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1 Human Human Resource Resource Management Management ELEVENTH EDITION ELEVENTH EDITION G A R Y D E S S L E G A R Y D E S S L E R R B I J U V A R K K E B I J U V A R K K E Y Y © 2009 Dorling Kindersley (I) Pvt. Ltd. © 2009 Dorling Kindersley (I) Pvt. Ltd. All rights reserved. All rights reserved. Recruitment and Selection Recruitment and Selection Chapter 5 Chapter 5 & 6 & 6 Part 2 | Recruitment and Part 2 | Recruitment and Placement Placement
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Page 1: Recruitment and Selection

1

Human Resource Human Resource ManagementManagement

ELEVENTH EDITIONELEVENTH EDITION

G A R Y D E S S L E RG A R Y D E S S L E R

B I J U V A R K K E YB I J U V A R K K E Y

© 2009 Dorling Kindersley (I) Pvt. Ltd.© 2009 Dorling Kindersley (I) Pvt. Ltd.All rights reserved.All rights reserved.

Recruitment and SelectionRecruitment and SelectionChapter 5 & 6Chapter 5 & 6

Part 2 | Recruitment and PlacementPart 2 | Recruitment and Placement

Page 2: Recruitment and Selection

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

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© 2008 by Prentice Hall 5-3

Nature of Recruitment

• Recruitment, logically aims at (i)attracting a large number of qualified

applicants who are ready to take up the job it it’s offered and

(ii)offering enough information for qualified persons to self –select themselves out..

Page 4: Recruitment and Selection

© 2008 by Prentice Hall 5-4

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.

Page 5: Recruitment and Selection

© 2008 by Prentice Hall 5-5

Recruitment Policy

• 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.

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PROCEDURES

COLLECTIVE BARGAINING COMPENSATION

CONFIDENTIALITY

RESERVATIONS

RECRUITMENT POLICY

Features of Recruitment Policy

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© 2008 by Prentice Hall 5-7

RECRUITMENT PROCESS External EnvironmentInternal Environment

Human Resource Planning

Alternatives to Recruitment

Employee Requisition

Internal Sources

Internal Methods

External Sources

External Methods

Recruited Individuals

Page 8: Recruitment and Selection

© 2008 by Prentice Hall 5-8

Factors Influencing RecruitmentFactors Influencing Recruitment

External Forces• Supply and demand• Unemployment rate• Labour market• Restrictive govt.

policies/Legal Consideration

• Image of the organization

Recruitment

Internal Forces• HRP• Size of the firm• Limited budget• Growth and

expansion

Page 9: Recruitment and Selection

5–9© 2009 Dorling Kindersley (I) Pvt. Ltd. All rights reserved.

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.

Page 10: Recruitment and Selection

5–10© 2009 Dorling Kindersley (I) Pvt. Ltd. All rights reserved.

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.

Page 11: Recruitment and Selection

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?

Page 12: Recruitment and Selection

““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

Page 13: Recruitment and Selection

• 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?

Page 14: Recruitment and Selection

• 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

Page 15: Recruitment and Selection

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.

copy writing and internal/external advertising

Page 16: Recruitment and Selection

© 2008 by Prentice Hall 5-16

Recruitment ProcessRecruitment Process

Applicant Pool

Potential Hires

HR Planning

Job Vacancies

Job Analysis

Employee Requisition

Recruitment Planning

• Numbers• Type

Strategy Development

• Where• How• When

Searching Activation “Selling”

• Message• Media

Evaluation and Control

To Selection

Screening

Applicant Population

Page 17: Recruitment and Selection

© 2008 by Prentice Hall 5-17

Employee RequisitionEmployee Requisition

• Recruitment begins when a manager initiates employee requisition

• Document specifies job title, department, date employee is needed for work, and other details

Page 18: Recruitment and Selection

© 2008 by Prentice Hall 5-18

Recruitment Sources and Recruitment Sources and MethodsMethods

• Recruitment sources: Place where qualified individuals are found

• Recruitment methods: Means by which potential employees can be attracted to firm

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Sources of Recruitment

Rec

ruitm

ent

Present Employees

Former Employees

Previous Applicants

Employees Referrals

Professional or Trade Associations

Advertisements

Employment Exchanges

Campus Recruitment

Walk-in

Consultants

Contractors

Job Fairs

Radio and Television

Acquisitions and Mergers

Competitors

E-Recruiting

Inte

rnal

Sou

rces

Exte

rnal

Sou

rces

Page 20: Recruitment and Selection

5–20© 2009 Dorling Kindersley (I) Pvt. Ltd. All rights reserved.

