Session 4 Recruitment

7/30/2019 Session 4 Recruitment

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Recruitment and Selection:

Module 4: Chs. 4, 5

Dr. Noel Jones, PhD

International Business &Management Consultant

1Dr. Noel Jones


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Outline of Module 4

Recruitment selection Process

Linking Employers Strategy to Plans

Planning and Forecasting

Recruitment, Selection and Staffing Functions at Different Stages

Advantages and Disadvantages of Internal & External Recruiting

Strategies for Managing Employee Shortages & Surpluses

Recruitment Steps

The Job Characteristics Model

Hiring Process for Person-Organization Fit

Job descriptions & job specifications

Top Five Very Imp Aspects for Employees by Gender

Person-Job Fit

Job Advertisements

Employment agencies and recruiters

Alternative search methods

Internet recruitment

Applicant pre-screening

Person Specification

Job Interviews

Selection Tests

Model of the Selection Process

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Dr. Noel Jones 53

The Recruitment and Selection Process

1. Decide what positions to fill throughpersonnelplanning and forecasting.

2. Build a candidate pool by recruiting internal or

external candidates.3. Have candidates complete application forms and

undergo initial screening interviews.

4. Use selection tools to identify viable candidates.5. Decide who to make an offer to, by having the

supervisor and others interviewthe candidates.


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FIGURE 51 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.


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FIGURE 52 Linking Employers Strategy to Plans


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Planning and Forecasting Employment or Personnel Planning

The process of deciding what positionsthe firm will have to fill, and how to fillthem.

Succession Planning

The process of deciding how to fill thecompanys most important executivejobs.

What to Forecast?

Overall personnel needs

The supply of inside candidates

The supply of outside candidates


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Forecasting Personnel Needs

Trend analysis Ratio analysis

Forecasting Tools

Scatter plotting


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Recruitment, Selection & Staffing

Functions at Different Stages

Start-up Attract the best technical &professional talent (through meeting or exceeding labor market

rates)

Growth Recruit adequate numbers & mix of qualified workers

Manage succession planning and rapid internal labor

market movements through meeting external market

rates but also with due consideration for internal

equality effects.

Maturity Less emphasis on recruitment. Encourage sufficient

T/O to minimize lay-offs & provide new openings.

Encourage mobility, through controlled compensation

Decline Little recruitment & selection, rather planning

& implementing workforce reductions and

reallocation with very tight pay controls.

Ref: Legge

(1995) 8Dr. Noel Jones


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Advantages and Disadvantages of Internal

& External Recruiting

Advantages

Have performance data

available

Motivational

Less training/socialization timeFaster

Less Expensive

Fresh ideas and viewpoints

Expand knowledge base

Disadvantages

Possible politics

Loser effects

Inbreeding

Promotion chains

Unknown criticsDetrimental to internal

applicants

Training & socialization time

Time-consuming

Can be expensive

When Useful

Stability strategy

Stable external

environment

Limited time and money

Need for changeVolatile external

environment

Internal

External

Ref: Mello, (2006)9Dr. Noel Jones


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Strategies for Managing Employee

Shortages & Surpluses

Strategies for managing shortages:

Recruit new permanent employees

Offer incentives to postponeretirement

Rehire retirees part-time

Attempt to reduce turnover Work current staff overtime

Subcontract work out

Hire temporary employees

Redesign job processes so thatfewer employees are needed

Strategies for managing surpluses:

Hiring freezes

Do not replace those who leave

Offer early retirement incentives

Reduce work hours

Voluntary severance, leaves ofabsence

Across-the-board pay cuts

Layoffs

Reduce outsourced work

Employee training Switch to variable pay plan

Expand operations

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Recruitment Steps

Identify what jobs(s) need to be filled.

