38
 Content ....................................................................................................... 38
o Structured vs. unstructured interviews ....................................................... 38
o Interview Questions .................................................................................. 43
o Decision-making process .......................................................................... 44
 Utility calculations for candidates.............................................................. 45
• Recap basis statistics ...................................................................................... 46
➔ Content ................................................................................................... 46
 Correlation............................................................................................... 46
 Regression ............................................................................................... 47
 Hierarchical regression ............................................................................. 48
• Lecture 5: How to choose the best selection tool? ............................................. 49
➔ Content ................................................................................................... 49
 Selection ................................................................................................. 49
1

, Reliability ................................................................................................. 51
 Construct validity ..................................................................................... 52
 Criterion validity ....................................................................................... 56
 Incremental validity .................................................................................. 56

2

,• Tutorial 1
Science-Practice Gap:
“Perhaps the greatest technological achievement in industrial and organizational (I–O)
psychology over the past 100 years is the development of decision aids (e.g., paper-and-
pencil tests, structured interviews, mechanical combination of predictors) that
substantially reduce error in the prediction of employee performance. Arguably, the
greatest failure of I–O psychology has been the inability to convince employers to use
them.”

Science-Practice Gap; Fisher et al. (2020)

Four basic dimensions of personality, as captured by the Myers-Briggs Type Indicator
(MBTI)
❖ Extraversion – Introversion
❖ Intuition – Sensing
❖ Feeling – Thinking
❖ Judgment – Perceiving

Big Five: Dimensions of personality
❖ Openness to experience
❖ Conscientiousness
❖ Extraversion

3

, ❖ Agreeableness
❖ Neuroticism

HEXACO
❖ Honesty-humility
❖ Emotionality
❖ Extraversion
❖ Agreeableness
❖ Conscientiousness
❖ Openness

Diversity Refers to the composition of groups in terms of visible and
invisible characteristics
Inclusion Refers to the degree to which an employee is accepted
and treated as an insider by others
Discrimination The unfair treatment of the members of a group due to
their membership in this group

Why should organizations care about diversity and inclusion?
• Business case
o Improved employee attitudes: respectful treatment increases engagement
and performance
o Improved recruiting: a larger pool of talent to select from
o Increased sales and profits: access-and-legitimacy perspective
o Increased creativity and innovation: heterogeneous teams with a broader
range of perspectives
o Increased group problem-solving skills: Better quality decisions
• Ideological/ fairness
o Social equality: equal opportunity
o Democracy principle: equal representation
o Reduction of conflict: in society
• Enforces
o Laws & regulations

Diversity-validity dilemma The diversity-validity dilemma concerns the trade-off
between selecting valid predictors of employee
performance while minimizing adverse impact and
selecting a diverse workforce

Some of the most valid selection procedures exhibit
radio-ethnic differences such that minority
subgroups score lower than majority groups,
requiring organizations to choose between diversity
and optimal prediction.

4

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