hrm - recruitment & selection process

Human Resource Management

Chapter 9 Premium Lecture Outlines

Copyright © Houghton Mifflin Company. All rights reserved. Premium Lecture Outlines, 9–2

Chapter Objectives

1. Define the term human capital, and identify at least four of Pfeffer’s people-centered practices.

2. Identify and briefly explain the seven steps in the PROCEED model of employee selection.

3. Distinguish among equal employment opportunity, affirmative action, and managing diversity.

4. Explain how managers can be more effective interviewers.


Chapter Objectives (cont’d)

5. Discuss how performance appraisals can be made legally defensible.

6. Contrast the ingredients of good training programs for both skill and factual learning, and explain the role of training in preventing sexual harassment.


Human Resource Strategy: A People-Centered Approach

• Human Resource Management (HRM)– The proactive acquisition, retention, and development

of human resources necessary for organizational success.

– HRM has moved from a support staff function (personnel) to a more strategic role in organizations.

• Human Capital– A term that recognizes the greater societal value of

developing all present and future work force participants to their fullest potential.


A General Model for Human Resource Management


People-Centered Organizations Enjoy a Competitive Advantage

• People-centered Practices:– Protection of job security

– Rigorous hiring process

– Employee empowerment

– Compensation linked to performance

– Comprehensive training

– Reduction of status differences

– Sharing of key information


Recruitment and Selection

• “Getting the right people on the bus.”– Recruiting for diversity

– Goal is to generate a pool of qualified applicants through many different sources that are demographically representative of the population at large.

– Networking appears to be the most successful job-hunting method.


The Selection Process: An Overview

• Screening and Selection– Similar to a hurdle race:

– Résumé screening

– Reference and background checks

– Psychological tests, physical examinations, interviews, work-sampling

• Steps in the PROCEED Model– PrepareReviewOrganizeConductEvaluate

ExchangeDecide


The Selection Process: An Overview (cont’d)

• Job Analysis– The process of identifying basic task and skill

requirements for a specific job by studying superior performers.

• Job Description– A concise document that outlines the role

expectations and skill requirements for a specific job.

• Job Specification– The knowledge, skills, and abilities required for the

job incumbent.


Equal Employment Opportunity (EEO)

• EEO and Title VII of the Civil Rights Act of 1964– In virtually all aspects of employment, it is unlawful to

discriminate on the basis of race, color, sex, religion, age, national origin, disability, or veteran status.

– Aimed at preventing future discrimination.

• Affirmative Action Program (AAP)– Actively seeking out, employing, and developing the

talents of those groups traditionally discriminated against in employment in the past.


Implementing an Affirmative Action Program

• Measures Employed in AAPs to Prevent Discrimination:– Active recruitment of women and minorities.

– Elimination of prejudicial questions on employment application forms.

– Establishment of specific goals and timetables for minority hiring.

– Statistical validation of employment testing procedures.


Toward Managing Diversity

• From Affirmative Action to Managing Diversity– The objective is to develop an appreciation of

interpersonal differences and to create a dominant heterogeneous culture.

• Accommodating The Needs of People with Disabilities– Americans with Disabilities Act of 1990 (ADA)

– Requires that employers to make reasonable accommodations to the needs of present and future employees with physical and mental disabilities.


ADA Policy Guidelines for Employers

• Audit the workplace to eliminate barriers and bias.

• Train all managers in ADA compliance and all employees to be sensitive to others with disabilities.

• Do not hire anyone who cannot safely perform the basic duties of a particular job with reasonable accommodation.


Recruitment and Selection

• Employment Selection Tests– Any procedures used in the employment decision

process such as

– Pencil-and-paper tests

– Unscored application forms

– Informal and formal interviews

– Performance tests

– Physical, education, or experience requirements

– Tests must be unbiased, statistically valid, and reliable predictors of job success.


Recruitment and Selection (cont’d)

• Interviewing– Interviews are the most common selection tool.

– There is unsubstantiated confidence in the traditional interview.

• Unstructured Interviews– No fixed question format or systematic scoring

– Shortcomings:

– Susceptible to distortion and interviewer bias

– Open to legal attack; legally indefensible if contested.

– Apparent but no real validity; may not be totally job-related and possibly invasive of privacy.

– Highly inconsistent in application as selection tool.

– Lack of feedback to interviewers about selection errors.


Recruitment and Selection (cont’d)

• Structured Interview– A set of job-related questions with standardized answers.

– Question types used in structured Interviews

– Hypothetical situations

– Job knowledge

– Job sample simulation

– Worker requirements

• Behavioral Interviewing– Posing detailed questions to candidates about their personal,

specific behaviors in actual past job-related situations.


