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A realistic job preview (RJP) is a recruiting approach designed to communicate the positive and
negative aspects of the job and the organizational climate before the applicant has accepted the
offer. We often asked if the candidate is right for the job, but on the flipside do we care if the job
is right for the candidate? The answer is yes because research has shown that when newly hired
employees¶ expectations are not met, they become so unhappy with the job that they quit. An
accurate and well placed RJP provides applicants the opportunity to evaluate if they like the job
and will fit in with the organization¶s culture which in turn will reduce turnover. Reduction in
turnover rate also translates to lower hiring and training cost.

Research on turnover has shown that the erosion of satisfaction levels and turnover are highest
during the first six months to one year. This suggests that new workers were perhaps misled by
organizations¶ attempt to ³sell themselves´ or that job applicants often times misinterpreted the
nature and type of work/organizations (Harvey 1990). Therefore, it is also important that RJP are
designed for the right reasons.

RJPs can be found in a variety of formats such as job brochures, videos, presentations, facility
tours. The different kinds of RJP method have their own set of pros and cons. Certain formats
may be more successful or suitable towards particular kind of jobs or with a particular audience.
The use of multiple formats however is likely to be most effective.

For our purpose, we adapt the following table from Susan O¶Nell et al. from the University of
Minnesota, Institute of Community Integration as a guideline to select the best type of RJP for
our purpose:






 

 




 
 
 
 

Structured Observations Structured observations
should have set criteria
These are observations rather than being an
at a work site that are informal process where
structured by the the person merely shows
employer to give the up and watches what
person a comprehensive happens. The person
overview of job should have a checklist
expectations. In a that guides them or some
structured observation other way of knowing
existing employees may what information they
spend some time talking should gather during the
with the observer but to visit, as well as feeling
be most effective the free to seek additional
observer should take information.
responsibility for
gathering the Employees and people
information s/he needs receiving services should
so that working staff are be asked about this
focused on performing component prior to
duties in their usual way. implementation --
Scheduling Structured although they may find
Observations during the opportunity to
busy but routine ³prescreen´ prospective
activities such as meals employees appealing.
or recreations is one
strategy for ensuring Development of
staff and consumers are Structured observations
more likely to act should not be
naturally during the shortchanged. They
observation. require a similar planning
process as other methods
including direct support
staff and identification of
critical components.
ƒ Observations Structured ƒ Inexpensive to ƒ Potentially invasive to
should be in the observations require develop/implement consumers and current
exact site the person thorough planning ƒ Easy to update employees
would work if (i.e. time) to make ƒ Easy to customize to ƒ Experience will vary each
possible. them effective and individual visit.
ƒ Observations comprehensive. sites/consumers ƒ Difficult to hit all areas
should be at times or ƒ Can provide consumers that might be an issue for
in situations that They are the least and direct support staff new employees (i.e., pay
help the person get a expensive method to opportunities to be and benefits, all job duties,
realistic expectation implement because directly involved in the etc.)
of what their job extra staff time is not hiring process ƒ Might be difficult for
responsibilities will required during the ƒ Provides direct people to ³act naturally´
beƒ Observations observation and information to the during observations.
should be followed materials (checklists, potential hire from the ƒ Can be difficult to
by a debriefing to etc.) are cheap to people who understand schedule.
answer questions and produce and update. the job best. ƒ Not portable
to provide ƒ Offers easy access to
information about people to ask questions
job components not that may not be covered
observed. in the structured RJP.
ƒ Observations ƒ Sets the expectation
should be scheduled that the direct support
with employees and staff role includes
consumers in supporting and informing
advance. new and potential staff.
ƒ Observations
should be scheduled
so that the observer
sees other direct
support staff not
frontline supervisor
doing their job.






