Slide 3.1 Recruitment and Selection Unit 3 M. Foot & C. Hook, Introducing Human Resource Management, 4 th Edition © Pearson Education Limited 2006
Slide 3.1
Recruitment and SelectionUnit 3
M. Foot & C. Hook, Introducing Human Resource Management, 4th Edition © Pearson Education Limited 2006
Slide 3.2
Recruitment and Selection
A systematic approach based on:
– a good description of the work involved,
usually a job description
– a good description of what is needed in a
person to achieve good performance in
that work, e.g.
• person specification
• competency framework
M. Foot & C. Hook, Introducing Human Resource Management, 4th Edition © Pearson Education Limited 2006
Slide 3.3
Recruitment
All activities directed at locating potential
employees and attracting applications from
suitable applicants.
M. Foot & C. Hook, Introducing Human Resource Management, 4th Edition © Pearson Education Limited 2006
Slide 3.4
The Recruitment Process
A systematic approach is needed to:
– meet organisational objectives
– demonstrate fairness
M. Foot & C. Hook, Introducing Human Resource Management, 4th Edition © Pearson Education Limited 2006
Slide 3.5
Recruitment Occurrences
Replacement for leaver
New post
after consideration of alternatives
M. Foot & C. Hook, Introducing Human Resource Management,
4th Edition © Pearson Education Limited 2006
Slide 3.6
Recruitment Documentation
job descriptions
person specifications
M. Foot & C. Hook, Introducing Human Resource Management,
4th Edition © Pearson Education Limited 2006
Two main documents are required for
recruitment. The documents are:
Slide 3.7
JOB ANALYSIS
The process of job analysis leads to the production
of:
• job descriptions
• person specifications
•What is job analysis?
Slide 3.8
JOB ANALYSIS TECHNIQUES
• Written questionnaires
• Personal interviews
• Feedback on draft versions
Slide 3.9
JDS: TYPICAL FORMAT (1)
• Job title
• Department
• Reports to
• Responsible for
• Grade
• Contacts
Slide 3.10
JDS: TYPICAL FORMAT (2)
• Purpose of job
• Major duties
• Qualifications
• Performance standards
Slide 3.11
PAUSE FOR THOUGHT
Who is the best person to write the JD?
List the possible pros and cons for each person you
identify.
Slide 3.12
USES OF JDS
• Recruitment
• Day-to-day performance
• Training
• Job evaluation
• Job design
• Performance appraisal
• Re-organisation: management of change
Slide 3.13
PERSON SPECIFICATIONS
• Outline the skills, knowledge, and personal attributes
necessary to perform a set of tasks adequately
• Rodger’s seven point plan (1952)
• Fraser’s five-fold framework (1978)
• Essential and desirable characteristics
Slide 3.14
COMPETENCIES
Work-related behaviours that have been identified as
necessary for successful performance at work.
Slide 3.15
COMPETENCY FRAMEWORKS
A framework of competencies that can be applied to all
jobs or sets of jobs in an organisation.
Slide 3.16
M. Foot & C. Hook, Introducing Human Resource Management, 4th Edition © Pearson Education Limited 2006
Job Advertisements
Design Considerations
• Content and style
• Placement
Job description is an essential basis for writing
advertisements, determining skill
requirements in order to:
– describe your vacancy to others
– attract suitable applicants
Slide 3.17
M. Foot & C. Hook, Introducing Human Resource Management, 4th Edition © Pearson Education Limited 2006
• SELECTION
Slide 3.18
M. Foot & C. Hook, Introducing Human Resource Management, 4th Edition © Pearson Education Limited 2006
Aims of the Selection Process (1)
• Gather as much relevant information as possible
• Organise and evaluate the information
• Assess each candidate in order to:
Slide 3.19
M. Foot & C. Hook, Introducing Human Resource Management, 4th Edition © Pearson Education Limited 2006
Aims of the Selection Process (2)
• forecast performance on the job
• give information to applicants so that they
can judge whether they wish to accept an
offer of employment or not
Slide 3.20
M. Foot & C. Hook, Introducing Human Resource Management, 4th Edition © Pearson Education Limited 2006
Selection Processes
• Basic processes include:
– screening written applications to create a shortlist
– interview
– references
Slide 3.21
M. Foot & C. Hook, Introducing Human Resource Management, 4th Edition © Pearson Education Limited 2006
Interviews
What factors contribute to the low predictive
validity of employment interviews?
