Employment and selection process by Arthur Marshall

Profession and Selection: Choosing for the Job or the

Organization?

Module 13

Module Overview Related people & organizations The employment & choice process Organization vs. job analysis Person-job fit vs. person-organization fit The lawful environment Strategic problems in employment &

selection

Relation To The Frame ORGANIZATIONAL CONTEXT

HR Choices

HR Roles Unilateral

(managerialdiscretion)

Joint (negotiated)

Imposed (no choice)

Transactional

Managerial

Transformational

STRATEGIC OBJECTIVES

A Mutual Matching Process

Organization Individual

Job Requirements

Rewards

Qualifications

Motivation

Stages of the Recruitment & Selection Process

Stages of The Recruitment and Selection Process

Stage 1

Stage 2

Stage 3

Stage 4

Stage 5

Organiz-ation

Identify andattractapplicants

Narrow poolto minimallyqualifiedapplicants

Furthernarrow poolto those whobest fit thejob

Furthernarrow poolto those whobest fit jobandorganization

Decidewhom tohire

Individual Identify andattractorganiz-ations

Narrow poolto minimallyacceptableorganiz-ations

Furthernarrow poolto those whobest fit withneeds/careergoals

Furthernarrow poolto those whohavedesirablejobs anddesirablecultures

Decidewhich joboffer toaccept

Organization & Job Analysis Process

Organization Analysis

Job Analysis

Recruitment Selection

Organization Analysis Long- & short-term goals Staffing needs Nature of environment Climate/culture

Job Analysis Task Job context Knowledge Skill Ability Other

Job Rewards Extrinsic Intrinsic

Person-Job Fit

MatchMatch

Overqualified

Underqualified

Person-Organization Fit Personality Goals Values Interpersonal skills

Recruiting Issues Inner vs. external choosing sources Recruiting chance & intensity Recruitment message Recruitment media

Applicant Pool Quality

Best

Worst

ApplicantPool

“Best of the Best”

“Best of the Worst”

ApplicantPool

Selection Steps Get candidate KSAO & inspiration data Assess person-job fit Assess person-organization fit Decide whom to hire Make job offer(s)

Selection Methods

Initial AssessmentMethods

SubstantiveAssessment Methods

ContingentAssessment Methods

Resumes & coverletters

Application blanks Biographical

information Reference reports Screening interviews

Ability tests Personality tests Job knowledge tests Performance tests &

work samples Integrity tests Interviews

Drug tests Medical exams

Selection Rules-Of-Thumb Use several techniques

to get KSAOs. Identify styles of

previous actions. Simulate job

circumstances when possible.

Evaluating Selection Methods Reliability Validity Utility Applicant reactions Adverse impact

Features of a Useful Choice Method

It is efficient. It is legitimate. Its advantages over-shadow its expenses. Applicants react positively to it. It does not display out a extraordinary

number of lawfully secured team members

Selection: Decision Making Mixing information compensatory noncompensatory Decision rules top-down ranking grouping Job offers

Why Validate? Lawful protection Sound company choice making

The Half-Million Dollar Investment

Cumulative Investment in One Employee’s Base Salary

Tenure (Years)

StartingSalary 5 10 15 20 25 30

$15,000 77,284 160,541 250,232 346,855 450,945 563,080

$20,000 103,045 214,054 333,643 462,473 601,260

$25,000 128,807 267,568 417,053 578,092

$30,000 154,568 321,082 500,464

Note: a 1.5% annual cost-of-living increase is included in these figures

The Legal Environment Government laws State laws Local laws Executive orders Agency guidelines

Prohibited Criteria Race Color Religion Sex

Nationwide origin Age Disability Handicap Ancestry

Two Types of Illegal Discrimination

Different treatment Disparate impact

Characteristics of Legal Selection Practices

Job-related essential job functions business necessity Standardized content administration scoring

Two Major Strategic Issues How can HR choice impact an

organization’s capability to come up with & apply a effective company strategy?

Should an company “make” or “buy” its required individual resources?

Three Approaches Traditional Staffing as technique implementation Staffing as technique formation

Traditional Approach Method a contextual feature Hire for person-job fit Select best individual for a particular job

Staffing as Strategy Implementation

Recruiting assistance strategy Hire for person-strategy fit Select best individual with required abilities

Staffing as Strategy Formation Recruiting is going to influence strategy

formation Hire for person-organization fit Hire people with unique or supporting

KSAOs

Make or Buy Human Resources? Make Hire trainable workers. Buy Hire properly qualified workers. Make & buy Buy properly qualified workers for critical tasks. Hire trainable workers for all other tasks.

Human Resource Flows

UpwardLateral

DownwardInflows Outflows

The Forest and the Trees