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Recruitment and Selection
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Introduction The employment function of personnel program
encompasses:HR planningRecruitmentSelectionPlacementChanges of employment status
This chapter discusses recruitment and selectionAn understanding of the concepts of labour
market and labour supply provides a foundation for our examination of recruitment and selection
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Recruitment and SelectionLabour Market considerationsRecruitment and selection policy issuesThe employment processSources of peopleThe selection processSelection procedureAuditing the recruitment and selection effort
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Labour Market ConsiderationsDifferent from financial and product markets –
unstructured and unorganizedRecruitment and job seeking is highly variableDiversity of wage rates:
Employer's ability to payProductivityManagement attitude toward wage levelsNonwage factors like job security, benefits and
environmentLack of labour mobility
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Labour Market ConsiderationsLabour supply to the company is influenced by:
Population in the labour marketAttractiveness of the jobs The company’s reputation, wage rate, benefits,
securityAmount of unemployment in the labour market Commuting patternsParticular skills needed in relation to their
availabilityTimes of high and low demand
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Recruitment and Selection Policy IssuesFill vacancies from within or from outside?
Advantages of policy of promotion from within: High morale Succession of individual advancements Management can accurately apprise the candidates Recruitment and selection is simplified; a few entry
jobsProblems of policy of promotion from within:
Elaborate training programs are required Hired personnel should have aptitude and potential Disappointment of left over employees Perpetuate outdated practices
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Recruitment and Selection Policy IssuesFill vacancies from within or from outside?
Advantages of policy of promotion from within: High morale Succession of individual advancements Management can accurately apprise the candidates Recruitment and selection is simplified; a few entry
jobsProblems of policy of promotion from within:
Elaborate training programs are required Employees should have aptitude and potential Disappointment of left over employees Prevents infusion of new ideas and knowledge
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Recruitment and Selection Policy IssuesEqual employment opportunity
There ought to be no discriminationPlan to hire and promote protected groupsAdverse impact
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Recruitment and Selection Policy IssuesSelection standards – credentials barriers
Qualification requirements lack proven relationship with success or failure
Education as a screening device has disadvantages: Automatically eliminate underprivileged who drop out
of school Some brilliant people did poorly at school Educational establishments tend to homogenize
studentsSome percentage can be hired with less formal
education but showing promise
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Recruitment and Selection Policy IssuesThe lie detector
Actually there is no true lie detectorPolygraph (accuracy rate 75 %) measures:
Rate of breathing Heart beat Changes in blood pressure Skin current Galvanic skin response
No simple correlation between symptoms and truthfulness
Pathological liarsCivil liberties
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Recruitment and Selection Policy IssuesPrivacy of employee records
Family and medical information of job applicantsPersonality testsLine and operating managers’ access to personal
recordsInformation of personal nature is not available to
outside without employee’s consentOther policy issues:
RelativesQuality of persons hired
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The Employment ProcessHR Plan
Identification of need for people
Job Requirements,
descriptions and
specificationsRecruitmentInternal and
external sources
Pool of candidates
SelectionComparison of
candidates with job
requirements
Accepted candidates Rejected
candidates
Job placement orientation, training
and probation
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Sources of PeopleSources are of two categories:
Inside sourcesOutside sources
Inside sources – three procedures:Informal searchSkill inventoryJob posting
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Sources of PeopleOptions for obtaining people from outside:
Employment agencies State employment agency Private employment agencies Executive recruitment firm
Unsolicited applicantsLabour unionsProfessional associationsSchools and colleges AdvertisingEmployee referrals
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The Selection ProcessRecruitment tends to be positive whereas
selection is somewhat negativeCommon approach
Employment requisition, with job specifications, is initiated by some operating manager
Matching a person to the jobCertain good candidates are rejected
Another approachBasic entrance standards are establishedThose who meet or exceed the minimum
requirement are further consideredLarge organizations like military
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The Selection ProcessConsiderations in making the selection decision:
Organizational and social environmentSuccessive hurdles and multiple correlation
Successive hurdles technique Applicants must successively pass each screening device Selection device having highest correlation with job
success is placed first Time and expense is saved
Multiple correlation approach A person is routed through all the selection steps before a
decision Deficiency in one factor can be counterbalanced in
another Composite test score index is compiled
Which selection method is better?
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Selection ProcedureThoroughness of the procedure depends on:
Consequence of faulty selection which is influenced by: Length of training period Money invested in the new employee Level and complexity of the job Possible damage to the organization
Company policy and top management attitude
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Selection ProcedureA proposed selection procedure with ten basic
steps:Reception in employment officePreliminary interview Application blankSelection tests Main employment office interview Investigation of applicant’s backgroundFinal selection interview by manager or supervisorMedical examination InductionProbation
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Selection ProcedureMajor selection devices:
Application blank Questions related to identity, education, skills and
experience Items are chosen judgementally based on past experience Skilled interviewer draws tentative inferences
Weighted application blank Weights are assigned to the questions in accordance to
their predictive power Reliance on statistics can result in false predictions Appropriate where:
large number of candidates are involved Turnover has been high Rate of failure of new employees has been excessive Less sophisticated methods have no yielded good results
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Selection ProcedureMajor selection devices:
A biographical information blank Similar to weighted application blank Includes items probing deeper into individual’s life Utilize multiple choice answer format – a specific score
is attached to each choice which is unknown to the applicant
Greater predictive power than both intelligence and personality tests
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Selection ProcedureSelection tests
Usually constructed by industrial psychologistsWidespread use commenced in World War-I with
Army Alpha TestPicked up momentum within the two warsTime consuming and costlyRequired to be tailor made for an organization
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Selection ProcedureInterview
Single most important tool in hiring programPrimarily an artSubjectiveTrained interviewers using sound procedures can
do good
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Selection ProcedureMedical examination
Serves four major purposes: To reject those whose physical qualifications are
insufficient To obtain a record of the physical condition To prevent employment to those with contagious
diseases To assign specific jobs to handicapped
Job analysis should identify and record the specific physical demands of various jobs
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Selection ProcedureBackground investigation
It requires time and money but the trouble is generally well worth the effort
The best guide to what a person will do in the future is what he has done in the past
Sources of background information: School and collage officials Previous employers Character references supplied by the applicant Other sources such as neighbours, police and so on
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Selection ProcedureResponsibilities of line management
Line manager or the supervisor makes the initial decision to add someone to the payroll as well as conducts the final selection
Because line or operating managers are responsible for efficient operation of their units
Employment is a two way process – candidates have a right to interview future boss
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Selection ProcedureRejecting applicants
False hopesIn case of expected openingsInterviewer has threefold objectives:
Maintaining the person’s ego and self concept Maintaining goodwill towards the organization Letting the applicant know that he or she is rejected
There may be some mismatch with the existing job specifications
If there is no mismatch then diplomatic skills
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Auditing the Recruitment and Selection EffortHave well defined recruitment and selection
policies and procedures been developed?Do wage rates, employee benefits and level of
employee satisfaction have a positive effect upon the ability to attract qualified people?
Does the program meet equal employment opportunity and affirmative action standards?
Is there a sufficient pool of applicants from which to draw
Is there a delay in filling job openings?Is the recruitment effort selective. Do those who
apply possess the necessary skills?
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Auditing the Recruitment and Selection EffortWhich source provide the most qualified people? What percentage of those who apply are hired?What percentage of those hired resign or are
discharged during the probationary period?What is the cost of recruitment and selection per
person hired?How well do the predictions derived from each of
the selection techniques correlate with job performance? How well do those hired perform on the job?
Has feedback been obtained from applicants regarding treatment received throughout the employment process?
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Thanks