Recruitment and Selection Power Point Final

8/4/2019 Recruitment and Selection Power Point Final

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Recruitment and Selection:Hiring the Right Person

Staffing Management Myrna L. Gusdorf, MBA, SPHR 2008


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SHRM 2008 2

Learning Objectives

At the end of this module, students willunderstand the:

> Methods used by organizations to recruitand select employees.

> Legal issues that affect recruitment andselection.

> HRs role in the recruitment and selection

process.

> Role of supervisors and peers in therecruitment and selection of team members.


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Hiring the Right Person: Recruitment

RECRUITMENT

> The process of attracting individuals in sufficientnumbers with the right skills and at appropriate timesto apply for open positions within the organization.


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SHRM 2008 4

Recruitment Issues

Alternatives to recruitment:> Outsourcing.

> Contingent labor.

> Part-time employees.

> Overtime.

Costs of recruitment and selection:

> Replacing supervisory, technical and managementpersonnel can cost from 50 percent of salary to

several hundred percent of salary.


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Internal Environment

Promotion from within:

> Advantages:

Promotion as a reward for good work.

Motivational tool for other employees. Promoted employee gets up to speed

must faster in his or her new job.

> Disadvantages:

Must fill the position vacated by thepromoted employee.

Lack of new ideas and creativity that maycome from a new person.

Jealousy from those not promoted.


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Internal Environment

Nepotism: Hiring relatives.

> Does your organization have a policy onnepotism?

> May be discriminatory.> Must ensure individuals are not in

supervisory positions managing their ownrelatives.

> May create issues of favoritism.


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External Environment

Labor market conditions:

> Strong economy = difficulty hiring.

> Weak economy = too many applicants.


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Discrimination Issues in Recruiting

Civil Rights Act of 1964.

Age Discrimination in Employment Act of 1967.

Pregnancy Discrimination Act of 1975

Americans with Disabilities Act of 1990. Local regulations can add further protections

against discrimination.


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Internal Recruitment

Job Posting: The process of announcing jobopenings to employees.

> Job information must be made available to allemployees.

> Ensure minority workers and disadvantagedindividuals are aware of job opportunities.

> Employee cynicism occurs when there is notequal opportunity for open positions.

Employee Referrals:

> Some believe this is the route to the bestemployees.

> Can perpetuate discriminatory hiring practices.


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External Recruitment

Employment agencies. Executive search firms.

In-house recruiters.

Local advertising:

> Newspaper.

> Multimedia.

Internships.

Job fairs.

College recruiting.

Walk-in candidates.


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Internet Recruiting

Advantages:

> Inexpensive.> Quick and easy to post announcement.

> Responses arrive faster and in greater quantity.

> Will generate a wider range of applicants.

> Applicants can be screened by computer.> Some selection tests can be administered by

computer.

> Automated applicant tracking.

Disadvantages:

> Ease of submission will result in a lot of applicants,many whom are not qualified.

> May take more HR time to sort through the greaterquantity of applicants.


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Recruitment for Diversity

An ethnically diverse workforce enhancescreativity and may facilitate expansion intoglobal markets.

Recruiting must generate applicants from a

wide variety of individuals.

Train recruiters to use objective standards.

Include pictures of minority and disabledemployees on recruitment flyers.

Make sure ads and interviews are bi-lingual.


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HR Dilemma: Employee Referrals

An organization starts an employee referralprogram to find employees for its assemblyplant. The program is very effective, but nocandidates from protected groups are referredor hired.

1. Could the organization be guilty ofdiscrimination?

2. Should the organization abandon its referralprogram?


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The Employment Application

Applications must include:> Applicant information.

> Applicant signature certifying validity of information.

> Statement of employment at will, if permitted.

> Permission from the applicant for reference check.

Avoid the following:> Discriminatory information.

> Citizenship and Social Security data.

> Information on past use of FMLA, ADA or Workers

Compensation.

> Disability information.

> Past salary levels.

> Birth date or education dates.

> Drivers license information, unless driving is a job

requirement.


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Screening Interview

Usually conducted by telephone.

Not done in all organizations.

A few straight-forward questions.

Can eliminate those less qualified early in theselection process.


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Selection Tests

SELECTION TEST: Any instrument that is used tomake a decision about a potential employee.(1)

STANDARDIZATION: Uniformity of procedures andconditions related to administering tests.(2)

RELIABILITY: The extent to which a selection testprovides consistent results.(2)

VALIDITY: The extent to which a test measureswhat it claims to measure.(2) Do higher test scoresrelate to higher success on the job?

(1) Myrna L. Gusdorf

(2) R. Wayne Mondy


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Kinds of Selection Tests

Cognitive aptitude tests measure reasoning,vocabulary, verbal and numeric skills.

Job knowledge tests measure knowledge regardinga particular job.

Work sample tests allow candidates to demonstrate

how they would work on the job. Psychomotor abilities tests assess the skill level of

tasks required on the job.

Personality tests assess traits and personalcharacteristics. They are used to determine if the

applicant is the right fit for the organization. Vocational interests tests identify occupations in

which the candidate is most interested.

Honesty and integrity tests try to measure acandidates truthfulness .


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Interviewing Candidates

Team or individual interviewer? Structured or patterned interview:

> Pre-set questions asked of all candidates.

Nondirective interview:

> Minimum of questions, not planned in advance.

> Open-ended questions; interviewer follows thecandidates lead.

Situational and problem-solving interview:

> Candidate describes how he or she would solve a

problem. Behavioral interview:

> Candidate describes how he or she responded to aspecific situation.


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Background Verification and ReferenceChecks

The importance of checking:

> 40 percent of applicants lie about workhistories and educational backgrounds.

> 20 percent of applicants falsify credentialsand licenses.

> 30 percent of applicants makemisrepresentations on their resumes.


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Legal Liability

DEFAMATION:The act of harming thereputation of another by making a falsestatement to a third party.(1)

NEGLIGENCE:The failure to exercise thestandard of care that a reasonably prudentperson would have exercised in the samesituation.(1)

[1] Garner, B. A. (Ed.). (1999). A handbook of basic law terms. St. Paul, MN: West Group.


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Legal Liability - Negligence

NEGLIGENT REFERRAL:The legal risk incurredwhen a past employer fails to warn a potentialemployer of the inherent danger presented by aformer employee.(1)

NEGLIGENT HIRING:The liability incurred whenfailing to conduct a reasonable investigation of anapplicants background and then assigns a

potentially dangerous person to a position where he

or she can inflict harm. .(1)

(1) Mondy, R. W. (2008). Human resource management(10th ed.). Prentice Hall, NJ: Pearson


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The Job Offer

Making the job offer:> May be done by phone, letter or in person.

> Make arrangements for further conditions:

Physical exam and drug screen.

>Discuss salary and benefits: Avoid quoting an annual salary.

> Realistic job preview,

> Verify employment eligibility:

I-9 form.


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HR Dilemma: I-9 Verification

A landscaping company requires all legal aliens toprovide a permanent resident card at the point ofhire. The company hires a worker and verifies thathis permanent resident card is legal. Two weeksafter starting the job, the company and the

employee fill out the I-9 form for the employersfiles.

1. Is the company in violation of the Immigration

Reform and Control Act?2. What changes in procedures would you suggest to

the company?


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Evaluating the Recruitment and SelectionProcess

Cost:> Did you stay within your recruitment budget?

Time:

> How long did it take you to fill the position?

Quality:> Were your applicants well qualified for the job?

Longevity:

> What about turnover? Do your new hires stay for thelong term?


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CONGRATULATIONS!You have a new employee!

Recruitment and Selection Power Point Final

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