Performance Appraisal

• Performance Appraisal– Evaluating individual job performance as a basis for

making objective personnel decisions.

• Making Performance Appraisals Legally Defensible

1. Use job analysis to develop the appraisal system.

2. Check that the appraisal system is behavior-oriented, not trait-oriented.

3. Have evaluators follow specific written instructions when conducting appraisals.

4. Have evaluators review results with the ratees.


Performance Appraisal (cont’d)

• Alternative Performance Appraisal Techniques– Goal setting (MBO)

– Written essays

– Critical incidents

– Graphic rating scales

– Behaviorally anchored rating scales (BARS)

– Weighted checklists

– Rankings and comparisons

– Multirater appraisals

– 360-degree review


Sample Behaviorally Anchored Rating Scale for a College Professor


Training

• Training– Guided experience to change employee behavior

and/or attitudes

• Training Facts– 54.2 billion dollars were spent on employee training in

2002, although most of it was spent on well-educated managers and professionals.

– Remedial education and basic skills training for nonmanagement personnel is both a business necessity and a good investment for employers.


Source: Republished with permission of Training from Tammy Galvin, "2001 Industry Report," Training, 38 (October 2001): 54, 66; permission conveyed through Copyright Clearance Center.

Figure 9.1The Content and Delivery of Today’s Training



Figure 9.1The Content and Delivery of Today’s Training (cont’d)


Training (cont’d)

• The Ingredients of a Good Training Program– Maximize similarity between the training and the job.

– Provide as much experience as possible.

– Provide a variety of examples.

– Label or identify important task features.

– Understanding general principles enhances transfer.

– Reward trained behaviors and ideas.

– Design training content for obvious applicability.

– Use questions to guide trainee’s attention.


Training: Skill Versus Factual Learning

• Effective skill learning ingredients– Goal setting

– Modeling

– Practice

– Feedback

• Effective factual learning sequence– Goal setting

– Meaningful presentation of materials

– Practice

– Feedback


Needed: Training to Discourage Sexual Harassment

• Sexual Harassment– Unwanted attention that creates an offensive or

intimidating work environment.

– Unwanted physical contact

– Gestures, displays, joking, and language

– Organizations are responsible for the actions of their employees and others.

– It is the manager’s job to be aware of and to correct cases of harassment.

– Ignorance of harassment activity is not a valid legal defense.


Discouraging Sexual Harassment

• What can victims do?– Live with it

– Fight back

– Complain to higher-ups

– Find another job

– Sue their employer

• Factors leading to victims winning harassment lawsuits:– Harassment was severe.

– There were witnesses.

– Management was notified

– Management failed to act.

– There is supporting documentation.


Discouraging Sexual Harassment (cont’d)

• What Can the Organization Do?– Garner top-management commitment to eliminate

sexual harassment.

– Issue a clear sexual harassment policy statement.

– Provide appropriate awareness training.

– Establish a grievance procedure for reporting incidents of harassment.

Macro View of Recruitment Process

Job Flagged for Recruitment in

PAS

Tagged to the Recruiter

based on the Requirement

Recruiter fills in details like

joining ratio, location for

Recruitment, skills, source

etc…

If selected fitment by recruiter & approved by DRM offer is released to

the candidate

Resumes are

screened and if

relevant interviews

are conducted

DRM approves the

Job & BURH if source is adv. Or consultant

Responsibilities of Recruiters• With reference to Background Verification

• No recruitment from blacklisted companies (NASSCOM)

• Physical visit to any new company

• Face to Face interviews

• Collection of minimum mandatory documents before releasing offer

• Candidate to fill online BV & CAM form

• Resolve information queries in co-ordination with candidate with in 5 working days

• Resolve integrity discrepancies with in 7 working days.

• Inform central BV/TED teams of terminations immediately.

Background Verification Screening Process

Points Covered:

1. Place of employment

2. Duration of employment

3. Position held

4. Department/Reporting to

5. Performance history

6. Reason for leaving

7. Rehire status – whether the company would be willing to re-hire the candidate?

How BV is done?

1. Call to the HR manager of the company

2. Call to the supervisor

3. Check with ROC on whether the company is registered

4. Check internet updates on the company

Lateral Hiring

Start

Candidate has been selected for hire

The BV Form filled by the candidate is uploaded into System

Information regarding the candidate’s previous employment (Prior to the current organization the candidate is working in) is

sent to the BV agency by central BV Team

1

BV Agency sends the report back to central BV team within 7

working days

Insufficient Information Clear Report

Discrepancy

Mail sent to candidate for further information to be

provided

Offer Released to the candidate

Recruiter to meet the candidate

Documents

provided are clear

Documents

provided are clear

Candidates Joins Firm

Abort the offer/Terminate the

employeeStop

1

Yes

No