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PowerPoint Presentation by Charlie CookPowerPoint Presentation by Charlie CookThe University of West AlabamaThe University of West Alabama
1
Human Resource Human Resource ManagementManagement
The Recruitment and Selection ProcessThe Recruitment and Selection Process
1.1. Decide what positions to fill through Decide what positions to fill through personnel planning personnel planning and forecastingand forecasting..
2.2. Build a candidate pool by Build a candidate pool by recruitingrecruiting internal or external internal or external candidates.candidates.
3.3. Have candidates complete Have candidates complete application formsapplication forms and and undergo initial screening interviews.undergo initial screening interviews.
4.4. Use Use selection toolsselection tools to identify viable candidates. to identify viable candidates.
5.5. Decide who to make an offer to, by having the Decide who to make an offer to, by having the supervisor and others supervisor and others interviewinterview the candidates. the candidates.
• Employment or Personnel PlanningEmployment or Personnel Planning The process of deciding what positions the firm The process of deciding what positions the firm
will have to fill, and how to fill them.will have to fill, and how to fill them.
• Succession PlanningSuccession Planning The process of deciding how to fill the company’s The process of deciding how to fill the company’s
most important executive jobs.most important executive jobs.
• What to Forecast?What to Forecast? Overall personnel needsOverall personnel needs
The supply of inside candidatesThe supply of inside candidates
The supply of outside candidatesThe supply of outside candidates
Drawbacks to Traditional Forecasting Drawbacks to Traditional Forecasting TechniquesTechniques
• They focus on projections and historical relationships.They focus on projections and historical relationships.
• They do not consider the impact of strategic initiatives They do not consider the impact of strategic initiatives on future staffing levels.on future staffing levels.
• They support compensation plans that reward They support compensation plans that reward managers for managing ever-larger staffs.managers for managing ever-larger staffs.
• They “bake in” the idea that staff increases are They “bake in” the idea that staff increases are inevitable.inevitable.
• They validate and institutionalize present planning They validate and institutionalize present planning processes and the usual ways of doing things.processes and the usual ways of doing things.
Using Computers to Forecast Personnel Using Computers to Forecast Personnel RequirementsRequirements
• Computerized ForecastsComputerized Forecasts
Software that estimates future staffing needs by:Software that estimates future staffing needs by:
Projecting sales, volume of production, and Projecting sales, volume of production, and personnel required to maintain different volumes personnel required to maintain different volumes of output.of output.
Forecasting staffing levels for direct labor, indirect Forecasting staffing levels for direct labor, indirect staff, and exempt staff.staff, and exempt staff.
Creating metrics for direct labor hours and three Creating metrics for direct labor hours and three sales projection scenarios—minimum, maximum, sales projection scenarios—minimum, maximum, and probable.and probable.
1. Perform background checks on anyone who is going to have access to personal information.
2. If someone with access to personal information is out sick or on leave, don’t hire a temporary employee to replace him or her. Instead, bring in a trusted worker from another department.
3. Perform random background checks such as random drug tests. Just because someone passed five years ago doesn’t mean their current situation is the same.
4. Limit access to information such as SSNs, health information, and other sensitive data to HR managers who require it to do their jobs.
Since intruders can strike from outside an organization or from within, HR departments can help screen out potential identity thieves by following four basic rules:
• External Factors Affecting RecruitingExternal Factors Affecting Recruiting Supply of workersSupply of workers Outsourcing of white-collar jobsOutsourcing of white-collar jobs Fewer “qualified” candidatesFewer “qualified” candidates
• Other Factors Affecting RecruitingOther Factors Affecting Recruiting Consistency of recruitment with strategic goalsConsistency of recruitment with strategic goals Types of jobs recruited and recruiting methodsTypes of jobs recruited and recruiting methods Nonrecruitment HR issues and policiesNonrecruitment HR issues and policies Successful prescreening of applicantsSuccessful prescreening of applicants Public image of the firmPublic image of the firm Employment lawsEmployment laws
FIGURE 5–6 Sample Acceptable Questions Once Conditional Offer Is Made
1. Do you have any responsibilities that conflict with the job vacancy?
2. How long have you lived at your present address?
3. Do you have any relatives working for this company?
4. Do you have any physical defects that would prevent you from performing certain jobs where, to your knowledge, vacancies exist?
5. Do you have adequate means of transportation to get to work?
6. Have you had any major illness (treated or untreated) in the past 10 years?
7. Have you ever been convicted of a felony or do you have a history of being a violent person? (This is a very important question to avoid a negligent hiring or retention charge.)
8. What is your educational background? (The information required here would depend on the job-related requirements of the position.)
TABLE 5–1 Selection Devices that Could be Used to Initially Screen Applicants
Selection Device Validity for Predicting Job
Performance*
Construct
General mental ability tests 0.51
Conscientiousness tests 0.31
Integrity tests 0.41
Method
Work sample tests 0.54
Job knowledge tests 0.48
Structured interviews 0.51
Biographical data 0.35
Grade point average 0.23
Ratings of training and experience 0.11
Note: *Higher is better.
Source: Kevin Carlson et al., “Recruitment Evaluation: The Case for Assessing the Quality of Applicants Attracted,” Personnel Psychology 55 (2002), p. 470.