 

 




 
 
 
 

Meetings with current Current workers, families Prospective Development cost are ƒ Portable (if people are ƒ Requires staff time away
workers, consumers and consumers who are employees should be similar to Structured willing) from their regular job
and/or parents going to be part of an given a set of Observation ƒ Can provide duties.
RJP process should be suggested questions opportunities for parents, ƒ Can be difficult to
trained about the purpose they may wish to ask Implementing this consumers and direct schedule.
In RJP meetings, current of RJPs. during the meeting. method requires staff support staff to be ƒ Experience can be highly
workers, consumers time, making this directly involved in the variable.
and/or parents explain in It is important to clarify These meetings method relatively hiring process ƒ Prospective employees
their own words, in to all involved whether should occur in the expensive to maintain ƒ Provides direct may be uncomfortable and
person, what the job is the interview/meeting actual work setting long term. information to the less inclined to ask
like, what the benefits will be used solely for but in a private potential hire from the important questions in this
and draw backs are, and the purpose of an RJP or location whenever people who understand form of RJP.
what their hopes, needs whether they will also be possible. the job best. ƒ May be a burden on
and expectations for new making ƒ Offers easy access to current direct support staff,
hires are. recommendations about These meetings can people to ask questions parents and consumers.
whether this person may be scheduled to that may not be covered ƒ May be unable to find
be a good match for the precede a job in the structured RJP. direct support staff, parents,
setting. interview on the ƒ Adaptable to the unique and consumers willing to
same day or on characteristics, benefits participate.
Like a Structured another day, but the and difficulties involved ƒ Have to pay the direct
Observation, there should person should have in working at each site. support staff, parents and
be guidelines for the opportunity to consumers, even if the
information to be shared gracefully opt out of prospective employee
during these meetings the interview. doesn¶t show up.
and planning time is
required to make sure Parents and
that the company has consumers may be
identified what that offered a stipend for
criteria is. their participation.

Parents, staff and Consumers who

consumers willing to don¶t speak may
make a long-term wish to put together
commitment must be a collection of
identified and trained. photos showing their
routines and
preferences.






 

 




 
 
 
 

Pre-application Prescreens should be Having a checklist If they are brief and to ƒ Helpful for quickly ƒ Not comprehensive.
screening- consistent for each and limiting the the point they may screening out ineligible ƒ Mixes two different types
applicant. An agency number of people save both the person people (i.e. BCA, of activities: screening to
This type of screening is should come to who do this pre- and the agency time transportation, etc.) or help the employer decide
usually done at the time consensus about what screen will help should the person be those who have no idea whether a potential
in which a person calls information should be maintain ineligible or not of what the work entails employee would be good
an agency or otherwise gathered and shared at consistency. interested in this type and decide it is not for for the job and RJP which
asks for an application. this point. of work. them. are designed to assist
It is usually brief and Pre-screening alone potential employees decide
designed to help the Like other RJPs should not serve as if the job is something they
agency find out if the Prescreen questions an agency¶s only might be interested in.
prospective employee should be based on what RJP ƒ Information is provided
meets minimal criteria. current and newly hired by a supervisor or human
direct support staff resources person rather
Prescreens can be identify as the most than directly by a direct
adapted to include basic important things they support professional,
RJP information wish they knew about consumer or parent making
including pay scale and before being hired, but it potentially less
benefits, generic didn¶t. convincing.
responsibilities and
requirements of the job,
and hours or locations of
jobs






 

 




 
 
 
 