Prepare Job Description(s) Prepare Person Profile to match jobs

Advertise job(s) using newspapers, trade journals,recruitment agencies, internet sites

Do initial applicant screening

Prepare short-lists

Interview those on the short-list

Make selection Make job offer

Hire best candidate

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The Job Characteristics Model

Core JobDimensions

CriticalPsychological

States

Personal & WorkOutcomes

Skill variety

Task identityTask significance

Autonomy

Feedback

Experienced

meaningfulnessof the work

Experienced

responsibility for the

outcomes of the work

Knowledge of the

actual results of

the work activities

Employee

Growth

Need

Strength

High internal work motivation

High-quality work performance

High satisfaction with the work

Low absenteeism and turnover

Ref. Hackman & Oldham

(1974) 12Dr. Noel Jones


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Hiring Process for Person-Organization Fit

1.Assess the Overall Work Environment Job Analysis

Organizational Analysis

2.Infer the Types of Person Required

Technical Knowledge, Skills & Abilities

Personal Needs, Values & Interests

3.Design Rites of Passage for Organization Entry that Allow the Organization

and the Applicant to Assess Their Fit

Tests of Cognitive, Motor, and Interpersonal Abilities

Interviews by Potential Co-Workers and Others

Personality Tests Realistic Job Previews, Including Work Samples

4.Reinforce Person-Organization Fit at Work

Reinforce Skills & Knowledge. Through Task Design & Training

Reinforce Personal Orientation Through Organization Design

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Dr. Noel Jones 414

Writing Job Descriptions

Jobidentification

Job

summary

Responsibilities and

duties

Authority of

the incumbent

Standards of

performance

Working

conditions

Job

specifications

Sections of a

Typical Job

Description


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The Job Description

Job Identification

Job title

FLSA status section

Preparation date

Preparer Job Summary

General nature of the job

Major functions/activities

Relationships

Reports to:

Supervises:

Works with:

Outside the company:

Responsibilities and Duties

Major responsibilities andduties (essential functions)

Decision-making authority

Direct supervision

Budgetary limitations Standards of Performance

and Working Conditions

What it takes to do the job

successfully


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Job Descriptions

This is a document that provides informationregarding the tasks, duties and responsibilities

of the job.

The minimum acceptable qualifications that a

person should possess in order to perform a

particular job are contained in thejob

specification.

Job specifications include the knowledge, skills

and abilities required for the job.

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Dr. Noel Jones 417

Writing Job Specifications

Job specifications

for trained versus

untrained personnel

Job specifications

based on statistical

analysis

What human traits and

experience are required to

do this job well?

Job specifications

based on judgment


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Writing Job Specifications (contd)

Steps in the Statistical Approach

1. Analyze the job and decide how to measure job

performance.

2. Select personal traits that you believe should predictsuccessful performance.

3. Test candidates for these traits.

4. Measure the candidates subsequent job performance.

5. Statistically analyze the relationship between the human

traits and job performance.


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Job Analysis in a Worker-Empowered

World

Job

Enlargement

Job

Enrichment

Job Design:

From Specialized

to Enriched Jobs

Job

Rotation


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Other Changes at Work

Flattening the

organization

Reengineering

business processes

Changing the

Organization and

Its Structure

Using self-managed

work teams


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Competency-Based Job Analysis

Competencies

Demonstrable characteristics of a person that enableperformance of a job.

Reasons for Competency-Based Job Analysis

To support a high-performance work system (HPWS).

To create strategically-focused job descriptions.

To support the performance management process in fostering,measuring, and rewarding:

General competencies

Leadership competencies

Technical competencies


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How to Write Job Competencies-Based

Job Descriptions

Interview job incumbents and their supervisors

Ask open-ended questions about job responsibilities and

activities.

Identify critical incidents that pinpoint success on the job. Use off-the-shelf competencies databanks


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Top Five Very Imp Aspects for Employees by

Gender

Males:

Benefits (62%)

Job Security (61%)

Compensation/Pay (58%)

Communication (55%)

Work/Life Balance (53%)

Females:

Work/Life Balance (72%)

Communication (71%) Job Security (70%)

Benefits (67%)

Compensation/Pay (61%)

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Job Descriptions and Job Specifications

These impact on:

HR Planning

Recruitment

Selection

Training & Development Performance Appraisal

Compensation & Benefits

Safety & Health

Employee & Labor Relations Legal Considerations

Job Analysis for Teams

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Person Profiles or Person-job Fit

The knowledge, skills and abilities required for

the job.