Outside Sources of Candidates (cont’d)Outside Sources of Candidates (cont’d)
• Recruiting via the InternetRecruiting via the Internet AdvantagesAdvantages
Cost-effective way to publicize job openingsCost-effective way to publicize job openings More applicants attracted over a longer periodMore applicants attracted over a longer period Immediate applicant responsesImmediate applicant responses Online prescreening of applicantsOnline prescreening of applicants Links to other job search sitesLinks to other job search sites Automation of applicant tracking and evaluationAutomation of applicant tracking and evaluation
DisadvantagesDisadvantages Exclusion of older and minority workersExclusion of older and minority workers Excessive number of unqualified applicantsExcessive number of unqualified applicants Personal information privacy concerns of applicantsPersonal information privacy concerns of applicants
Outside Sources of Candidates (cont’d)Outside Sources of Candidates (cont’d)
• Why Use a Private Employment AgencyWhy Use a Private Employment Agency
No HR department: firm lacks recruiting and No HR department: firm lacks recruiting and screening capabilities.screening capabilities.
To attract a pool of qualified applicants.To attract a pool of qualified applicants.
To fill a particular opening quickly.To fill a particular opening quickly.
To attract more minority or female applicants.To attract more minority or female applicants.
To reach currently employed individuals who are To reach currently employed individuals who are more comfortable dealing with agencies.more comfortable dealing with agencies.
To reduce internal time devoted to recruiting.To reduce internal time devoted to recruiting.
Outside Sources of Candidates (cont’d)Outside Sources of Candidates (cont’d)
• Avoiding Problems with Employment AgenciesAvoiding Problems with Employment Agencies Provide the agency with accurate and complete job Provide the agency with accurate and complete job
descriptions.descriptions.
Make sure tests, application blanks, and interviews Make sure tests, application blanks, and interviews are part of the agency’s selection process.are part of the agency’s selection process.
Review candidates accepted or rejected by your firm Review candidates accepted or rejected by your firm or the agency for effectiveness and fairness of or the agency for effectiveness and fairness of agency’s screening process.agency’s screening process.
Screen agency for effectiveness in filling positions.Screen agency for effectiveness in filling positions.
Supplement the agency’s reference checking by Supplement the agency’s reference checking by checking the final candidate’s references yourself.checking the final candidate’s references yourself.
Concerns of Temp EmployeesConcerns of Temp Employees
• Dehumanizing, impersonal, and discouraging treatment Dehumanizing, impersonal, and discouraging treatment by employers.by employers.
• Insecurity about employment and pessimism about the Insecurity about employment and pessimism about the future.future.
• Worry about the lack of insurance and pension benefits.Worry about the lack of insurance and pension benefits.• Being misled about job assignments and whether Being misled about job assignments and whether
temporary assignments are likely to become full-time temporary assignments are likely to become full-time positions.positions.
• Being “underemployed” while trying return to the full-Being “underemployed” while trying return to the full-time labor market.time labor market.
• Anger toward the corporate world and its values; Anger toward the corporate world and its values; expressed as alienation and disenchantment.expressed as alienation and disenchantment.
FIGURE 5–11 Guidelines for Using Temporary Employees
Source: Adapted from Bohner and Selasco, “Beware the Legal Risks of Hiring Temps,” Workforce, October 2000, p. 53.
1. Do not train your contingent workers. Ask their staffing agency to handle training.
2. Do not negotiate the pay rate of your contingent workers. The agency should set pay.
3. Do not coach or counsel a contingent worker on his/her job performance. Instead, call the person’s agency and request that it do so.
4. Do not negotiate a contingent worker’s vacations or personal time off. Direct the worker to his or her agency.
5. Do not routinely include contingent workers in your company’s employee functions.
6. Do not allow contingent workers to utilize facilities intended for employees.
7. Do not let managers issue company business cards, nameplates, or employee badges to contingent workers without HR and legal approval.
8. Do not let managers discuss harassment or discrimination issues with contingent workers.
9. Do not discuss job opportunities and the contingent worker’s suitability for them directly. Instead, refer the worker to publicly available job postings.
10. Do not terminate a contingent worker directly. Contact the agency to do so.
Working with a Temp AgencyWorking with a Temp Agency• Invoicing.Invoicing. Make sure the agency’s invoice fits your company’s Make sure the agency’s invoice fits your company’s
needs.needs.
• Time sheets.Time sheets. The time sheet is a verification of hours worked and The time sheet is a verification of hours worked and an agreement to pay the agency’s fees.an agreement to pay the agency’s fees.
• Temp-to-perm policy.Temp-to-perm policy. What is the policy if you want to hire a temp What is the policy if you want to hire a temp as a permanent employee?as a permanent employee?
• Recruitment of and benefits for temp employees.Recruitment of and benefits for temp employees. How does the How does the agency plan to recruit and what sorts of benefits it will it pay?agency plan to recruit and what sorts of benefits it will it pay?
• Dress code.Dress code. Specify the attire at each of your offices or plants. Specify the attire at each of your offices or plants.
• Equal employment opportunity statement.Equal employment opportunity statement. Get a statement from Get a statement from the agency that it does not discriminate when filling temp orders.the agency that it does not discriminate when filling temp orders.
• Job description information.Job description information. Ensure that the agency understands Ensure that the agency understands the job to be filled and the sort of person you want to fill it.the job to be filled and the sort of person you want to fill it.
Improved Productivity Through HRIS:Improved Productivity Through HRIS:An Integrated Technology Approach to RecruitingAn Integrated Technology Approach to Recruiting