Outside Sources of CandidatesOutside Sources of Candidates

1

2

3

4

5

Advertising

Recruiting via the Internet

Employment Agencies

Temp Agencies and Alternative Staffing

Outsourcing

6

7

8

9

On Demand Recruiting Services (ODRS)

Executive Recruiters

College Recruiting

Walk-ins

Locating Outside Candidates

Page 21: Recruitment and Selection

5–21© 2009 Dorling Kindersley (I) Pvt. Ltd. All rights reserved.

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

Page 22: Recruitment and Selection

5–22© 2009 Dorling Kindersley (I) Pvt. Ltd. All rights reserved.

FIGURE 5–8 An Indian Online Employment Portal

Source: courtesy of firefly e-ventures.

Page 23: Recruitment and Selection

5–23© 2009 Dorling Kindersley (I) Pvt. Ltd. All rights reserved.

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.

Page 24: Recruitment and Selection

5–24© 2009 Dorling Kindersley (I) Pvt. Ltd. All rights reserved.

FIGURE 5–10 Help Wanted Ad That Draws Attention

Source: The New York Times, May 13, 2007, Business p. 18.

Page 25: Recruitment and Selection

5–25© 2009 Dorling Kindersley (I) Pvt. Ltd. All rights reserved.

Employment AgenciesEmployment Agencies

Government Employment Exchanges

Private Agencies

Types of Employment

Agencies

Nonprofit Agencies

Page 26: Recruitment and Selection

5–26© 2009 Dorling Kindersley (I) Pvt. Ltd. All rights reserved.

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.

Page 27: Recruitment and Selection

5–27© 2009 Dorling Kindersley (I) Pvt. Ltd. All rights reserved.

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.

Page 28: Recruitment and Selection

5–28© 2009 Dorling Kindersley (I) Pvt. Ltd. All rights reserved.

Finding Internal CandidatesFinding Internal Candidates

Hiring from Within

Job Posting

Succession Planning (HRIS)

Rehiring Former Employees

Promotion & TransferEmployee Referral

Page 29: Recruitment and Selection

5–29© 2009 Dorling Kindersley (I) Pvt. Ltd. All rights reserved.

Internal Candidates: Hiring from Within

• Foreknowledge of candidates’ strengths and weaknesses

• More accurate view of candidate’s skills

• Candidates have a stronger commitment to the company

• Increases employee morale

• Less training and orientation required

• Failed applicants become discontented

• Time wasted interviewing inside candidates who will not be considered

• Inbreeding strengthens tendency to maintain the status quo

Advantages Disadvantages

Page 30: Recruitment and Selection

5–30© 2009 Dorling Kindersley (I) Pvt. Ltd. All rights reserved.

Effective Recruiting• External Factors Affecting Recruiting

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

Page 31: Recruitment and Selection

5–31© 2009 Dorling Kindersley (I) Pvt. Ltd. All rights reserved.

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

Page 32: Recruitment and Selection

5–32© 2009 Dorling Kindersley (I) Pvt. Ltd. All rights reserved.

Improved Productivity Through HRIS:Improved Productivity Through HRIS:An Integrated Technology Approach to RecruitingAn Integrated Technology Approach to Recruiting

Requisition Management System

Integrated Recruiting Solution

Screening Services

Hiring Management

Integrated Employee Recruitment System

Page 33: Recruitment and Selection

5–33© 2009 Dorling Kindersley (I) Pvt. Ltd. All rights reserved.

Developing and Using Application FormsDeveloping and Using Application Forms

Applicant’s education and

experience

Applicant’s likelihood of

success

Applicant’s progress and

growth

Uses of Application Information

Applicant’s employment

stability

Page 34: Recruitment and Selection

5–34© 2009 Dorling Kindersley (I) Pvt. Ltd. All rights reserved.

FIGURE 5–13Employment Application

Page 35: Recruitment and Selection

5–35© 2009 Dorling Kindersley (I) Pvt. Ltd. All rights reserved.

Application Forms and the LawApplication Forms and the Law

Education Achievements

Arrest Record

Notification in Case of

Emergency

Memberships in Organizations

Physical Handicaps

Marital Status

Housing Arrangements

Areas of Personal Information

Page 36: Recruitment and Selection

5–36© 2009 Dorling Kindersley (I) Pvt. Ltd. All rights reserved.

Measuring Recruiting EffectivenessMeasuring Recruiting Effectiveness

What to Measure

How to Measure

Evaluating Recruiting

Effectiveness

Page 37: Recruitment and Selection

5–37© 2009 Dorling Kindersley (I) Pvt. Ltd. All rights reserved.

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.

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5–38© 2009 Dorling Kindersley (I) Pvt. Ltd. All rights reserved.

FIGURE 5–7 Recruiting Yield Pyramid