Recruitment and Selection - WordPress.com · Recruitment and Selection A systematic approach based on: –a good description of the work involved, usually a job description –a good

Slide 3.1

Recruitment and SelectionUnit 3

M. Foot & C. Hook, Introducing Human Resource Management, 4th Edition © Pearson Education Limited 2006

Slide 3.2

Recruitment and Selection

A systematic approach based on:

– a good description of the work involved,

usually a job description

– a good description of what is needed in a

person to achieve good performance in

that work, e.g.

• person specification

• competency framework

M. Foot & C. Hook, Introducing Human Resource Management, 4th Edition © Pearson Education Limited 2006

Slide 3.3

Recruitment

All activities directed at locating potential

employees and attracting applications from

suitable applicants.

M. Foot & C. Hook, Introducing Human Resource Management, 4th Edition © Pearson Education Limited 2006

Slide 3.4

The Recruitment Process

A systematic approach is needed to:

– meet organisational objectives

– demonstrate fairness

M. Foot & C. Hook, Introducing Human Resource Management, 4th Edition © Pearson Education Limited 2006

Slide 3.5

Recruitment Occurrences

Replacement for leaver

New post

after consideration of alternatives

M. Foot & C. Hook, Introducing Human Resource Management,

4th Edition © Pearson Education Limited 2006

Slide 3.6

Recruitment Documentation

job descriptions

person specifications

M. Foot & C. Hook, Introducing Human Resource Management,

4th Edition © Pearson Education Limited 2006

Two main documents are required for

recruitment. The documents are:

Slide 3.7

JOB ANALYSIS

The process of job analysis leads to the production

of:

• job descriptions

• person specifications

•What is job analysis?

Slide 3.8

JOB ANALYSIS TECHNIQUES

• Written questionnaires

• Personal interviews

• Feedback on draft versions

Slide 3.9

JDS: TYPICAL FORMAT (1)

• Job title

• Department

• Reports to

• Responsible for

• Grade

• Contacts

Slide 3.10

JDS: TYPICAL FORMAT (2)

• Purpose of job

• Major duties

• Qualifications

• Performance standards

Slide 3.11

PAUSE FOR THOUGHT

Who is the best person to write the JD?

List the possible pros and cons for each person you

identify.

Slide 3.12

USES OF JDS

• Recruitment

• Day-to-day performance

• Training

• Job evaluation

• Job design

• Performance appraisal

• Re-organisation: management of change

Slide 3.13

PERSON SPECIFICATIONS

• Outline the skills, knowledge, and personal attributes

necessary to perform a set of tasks adequately

• Rodger’s seven point plan (1952)

• Fraser’s five-fold framework (1978)

• Essential and desirable characteristics

Slide 3.14

COMPETENCIES

Work-related behaviours that have been identified as

necessary for successful performance at work.

Slide 3.15

COMPETENCY FRAMEWORKS

A framework of competencies that can be applied to all

jobs or sets of jobs in an organisation.

Slide 3.16

M. Foot & C. Hook, Introducing Human Resource Management, 4th Edition © Pearson Education Limited 2006

Job Advertisements

Design Considerations

• Content and style

• Placement

Job description is an essential basis for writing

advertisements, determining skill

requirements in order to:

– describe your vacancy to others

– attract suitable applicants

Slide 3.17

M. Foot & C. Hook, Introducing Human Resource Management, 4th Edition © Pearson Education Limited 2006

• SELECTION

Slide 3.18

M. Foot & C. Hook, Introducing Human Resource Management, 4th Edition © Pearson Education Limited 2006

Aims of the Selection Process (1)

• Gather as much relevant information as possible

• Organise and evaluate the information

• Assess each candidate in order to:

Slide 3.19

M. Foot & C. Hook, Introducing Human Resource Management, 4th Edition © Pearson Education Limited 2006

Aims of the Selection Process (2)

• forecast performance on the job

• give information to applicants so that they

can judge whether they wish to accept an

offer of employment or not

Slide 3.20

M. Foot & C. Hook, Introducing Human Resource Management, 4th Edition © Pearson Education Limited 2006

Selection Processes

• Basic processes include:

– screening written applications to create a shortlist

– interview

– references

Slide 3.21

M. Foot & C. Hook, Introducing Human Resource Management, 4th Edition © Pearson Education Limited 2006

Interviews

What factors contribute to the low predictive

validity of employment interviews?