Videotapes Videos require
significant legwork
RJP videotapes are most beyond identifying the
often professionally critical aspects of the job
done and cover all of its to include in the
jobs in a particular job videotape. Writing a
classification. Other script; gathering
forms, such as ³home´ consents; preparing
videos specific to a site settings; and coordinating
can be used as well or participants, equipment
the two methods may be and film crews are also
combined. needed. In addition,
consultant or experts
Videotapes are created should be used to
to show an applicant develop the script and for
what the job is really a professional-quality
like by showing people video, access to high-end
actually engaged in that equipment and experts in
job. The agency will filming, sound recording,
have to assess what and production are
situations show the job needed.
most realistically and are
the ones that typically Videos need careful
cause early turnover due script development to
to lack of information ensure critical
about the job. Including components are present
actual direct support both visually and in
staff and consumers in words.
the film (rather than
actors without Because of the expense
disabilities) makes the and time involved in
video much more production and updates
realistic. the planning process
should be meticulous and
Videos produced only the most critical
elsewhere may serve as pieces of information
a useful adjunct to other should be included.
RJP methods
Videos can be made Videotapes are very ƒ Portable ƒ Difficult to update.
accessible at expensive to produce ƒ Strong impact/effective ƒ Requires expert filming
multiple sites, but and to update. ƒ Can cover a variety of and production to look
require a VCR/TV to topics that might be an polished.
be available and a If they are well issue for new employees ƒ Can be very expensive.
staff person to produced and content (i.e., pay and benefits, all ƒ Need special equipment
provide the video, is not date sensitive job duties, etc.) to develop
equipment, and to they can be used for a ƒ Provides ƒ Requires access to a
answer questions. long time making comprehensive look at television and VCR to
them more cost- the agency implement
Videos that are too effective, however, ƒ Shows people actually ƒ Poorly developed
long can lose impact updates can be nearly engaged in the tasks videotapes (content) will
but if they are too as expensive as initial required by the job not be effective.
short they may not development. thereby providing ƒ Poorly produced videos
contain all necessary credible information to may be discounted.
information. A VCR must be newcomers. ƒ Requires supplemental
available at every site ƒ Highly consistent efforts to ensure that
where the video is information to each questions raised by the
going to be used. prospective employee video are answered
effectively.
Usually use of videos ƒ Capturing special needs
requires staff time to or characteristics of
implement, however, individual sites in a
this may or may not professionally done video
be additional staff would be too expensive.
hours. ƒ Does not provide
potential recruits with
direct contact with direct
support staff, consumers or
family members






 

 




 
 
 
 

Booklets or brochures Booklets, brochures, or
photo scrapbooks need to
Booklets or brochures be carefully designed to
can be of varying attract readers and
lengths and levels of maintain their attention
sophistication but should and to include all the
include components of necessary information.
an effective RJP (i.e.,
both positive and Agencies need to be
negative aspects of the careful to be specific
job, information that about the tasks of the job
current workers report (i.e. not using generic
they didn¶t know but words like ³personal
wish they had before cares´ instead of
they took the job). At specifics like helping
one end of the spectrum people brush their teeth,
are glossy agency helping people use the
brochures. At the other toilet, etc.)
end are photo albums or
photo scrapbooks Should include
compiled by the people information about what
working in and/or makes the agency unique
supported at a specific and why someone may
site. want this job instead of a
similar one somewhere
else.
Simply handing Quality brochures and ƒ Highly Portable ƒ Requires expertise to
someone a brochure booklets are ƒ Can be distributed by create effective and
may not accomplish expensive to produce current employees, attractive materials.
the intent of an RJP. and design. family members, ƒ Does not provide hands
The person may not consumers, board on opportunity for
read all the materials There may be the members etc to people prospective employees to
or fully comprehend need to purchase they know who might be interact with consumers,
what the material computer hardware interested in a position direct support staff, family
implies (especially if and software as well ƒ Provides information members etc.
language and as working with lay- that the potential ƒ Agency wide brochures or
examples are not out and design employee can take with booklets are not likely to
specific.) It may be professionals, them to consider further include the unique
difficult to capture consultants to help ID in the privacy of their characteristics of a specific
the level of detail what information own homes. site or consumer.
needed in a format should be presented ƒ Can be adapted to a ƒ Potential that this medium
that I short enough. and how, and variety of settings, will be least effective for
professional printers consumers, etc. Site helping someone
Booklets or and photographers. specific or consumer understand the job.
brochures should be specific materials can be ƒ Agency may hesitate to
supplemented with Printing decisions developed. be specific enough with
other opportunities need to include the ƒ Can be developed by a information in this format
to meet people and cost effectiveness of team of DSPs at a site as ƒ May be distributed to
ask questions or to large bulk orders with a team building exercise. various people, but not
view videos about the potential for waste used unless they are
the kind of work when it is time to committed to its use.
they will be doing. update materials.






