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Human Resource Human Resource ManagementManagement
Recruitment and SelectionRecruitment and SelectionChapter 5 & 6Chapter 5 & 6
Part 2 | Recruitment and PlacementPart 2 | Recruitment and Placement
5-2
Recruitment
• Process of attracting individuals on a timely basis, in sufficient numbers, with appropriate qualifications, and encouraging them to apply for jobs with an organization
• Recruitment is the process of searching for and obtaining applicants for jobs
Recruitment Policy • A policy involve a commitment to broad A policy involve a commitment to broad
principles such as filling vacancies with principles such as filling vacancies with the best-qualified persons. the best-qualified persons.
• Well considered and pre-planned Well considered and pre-planned recruitment policy should be based on recruitment policy should be based on study of environment and the corporate study of environment and the corporate goals, study of environment and the goals, study of environment and the corporate needs. corporate needs.
• Two types of Recruitment PolicyTwo types of Recruitment Policy ::1.1. General PolicyGeneral Policy on recruitment on recruitment
expresses top management philosophy expresses top management philosophy on recruitment like equity and fairness in on recruitment like equity and fairness in this process. this process.
2.2. Specific recruitment policySpecific recruitment policy lays down lays down policies on recruitment sources like policies on recruitment sources like internal or external, recruitment internal or external, recruitment procedure like type of advertisement etc. procedure like type of advertisement etc.
The Recruitment and Selection Process1.1. 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.
FIGURE 5–1 Steps in Recruitment and Selection Process
The recruitment and selection process is a series of hurdles aimed at selecting the best candidate for the job.
Sample Examination Question• A large business wants its HRM recruitment staff to A large business wants its HRM recruitment staff to
specify the quality of the recruitment service they will specify the quality of the recruitment service they will deliver to departments and to establish service level deliver to departments and to establish service level agreements for recruitment.agreements for recruitment.
a) How will you specify the quality of recruitment services.
b) What issues, procedures and practices will you research?
c) What problems will you encounter in specifying recruitment service quality?
d) How can service quality be defined in terms of functions and activities to be carried out and the potential strategic contribution of recruitment to
organisational success and changing culture?
““I'm from recruitment ....... Here’s what I I'm from recruitment ....... Here’s what I can do for you”can do for you”
• vacancy• authorisation to recruit• job/role analysis and specification• agree terms and conditions• sourcing/attracting (target groups) in-house vs. external
recruitment, • design and administrate communications (boundary transactions)• recommend and use recruitment methods/techniques• process applications and responses• organisation the "programme"• selection: apply the methods• make the decisions and administer the offer• finalise the contract• receive/induct
Specifying the Quality of these Services
• How we recruit and select reflects organisational culture?
• Presentation of organisational FACE• orientation to competitive forces• hire and fire versus “we value our staff”• the lean, flexible firm - out-sourcing and sub-
contracting• our “core staff” and our core competencies
Normative View?
• Focus on Focus on actual recruitment experience/behaviour of
personnel specialists and line managers• Behaviour in front of audiences - on-stage, Behaviour in front of audiences - on-stage,
back stage, off stageback stage, off stage• Critical EvaluativeCritical Evaluative
Are the techniques reliable, valid, cost effective? Is the process objective or prone to subjective bias? Why? Decision-making processes
Psychometric-objective versusPsychometric-objective versus Subjective, social action processSubjective, social action process
Descriptive-Behavioural
Vacancy ProcessingVacancy Processing
• involvesinvolves iintra-organisational bargaining Job/role and competence analysis
observation, interviews, knowledge of roles, observation, interviews, knowledge of roles, skills, imperativesskills, imperatives
Title, reports to, tenure, compensation Title, reports to, tenure, compensation package, scope of responsibilities and duties, package, scope of responsibilities and duties, authority, priorities, budget, staff team, authority, priorities, budget, staff team, location, conditions, knowledge, skills, location, conditions, knowledge, skills, experience, values, performance standards, experience, values, performance standards, problems/objectives, results/priorities, ideal problems/objectives, results/priorities, ideal candidate profile.candidate profile.
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
Advertising for Outside CandidatesAdvertising for Outside Candidates• The Media ChoiceThe Media Choice
Selection of the best medium depends on the Selection of the best medium depends on the positions for which the firm is recruiting.positions for which the firm is recruiting.Newspapers: local and specific labor marketsNewspapers: local and specific labor marketsTrade and professional journals: specialized Trade and professional journals: specialized
employeesemployees Internet job sites: global labor marketsInternet job sites: global labor markets
• Effective AdsEffective Ads Create attention, interest, desire, and action (AIDA).Create attention, interest, desire, and action (AIDA). Create a positive impression of the firm.Create a positive impression of the firm.
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)• Avoiding Problems with Employment Avoiding Problems with Employment
AgenciesAgencies 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.
Supply of workers Outsourcing of white-collar jobs Fewer “qualified” candidates
• Other Factors Affecting Recruiting Consistency of recruitment with strategic goals Types of jobs recruited and recruiting methods Non-recruitment HR issues and policies Successful prescreening of applicants Public image of the firm
Effective Recruiting (cont’d)• Advantages of Centralizing Recruitment
Strengthens employment brand Facilitates applying strategic priorities Reduces duplication of HR activities Reduces cost of new HR technologies Builds teams of HR experts Provides better measurement of HR performance Allows for sharing of applicant pools
Improved Productivity Through HRIS:Improved Productivity Through HRIS:An Integrated Technology Approach to RecruitingAn Integrated Technology Approach to Recruiting
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.