Slide 3.22

M. Foot & C. Hook, Introducing Human Resource Management, 4th Edition © Pearson Education Limited 2006

Selection Interviews - Interviewer

Errors

• Halo effect

• Making snap decisions

• Hiring in one’s own image

• Stereotyping

• Making assumptions

• Gathering insufficient or irrelevant information

• Contrast effect

Slide 3.23

M. Foot & C. Hook, Introducing Human Resource Management, 4th Edition © Pearson Education Limited 2006

Interviews

What can be done to eliminate or minimise the

effect of interviewer errors?

Slide 3.24

M. Foot & C. Hook, Introducing Human Resource Management, 4th Edition © Pearson Education Limited 2006

Questioning Techniques

• Open questions

• Closed questions

• Situational questions

• Patterned behaviour description questions

• Probing questions

Slide 3.25

M. Foot & C. Hook, Introducing Human Resource Management, 4th Edition © Pearson Education Limited 2006

Pause for Thought 5.1

If the results of interviews are not always

reliable or valid, what can be done to improve

the selection process?

Write down three things that employers could

do to supplement the interview process.

Slide 3.26

M. Foot & C. Hook, Introducing Human Resource Management, 4th Edition © Pearson Education Limited 2006

Supplementary Selection

Techniques

• Psychological tests

• Work sample tests

• Assessment centres

• References

Slide 3.27

M. Foot & C. Hook, Introducing Human Resource Management, 4th Edition © Pearson Education Limited 2006

Psychological Tests

Can be used to:

• add an element of objectivity

• increase the predictive validity of selection

decisions

• measure some factors that cannot be

assessed through the application form and

interview

Slide 3.28

M. Foot & C. Hook, Introducing Human Resource Management, 4th Edition © Pearson Education Limited 2006

Work Sample Tests

A work sample test consists of getting a candidate

to perform some task or element of a task that

forms part of the job.

Slide 3.29

M. Foot & C. Hook, Introducing Human Resource Management, 4th Edition © Pearson Education Limited 2006

Design a Work Sample Exercise

• Identify key critical factors of performance.

• Choose factors that can appropriately be tested by a

work sample.

• Identify assessment criteria.

• Design the work sample exercise.

• Write instructions for the candidate.

• Design the assessment form.

• Train the assessors.

Slide 3.30

M. Foot & C. Hook, Introducing Human Resource Management, 4th Edition © Pearson Education Limited 2006

Assessment Centres

A number of applicants are assessed together

by a number of assessors, using a variety of

selection techniques.

Slide 3.31

M. Foot & C. Hook, Introducing Human Resource Management, 4th Edition © Pearson Education Limited 2006

Assessment Centres

Selection techniques usually include:

• work simulations

– work samples

– in-tray exercises

– role plays

• group exercises and discussions

• psychological tests

• interviews

• peer and self assessment

Slide 3.32

M. Foot & C. Hook, Introducing Human Resource Management, 4th Edition © Pearson Education Limited 2006

Administrative Procedures (1)

The successful candidate:

• Offer the position to the successful candidate.

• Secure his or her acceptance of the position.

• Agree on the details of the appointment.

• Confirm the details in writing.

• Check essential qualifications.

• Initiate new employee processes.

Slide 3.33

M. Foot & C. Hook, Introducing Human Resource Management, 4th Edition © Pearson Education Limited 2006

Administrative Procedures (3)

• Prepare and keep adequate records.

• Monitor the process.

Slide 3.34

M. Foot & C. Hook, Introducing Human Resource Management, 4th Edition © Pearson Education Limited 2006

Administrative Procedures (2)

The unsuccessful candidates:

• Inform the candidates of the outcome.

• Provide feedback if appropriate.

Slide 3.35

• End of unit 3

M. Foot & C. Hook, Introducing Human Resource Management, 4th Edition © Pearson Education Limited 2006