 

 




 
 
 
 

Web-based multimedia Web-based RJP¶s will be Agencies will have Web-based RJP¶s can ƒ Web-based RJPs are ƒ Need special equipment
most effective if they are to training current be expensive to flexible in terms of the to access.
A web-based multimedia well designed. Agencies staff (especially produce but are type and form of ƒ Existing personnel may
RJP involves putting are advised to work with those doing hiring) inexpensive to information presented hesitate to use without
comprehensive consultants who on how to access and maintain and update. ƒ Highly Portable training and
information about the understand design issues use the online RJP. ƒ Easily accessible to job encouragement.
positive and negative as well as potential for Development costs seekers (private homes, ƒ Requires expertise in how
features of jobs on a web displaying content most Sites need to be will vary but would libraries, at agency, to use the web environment
site for prospective effectively and how to checked regularly for be no more than a workforce and most effectively.
employees to review. limit access to sensitive ³dead´ or inaccurate video and potentially community centers) ƒ Slow or outdated
materials. links. A system much less. ƒ Can be part of a equipment or sever
Websites can be used for should be created to comprehensive online problems may make
more than simply Agencies will need to make sure that all Heaviest cost will be recruitment portal for process annoying or
presenting an RJP. They buy or have the hardware information is felt by agencies that agency. irritating to people trying to
can be developed as part and software to produce updated and accurate do not have any ƒ Easy and inexpensive access information.
of a Recruitment portal and maintain a site and (i.e. contact person, existing hardware, to update frequently ƒ Not all applicants have
which includes items train someone internally available positions, software, or internal ƒ Updated information is web access or knowledge
such as on-line to do updates. (Or, etc.) and that any expertise. immediately available of how to use internet
applications, current agencies can hire a email contact is with no chance of applications.
position openings, email service provider to answered promptly. If developed properly outdated materials being
contact and links to and develop and maintain the they require minimal accidentally distributed.
from other targeted sites site) Agency must personnel time to ƒ Can be customized to
(such as public schools, provide access to a update and maintain, site as well as flexible to
community centers, etc). Agencies may need to computer and especially if they are the needs of the person
rent server space and assistance to developed seeking information.
Web-based multimedia register with online potential new hires thoughtfully (i.e. ƒ Can provide potential
RJPs may include search engines. who do not have automatically updates recruits with direct
photos, verbal computer access or position openings, contact with direct
descriptions, video clips, Development and quality who are not whenever central support staff, agency,
and/or written testing can take a computer literate. position list is consumers or family
information about the significant amount of updated.) members through email
agency and about the time. options.
job. Updates can often be
made by a person
with only basic
computer skills.






 

 




 
 
 
 

Group RJP Like other methods this Potential applicants Development and ƒ Provides information to ƒ Requires prospective
This type of RJP requires planning time to should be informed implementation cost more than one person at employee to be available at
involves inviting groups identify which aspects of of any job will vary depending a time reducing the time the scheduled times (low
of potential applicants to the job to highlight and prerequisites prior to on the commitment per flexibility).
gather to get information how. this meeting so they materials/methods applicant (efficient). ƒ Cost/benefit ratio may be
about the job. The do not come if they used. ƒ Clearly shows potential low due to need for
meetings can be divided cannot pass needed applicants that it is ok to planning, scheduling,
into three or four 5-10 background checks When direct support decide to not pursue the materials needed, etc.
minute segments. or drivers license staff, Consumers, job. versus accessibility.
During each segment requirements. and/or Family ƒ The structure can help
information about the members are involved keep information more
job is provided and This process could it will be less consistent than when a
questions are answered. easily incorporate expensive in a group single prospective
After each segment a strategies such as than to do so employee meets with
break allows those who videotapes. individually. them
decide this is not a good
match for them to leave.
At the end of 30-45
minutes those who
remain are given an
application to fill out
and interviews are
scheduled.






