Realistic Job Previews

As part of a Total Selection Process

What is a Realistic Job Preview?
A Realistic Job Preview is any part of the selection process that gives the applicant a clear idea of what it will be like to work in the job if they are recruited. The preview typically happens early in the selection process.

Why would you use an RJP?
The purpose of the RJP is to give the candidate as much information about the job as possible so that they can make an informed decision about their suitability for the job. In order for the RJP to be successful, it must objectively outline not only the positive aspects of the job, but also the potentially negative or unique aspects of the job as well.

For example, it should include information regarding shift work, special characteristics of the job, hours, specific requirements, a "typical" day on the job, etc.

Allow the candidate an opportunity not to proceed with the job.
For best effect, there should be a pause in the selection process after the RJP - to give the candidate an opportunity to think about those requirements he or she might not like or be able to fulfil. The idea is to allow the candidate an opportunity to quit before he or she is recruited.

What type of RJP should you use?
There are a number of different Realistic Job Preview types - what works best for an organisation depends on the nature of the job and the flexibility, resources, and goals of the selection process. Realistic job previews can take the form of work simulations, video presentations, or automated job information telephone systems.

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Case Study: Job Information Line

An analysis of the new employee selection process at a large office products company revealed two problems. The first was that many new recruits left the company within 90 days because they couldn't or didn't want to meet certain job requirements. The second problem was that the flow of job applicants was so low at some locations it was difficult to be selective with new recruits.

This company has distribution throughout the country and needed an RJP that could be accessed by every site and minimise the demand on "thin" HR resources early in the selection process. Their solution for an RJP: a Job Information Line.

The 0800 number interactive message was designed to "sell" the company and "tell" about the job. Not only did the message tell the potential applicant about the company and the benefits of working there, it also clearly outlined the specific requirements of the job, including many of the requirements that were the reasons for some people turning over quickly.

For example, most of the warehouse jobs were only available for night shifts, which often lasted until 3 am, and warehouse personnel were required to lift boxes weighting up to 50 lbs.  Applicants who were not interested in this kind of work hung up before ever coming into contact with the company. Others completed the job line but decided not to go on to the next step.

A second benefit of the RJP was an INCREASE in the number of qualified applicants applying for the job. (A follow-up study revealed that applicants were more likely to use the telephone to listen to a message about the job than to take the time to visit the company in person.  Once they heard the phone message, many were interested enough to take more active steps to pursue the job.

In addition, if the potential applicant completed the job information line (which included gathering the name and number of the caller), his/her information was faxed to the closest distribution site. This allowed each distribution site to maintain a constant flow of pre-screened applicants.

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Case Study: Job Simulation

An electronics client was having difficulty with turnover in their Wafer Fabrications. To address this problem we helped them to design an integrated selection process that included a RJP simulation.

Pre-design research had identified that part of the turnover problem was caused by "job shock."  Applicants were told about job requirements and given a tour of the Wafer Fabrication unit before completing the employment process. However, the nature of the work in a "clean room" and the special clothing required was so foreign to the typical entry-level recruit that, although they thought they would be able to adjust to the conditions, many found they didn't like the job once they had worked in it for just a few days.  Some people left after lunch on the first day.  Others only lasted a few days more.  Clean Rooms must be kept extraordinarily free of dust and other airborne particles. Team members in this environment are required to wear full body suits, including head and hand covering. Also, they cannot wear make-up, perfume, hair-spray, etc. and are required to work 12 hour shifts.)

The best RJP for this job was a full simulation that allowed candidates the opportunity to experience working in a clean room before they committed to the job. Candidates were required to participate in a full day job simulation in which they wore the full body suit and spent time doing careful, precise work, similar to what they would be doing during the job. They were then sent home and asked to come back the next day if they wanted to complete the selection process.  Most of those who would have eventually decided to resign within a few days, took this opportunity to decline the job offer at this stage.

Turnover attributable to job shock has dropped dramatically.  From the company's perspective, the added pre-employment cost of the simulation has been recouped many times over by the reduction in staff turnover costs.

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Case Study: Video

An international electronics client was having difficulty with early staff turnover (during the first month of employment) and people not turning up for training at their Malaysian factories.

BHA were asked to design a selection process (in the Malay standard language) to address this turnover problem and to help select candidates who would learn the manufacturing process more quickly.

Research during the development phase identified that a major part of the turnover problem was related to applicants and their families not having a clear understanding of the jobs and of the organisation. Almost all of the new recruits were young girls who had recently graduated from school with little or no work experience. Most would be required to travel on the company bus to work, many from remote rural villages.  The young women were concerned about friendship and other social bonds; their parents and other family members were apprehensive about their general safety and welfare.

The young women resigned during the first 30-45 days for several reasons. For some, the nature of the work itself, the work schedule or the bus ride were determining factors. For others, particularly the ones that left in the first week, there were concerns that they would not be able to form friendships in the very large factory. Others were required to leave by their families for fear they would be exposed to threats to their social mores or religious customs.

The RJP solution was a video. Recruiters now ask applicants, and in many cases their family members, to view a video before applying for work. This video provides a history of the company and carefully portrays the company's excellent history of corporate citizenship in Malaysia. More importantly, the video then traces a typical "day in the life" of a manufacturing worker. The viewer experiences the bus journey, sees the work facilities, the bathrooms and break areas, the cafeterias and sports fields. Throughout there is an emphasis on showing potential employees from different ethnic and religious groups and the social bonds that quickly form at work. Shift work, hours, pay, benefits and job duties are also clearly outlined.

Other steps in the newly designed process included a culturally adapted test (SELECT for Production & Distribution) and a structured interview.

The results from instituting the new selection process have been dramatic. Turnover, which historically was 25% during the first 3 months of employment, has been reduced to less than 10%. The organisation also reports that new employees adapt better and perform better than their predecessors.
 

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