Recuritment No 1

8/4/2019 Recuritment No 1

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Recruitment


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Recruitmentis the process of generating a pool of capable people toapplyor employment to an organization.Selectionis the process by which managers and others use specificinstruments to choose from a pool of applicants a personor persons most likely to succeed in the job(s), givenmanagement goals and legal requirements.


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Human Resource Planning

How many employees needed?

When will employees be needed?

What specific KSAs needed?

Diversity goals to be met?

Organizational Responsibilities

Recruiting presence and image

HR staff and operating managers

Training of recruiters

Strategic Recruiting Decisions

Organizational-based vs. Outsourcing

Regular vs. flexible staffing

EJO/diversity considerations

Recruiting source choices

Recruiting Methods

Internal Methods

Internet/Web-based

External methods


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Recruitment and Selection

Recruitment and selection are vital to the formation of apositive psychological contract, which provides the basisoforganizational commitment and motivation.

The attraction and retention of employees is part of theevolving employment relationship, based on a mutual andreciprocal understanding of expectations. There are wide variations in recruitment and selectionpractices, reflecting an organizations strategy and itsphilosophy towards the management of people.

Progressive HR practices are crucial to a positive

psychological contract this includes attention to effectiverecruitment and selection practices.


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Recruitment and Selection

Various recruitment and selection practices are bound by thelaw of the land.In general there are three forms of discrimination that areagainst the law:Direct

IndirectVictimization


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The Legal Context

Sex Discrimination Act 1975 (amended 1986)

Race Relations Act 1976 (amended 2000) Equal Pay Act 1970 (amended 1983 to include work ofequal value)

Disability Discrimination Act 1996 Directives from the EU such as the 1998 Data Protection

Act


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Key Legal Provisions in the UK A key role for HR is to align performance within roles withthe strategy, so recruiting for the right people for a roledepends on how it is defined in terms relating to

performance to achieve the strategy. Criterion-related behaviours or standards of performanceare referred to as competencies.

Competencies can be used to provide the behavioursneeded at work to achieve the business strategy, and

enable organizations to form a model of the kinds ofemployee it wishes to attract through recruitment.


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Recruitment and Attraction

The main approaches to attracting applicantscan besummarized as follows:

Walk-ins Employee referrals

Advertising Websites

Professional associations

Educational associations

Professional agencies E-recruitment (general recruitment agents/companies own sites)

Word-of-mouth


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Recruitment and AttractionAn organization will take account of a number of factorswhen forming its recruitment plans and choice of media.

These might include: Cost

Time taken to recruit and select

Labour market focus, for example: skills, profession oroccupation

Mobility of labour geographic and occupational Legislation on sex discrimination, race discrimination anddisability


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Personnel

specifications versuscompetencies Personnel specifications may contain stereotypesof theideal person and so organizations may be

reinforcing thestereotype in their recruitment practices. The use of competencies allows organizations to

freethemselves from traditional stereotypes in order toattractapplicants from a variety of sources.


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Recruitment & Selection

Competencies appear to be more objective,have a varietyof uses in attracting applicants

and allow an organization touse morereliable and valid selection techniques.


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Recruitment and Attraction

Organizations have become increasingly aware ofmaking good selection decisions, since it involves anumber of costs:

The cost of the selection process itself, including the useof various selection instruments The future costs of inducting and training new staff

The cost of labour turnover if the selected staff are notretained


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Selection: Costs

Underlying the process of selection and the choice oftechniques are two key principles:1. Individual differences:Attracting a wide choice ofapplicants will be of little use unless there is a way ofmeasuring how people differ, i.e. intelligence, attitudes,social skills, psychological and physical characteristics,experience etc.2. Prediction:A recognition of the way in which people

differ must be extended to a prediction of performancein the workplace.


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Selection: Principles

Reliability and Validity IssuesReliabilityrefers to the extent to which a selectiontechnique achieves consistency in what it is measuringover repeated use.Validityrefers to the extent to which a selection technique

actually measures what it sets out to measure.


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Selection Information elicited interviews have a specific focus, i.e.facts, subjective information, underlying attitudes.

Structure ranging from the completely structured to theunstructured. A compromise between the two enables theinterviewer to maintain control yet allowing the intervieweefree expression.

Order and involvement the need to obtain different kindsof information may mean the involvement of more than one

interviewer. Applicants may be interviewed serially or in apanel.


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Selection InterviewsSelection

Personality research has lent support to the use of

sophisticated selection techniques such as psychometrictests that have a good record of reliability and validity.

Ability tests:these focus on mental abilities(verbal/numerical) and physical skills testing.Right/wrong answers allow applicants to be placed inranked order.

Inventories:self-report questionnaires indicatingtraits, intelligence, values, interests, attitudes andpreferences. No right/wrong answers but a range ofchoices between possible answers.


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Psychometric TestingOn-line testing, or e-assessment, is also used forselection and other HR purposes.Benefits:Online testing enables organizations to test at anytime and anywhere in the world.It enables the quick processing of applicants.Drawback:Loss of control over the administration of the tests

anyone can be called on to help


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E-assessment Assessment centres are designed to yield informationthat can be used to make decisions concerningsuitability for a job.

They provide a fuller picture by combining a range oftechniques.

General methods used include group discussions, roleplays and simulations, interviews and tests.

Candidates attending an assessment centre will beobserved by assessors who should be trained to judgecandidates performance against criteria containedwithin the competency framework.


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Applicants have expectations about how the organization willtreat them. Recruitment and selection represent anopportunity to clarify these.Realistic job previews (RJPs) provide a means of achievingthis.RJPs can take the form of case studies, shadowing, jobsampling and videos this enables the expectations ofapplicants to become more realistic.RJPs: lower initial expectations, cause some applicants todeselect

themselves, increase levels of organizationcommitment, job satisfaction, performance and jobsurvival.


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Internal vs. External Recruiting

Internal recruiting (+)

Rewards employee

Low cost

Fast

The recruit is well known

Internal recruiting (-)

Inbreeding

Increased training

Political problems

External recruiting (+)

Brings new ideas

Buy talent

Reduced training

EEO goals

External recruiting (-)

Mistakes in hiring

Increases recruitment costs

Longer time to fill


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Evaluating Recruiting

Analyzing costs / benefits of methods

Yield ratios

The number of qualified applicants generated dividedby the total number generated

Can compute yield ratios for different types ofapplicants, each recruiting method, and at each stage ofthe selection process

Recruiters Number of applications processed, number of

successful hires


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Recruiting Methods

Internal

Closed vs. open system

Job postings Job bidding

Skills inventory

Nominations

External

Targeted recruitment

Employee referrals Advertisements

Newspaper, radio, TV

College Placement

Search firms Job fairs


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Realistic Job Previews

Portrays a realistic picture of the job

Positives and negatives

Videotape, on-site visit, presentation, description Helps applicants select-out prior to starting

Makes applicants who accept more committed to

their choice

Helps new employees adjust

Reduces turnover in the first few months


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Documents

Recuritment No 1