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Job Advertisements

A way of communicating an organizations employment

needs to the public through media such as radio,newspapers, industry publications, trade journals and theinternet.

Different positions may require the use different media.

Job ads start with the corporate image the firm wants to

project. Appeal to the self-interest of prospective employees,

emphasizing the jobs unique qualities.

The ad must tell potential employees why they should beinterested in the job and the firm.

It should also indicate how an applicant is to respond: applyin person, apply by telephone, apply on firms website, orsubmit a Resume/CV by fax or email.

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Employment Agencies and Recruiters Employment Agencies are organizations that assist firms in

recruiting employees and also aids individuals in theirattempts to locate jobs.

Some Agencies specialize in certain job categories such asManagerial, Technical, IT, or Finance etc.

Many focus on the employer as their client and charge a

fee for their services. Some countries also have Public Employment Agencies.

Professional Recruiters (head-hunters) are generallyhighly specialized and maintain large data banks ofprospective employees.

They are also skilled in sourcing candidates for specific jobs.

Executive Search Firms are retained by a company tosearch for the most qualified executive available for aspecific position.

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Alternative Search Methods

Besides those mentioned above there are also

other search methods used by many employers. Professional Associations for specific

professionals such as Finance, HR, IT etc.

Job Fairs (including virtual job fairs) and EventRecruiting

Open Houses

University and school recruitment

Internships Employee Referrals

Unsolicited Walk-in Applicants

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Internet Recruitment

Increasingly firms are using the Internet for

their recruitment.

This can include using their own corporate

websites or intranet.

Others use external job sites such as

www.careerbuilder.com www.kforce.com

www.hotjobs.com or www.monster.com etc.

29Dr. Noel Jones
http://www.careerbuilder.com/http://www.kforce.com/http://www.hotjobs.com/http://www.monster.com/http://www.monster.com/http://www.hotjobs.com/http://www.kforce.com/http://www.careerbuilder.com/


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Applicant Pre-Screening

The best use of an interviewer's time is spent prior to meeting the applicant. Aquality prescreen of each candidate does two things: It saves the interviewer time

by identifying undesirable candidates up front and allows the interviewer toprepare more fully and tailor the interview to each candidate.

REVIEWING THE EMPLOYMENT APPLICATION

Most studies indicate that more than 1 in 3 applications contain inaccuracies.Consequently, while reviewing any application you are looking for completeness,accuracy, and consistency.

First, look over the entire application and ensure that it is filled out (in ink) in itsentirety, signed, dated, and legible. Do not consider the application if it is not inorder. If necessary, call the candidate back and have it completed it to yoursatisfaction.

Make notes on a copy of the application, highlighting the following areas (this willmake it easier to quickly find important information later):

o Social Security Number o Name and Address

o Previous addresses that are not within the local area

o Convictions, if any

o Education institutions beyond high school

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Applicant Pre-Screening cont. o Supervisor's name, phone number, dates and wage of prior employment

o Reasons for leaving prior employers o Relatives and personal references that live outside of the local area

Consider the following "red flags" that will need further explanation bythe candidate:

o Any blanks

o Unexplained gaps in time between previous employers o Other irregularities with dates

o Previous supervisors with the same last name as listed relatives or otherpersonal references

o When the reason for leaving doesn't relate to the next job (i.e. "left forbetter wages or benefits") or if the next job doesn't support the assertion

o Periods where salaries or promotions increase sharply or decrease

o Skills that are included when there are no obvious reasons in prioremployment or education to support learning the skill

o Any periods of self-employment

o Instability in job history "job hopping"

o Any other inconsistencies

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Person Specification

Physical make-up: health,appearance, hearing & speech

Attainment: education, qualifications,experience

General intelligence: intellectualcapacity

Special aptitudes: mechanical,manual dexterity, communications

Interests: intellectual, practical,constructional, physically active,social, artistic

Disposition: acceptability, influenceover others, steadiness,dependability, self-reliance

Circumstances: any special demands

of the job, e.g, work unsocial hours,travel abroad etc.