 

 




 
 
 
 

Internships or volunteer This method requires a Internships can be This type of program ƒ Provides an additional ƒ This is a very time
programs local champion who will paid or unpaid. is expensive in terms person to enhance intensive strategy.
guide the program of coordination opportunities for quality ƒ The actual yield in terms
More of a long-term through development and Providing efforts. of life outcomes while at of new employees could be
strategy, internships or implementation. recognition of people the same time providing quite low. That is, it may
volunteer opportunities who were interns or It is a long-term a very good picture of take many interns or
provide people who Planning must include volunteers (e.g., at strategy that may not what the job is really volunteers to yield one new
aren¶t sure whether this consideration of the banquets, award show immediate like. staff member.
job is of interest to them guidelines regarding ceremonies, in the benefits. ƒ Provides employers, ƒ May have to complete a
a chance to actually try what volunteers or local newspapers) coworkers, consumers ³Pseudo-hiring´ situation
it out. interns are allowed to do can help generate and families information (BCA, training, etc.)
and what the conditions interest from other about this person. minimizing the benefits
Some internship of the persons. ƒ Participants leave with
programs focus on high internship/volunteer a better understanding of
school students who are opportunity will be. people with disabilities
fulfilling course or even if they don¶t choose
community service a career in human
requirements for school. services.






 

 




 
 
 
 

Hybrid method Requires coordination Implementation Depends on the types ƒ Can be adapted to ƒ May lose track of what
across the methods to considerations of materials used. individual site and information a person has
Combining one or more ensure that the most depend on methods May reduce cost of person¶s needs. received.
of the methods to create effective methods are chosen. some materials (e.g., ƒ Could be more
a more flexible and being used in each video ±if shorter, thorough and effective
comprehensive RJP situation etc.). than any one method
alone.
Development Could be more ƒ Could use a method
considerations depend on expensive if cost is that is cheaper to
methods chosen. not attended to during produce to confirm the
development and RJP effectiveness and
implementation. then create a method that
is cheaper to implement
(e.g., web-site, video)
once comfortable with
effectiveness.


 


 

For our selection process, we select the types of RJP that complements our interview process.
The different RJPs shall be incorporated strategically in all three stages of the interview process
so that the applicants have the opportunity to reconsider their decision based on their evaluation
of the job and the organization.

Stage 1: Phone Screening Interview

Based on the table above, it can be seen that our proposed phone screening is also a type of RJP
if the right questions are asked.The objective of this RJP is to give applicants basic information
such as generic responsibilities, location and pay scale and benefits.

We must also ensure that both electronic and printed job advertisements are available and they
contain the right information such as the specific daily task and the positive and negative aspects
of the job.

The overall relative cost of implementing RJP at this stage is low.

Stage 2: Case Interview (Group format)

During this stage, the RJP shall also be done in a group format to complement the case interview.
Based on the methods discussed in the table above, we proposed to use a combination of group
and video RJP.

A professional RJP videotape depicting the general tasks required by the job and testimonials
from real employees shall be shown to the group of applicants before the case interview. The
applicants will be given the opportunity to take notes and discuss the any questions they may
have with the interviewers.

The overall relative cost of implementing RJP at this stage is high. A nominal investment must
be made to produce a professional RJP videotape that paints an accurate and realistic picture of
the mechanical engineer job in today¶s context. An archived RJP videotape produced in the
1980s may not be relevant anymore!

Stage 3: Behavioral Interview (Individual format)

Finally at this stage, we proposed to use a structured observation RJP in the form of a facility
tour to provide the shortlisted applicants an opportunity to observe other mechanical engineers at
work and what may be potentially their future work environment.

The overall relative cost of implementing RJP at this stage is low because only minimal staff
time is required during observation and the process can be easily change and updated.