Slide 3.22
M. Foot & C. Hook, Introducing Human Resource Management, 4th Edition © Pearson Education Limited 2006
Selection Interviews - Interviewer
Errors
• Halo effect
• Making snap decisions
• Hiring in one’s own image
• Stereotyping
• Making assumptions
• Gathering insufficient or irrelevant information
• Contrast effect
Slide 3.23
M. Foot & C. Hook, Introducing Human Resource Management, 4th Edition © Pearson Education Limited 2006
Interviews
What can be done to eliminate or minimise the
effect of interviewer errors?
Slide 3.24
M. Foot & C. Hook, Introducing Human Resource Management, 4th Edition © Pearson Education Limited 2006
Questioning Techniques
• Open questions
• Closed questions
• Situational questions
• Patterned behaviour description questions
• Probing questions
Slide 3.25
M. Foot & C. Hook, Introducing Human Resource Management, 4th Edition © Pearson Education Limited 2006
Pause for Thought 5.1
If the results of interviews are not always
reliable or valid, what can be done to improve
the selection process?
Write down three things that employers could
do to supplement the interview process.
Slide 3.26
M. Foot & C. Hook, Introducing Human Resource Management, 4th Edition © Pearson Education Limited 2006
Supplementary Selection
Techniques
• Psychological tests
• Work sample tests
• Assessment centres
• References
Slide 3.27
M. Foot & C. Hook, Introducing Human Resource Management, 4th Edition © Pearson Education Limited 2006
Psychological Tests
Can be used to:
• add an element of objectivity
• increase the predictive validity of selection
decisions
• measure some factors that cannot be
assessed through the application form and
interview
Slide 3.28
M. Foot & C. Hook, Introducing Human Resource Management, 4th Edition © Pearson Education Limited 2006
Work Sample Tests
A work sample test consists of getting a candidate
to perform some task or element of a task that
forms part of the job.
Slide 3.29
M. Foot & C. Hook, Introducing Human Resource Management, 4th Edition © Pearson Education Limited 2006
Design a Work Sample Exercise
• Identify key critical factors of performance.
• Choose factors that can appropriately be tested by a
work sample.
• Identify assessment criteria.
• Design the work sample exercise.
• Write instructions for the candidate.
• Design the assessment form.
• Train the assessors.
Slide 3.30
M. Foot & C. Hook, Introducing Human Resource Management, 4th Edition © Pearson Education Limited 2006
Assessment Centres
A number of applicants are assessed together
by a number of assessors, using a variety of
selection techniques.
Slide 3.31
M. Foot & C. Hook, Introducing Human Resource Management, 4th Edition © Pearson Education Limited 2006
Assessment Centres
Selection techniques usually include:
• work simulations
– work samples
– in-tray exercises
– role plays
• group exercises and discussions
• psychological tests
• interviews
• peer and self assessment
Slide 3.32
M. Foot & C. Hook, Introducing Human Resource Management, 4th Edition © Pearson Education Limited 2006
Administrative Procedures (1)
The successful candidate:
• Offer the position to the successful candidate.
• Secure his or her acceptance of the position.
• Agree on the details of the appointment.
• Confirm the details in writing.
• Check essential qualifications.
• Initiate new employee processes.
Slide 3.33
M. Foot & C. Hook, Introducing Human Resource Management, 4th Edition © Pearson Education Limited 2006
Administrative Procedures (3)
• Prepare and keep adequate records.
• Monitor the process.
Slide 3.34
M. Foot & C. Hook, Introducing Human Resource Management, 4th Edition © Pearson Education Limited 2006
Administrative Procedures (2)
The unsuccessful candidates:
• Inform the candidates of the outcome.
• Provide feedback if appropriate.
Slide 3.35
• End of unit 3
M. Foot & C. Hook, Introducing Human Resource Management, 4th Edition © Pearson Education Limited 2006