Ref. A. Rodger

Impact on others: physical make-up,appearance, speech and manner

Acquired qualifications: education,vocational training, work experience

Innate abilities: quickness ofcomprehension and aptitue forlearning.

Motivation: individual goals,

consistency, and determination infollowing them up, success rate

Adjustment: emotionality stability,ability to stand up to stress andability to get on with people

Ref. J. Munro Frazer

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Traditional vs Internet Based Recruitment

1. A job vacancy is

advertised in the press 2. A job seeker writes or

telephones for more detailsand /or an application form

3. A job seeker returns theapplication form and/or CVby mail

4. Personnel review thewritten application forms or

CVs.

A job vacancy is advertised

on the internet All the company and job

details are on the websitetogether with an onlineapplication form

A job seeker returnscompleted application formelectronically

Specialized computer

software reviews theapplication forms for initialmatch with theorganizations requirements

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Professional Reference & Background Checks

Previous employment

Educational qualifications Personal references get additional information

and insights on the candidate and verify theaccuracy of information supplied

Criminal history Driving record

Civil litigation

Workers compensation history Credit history

Social security number

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Types of Selection Tests

Cognitive Aptitude Tests measures general reasoning ability,

memory, vocabulary and numerical ability Psychomotor Tests measures strength, coordination and dexterity

Job Knowledge Tests of the duties of the job

Work-Sample Tests (Simulations) ability to perform a task or setof tasks that are representative of the job

Vocational Interest Tests to determine what jobs are best suitedto the candidate

Personality Tests self reported measures of traits, temperamentsor dispositions

Drug & Alcohol Tests based on blood samples etc.

Genetic Testing determines whether a person carries certaingenes that may be diseases such as heart, colon cancer, breastcancer etc.

Internet Testing to test various skills required for applicants

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Characteristics of Properly Designed Selection

Tests

Properly designed selection tests arestandardized, objective, based on sound

norms, reliable, and valid. The main

characteristics are: Standardization uniformity of procedures

and conditions for administration

Objectivity the condition achieved when allindividuals scoring a given test get the same

results

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Ch i i f l i d


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Characteristics of Properly Designed

Selection Tests cont.

Validity the extent to which a test measurewhat it purports to measure

Sound Norms a frame of reference to

compare candidates Reliable the extent to which a test provides

consistent results

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Model of the Selection Process

Initial Selection

Goal: Use for preliminary rough cuts todecide whether an applicant meets the basic

qualifications for a job.

Examples: Application forms, background

checks

Substantive SelectionGoal: Determine the most qualifiedapplicants from among those who meet

basic qualifications.

Examples: Written tests, performance tests,

interviews

Contingent SelectionGoal: Make final check before making offer

to applicants.

Examples: Drug tests, background checks

Applicant applies for job

Applicant meets basic qualifications

Applicant among best qualified

Applicant receives job offer

Applicants who dont

meet basic qualifications

are rejected

Applicants who meet

basic qualifications, but

are less qualified than

others, are rejected

Applicants who areamong best qualified, but

who fail contingent

selection (positive drug

test) are rejected

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Questions

Explain the external and internal environment

of recruitment?

Describe internal recruitment methods?

Identify external recruitment methods?

Explain how to recruit for diversity?

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References

Beardwell, I, Holden, L. and Clayden, T. (2004) HumanResource Management: A Contemporary Approach. 4th ed.FT/Prentice Hall

Hackman, J. R. and Oldham, G. R. (1974) The RelationshipAmong Core Job Dimensions. The Job Diagnostic Survey: AnInstrument for the Diagnosis of Jobs and the Evaluation ofJob Redesign Projects.

Legge, K. (1995) Human Resource Management: Rhetoricsand Realities. Basingstoke, McMillan Business.

Mondy, Wayne R., Noe, Robert M, and Premeaux, Shane, R.(2002) Human Resource Management. Pearson Education,Inc., Upper Saddle River, New Jersey.

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Documents

Session 4 Recruitment