lecture 6 - recruitment and selection

8/19/2019 Lecture 6 - Recruitment and Selection

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HRM201 – Human Resource Management

Lecture 6

3/8/2016HRM201-Human Resources Management / MNUBS 1

Recruitment and Selection


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Recruitment and selection: theimportance of getting it right

• To gain competitive advantage

• To play a potentially pivotal role in shaping

organisational effectiveness and performance

• To attract and retain high-calibre employeeswith the potential to develop

• To reduce undesirable costs such as those

associated with high turnover, poor

performance and customer dissatisfaction



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Recruitment

Recruiting brings together

those with jobs to fill those seeking jobsand

Once an organization identifies its human resource

needs through employment planning, it can begin

recruiting candidates for actual or anticipated vacancies.



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Recruiting Goals

Recruiting provides information that will attract a

significant pool of qualified candidates and discourage

unqualified ones from applying

Recruiters promote the organization to prospectiveapplicants



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The recruitment process

1. Defining requirements – preparing role profiles and person

specifications; deciding terms and conditions of employment.

2. Planning recruitment campaigns.

3. Attracting candidates – reviewing and evaluating alternative

sources of applicants, inside and outside the company:

advertising, e-recruiting, agencies and consultants.

4. Selecting candidates – sifting applications, interviewing,

testing, assessing candidates, assessment centres, offering

employment, obtaining references; preparing contracts of

employment.



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People Resourcing Strategy

People resourcing strategy defies the longer-term plans anorganization needs for the acquisition, retention, development and

use of its human resources.

Its rationale is the concept that the strategic capability of a firm

depends on its resource capability in the shape of people.

The aim of people resourcing strategy is to ensure that a firm

achieves competitive advantage by attracting and retaining more

capable people than its rivals and employing them more effectively.

The organization attracts and retains such people as an ‘employerof choice’ by offering a compelling ‘employee value proposition’

and ‘employer brand’, and by providing better opportunities and

rewards than others.



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Employer Branding

Employer brand;

a set of attributes and qualities

often intangible

that make an organization distinctive,

promise a particular kind of employment experience and appeal

to people who will thrive and perform their best in its culture.

Employer branding is the creation of a brand image of

the organization for prospective employees.



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Employer Branding

CIPD and Hays Survey 2015 Widespread focus on improving employer brand

Most organisations have made efforts to improve their

employer brand over the last two years (86%).

Most common ways to improve employer brand



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5-9

Internal Sources

faster, cheaper,

more certainty

External Sources

new ideas & approaches

Direct Applicants& Referralsself selection, low cost

Newspaper Advertising -large volume, low qualityrecruits

Electronic Recruiting

Internet

Social Networking Sites

Public & PrivateEmployment Agencies -headhunters can be

expensive

Colleges & Universities

campus placement services

JOBSJOBS

Recruiting Sources



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Internal Recruitment

Promoting from Within

Advantages good public relations

morale building

encouragement of employees and members of protected groups knowledge of existing employee performance

cost-savings

candidates’ knowledge of the organization

opportunity to develop mid- and top-level managers

Disadvantages possible inferiority of internal candidates

infighting and morale problems

potential inbreeding



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Internal Recruitment

Employee referrals

Current employees can be asked to recommend recruits.

Advantages:

the employee’s motivation to make a good recommendation

the availability of accurate job information for the recruit

employee referrals tend to be more acceptable applicants, morelikely to accept an offer, and have a higher survival rate

Disadvantages: the possibility of friendship being confused with job performance

the potential for nepotism

the potential for adverse impact



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External recruitment

External searches

Must decide type and location of ad, depending on job;

decide whether to focus on job ( job description) or on

applicant ( job specification).

Three factors influence the response rate:

identification of the organization

labor market conditions

the degree to which specific requirements are listed.



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External recruitment is when someone is

appointed from outside the business

Main advantages are:

Bringing in experience of working in differentorganizations can often be helpful in keeping a

business competitive

The employer has more choice of whom to appoint



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Employment Agencies: public or state employment services focus on helping

unemployed individuals with lower skill levels to find jobs

www.careeronestop.org

Private employment agencies provide more comprehensive

services and are perceived to offer positions and applicants of a

higher caliber

Management consulting firms (“headhunters”) research

candidates for mid- and upper-level executive placement

Executive search firms screen potential mid/top-level

candidates while keeping prospective employers anonymous


http://www.careeronestop.org/http://www.careeronestop.org/


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See:http://work.secondlife.com/worksolutions/meetings/

From the WSJ:

http://online.wsj.com/article/SB118229876637841321.html

Job fairs: Attended by company recruiters seeking resumes and

info from qualified candidates

Virtual online job fairs could bring employers and job seekers

together online by logging into a specific Web site at a certaintime. Some sites use avatars as candidates and recruiters.


http://work.secondlife.com/worksolutions/meetings/http://work.secondlife.com/worksolutions/meetings/http://online.wsj.com/article/SB118229876637841321.htmlhttp://online.wsj.com/article/SB118229876637841321.htmlhttp://work.secondlife.com/worksolutions/meetings/


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Professional organizations:

publish rosters of vacancies

run placement services at meetings

control the supply of prospective applicantslabor unions are also in this category

Unsolicited applicants (walk-ins):

may provide a stockpile of prospective applicants ifthere are no current openings



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Online sources

Employer Websites - recruit new employees by adding a “careers”section to their website. E.g. Ooredoo Careers

Job Boards - provide employers the opportunity to recruit for a wide

variety of positions with worldwide exposure. www.moster.com

Social Media - recruiting candidates by using social platforms as

talent databases or for advertising. E.g. www.LinkedIn.com



http://careers.ooredoo.qa/ooredoo/VacancySearch.aspx?businessunitid=651&pageid=8100http://www.moster.com/http://www.linkedin.com/http://www.linkedin.com/http://www.moster.com/http://careers.ooredoo.qa/ooredoo/VacancySearch.aspx?businessunitid=651&pageid=8100


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Online Recruitment

Advantages

Can reach an even wider

range of possible applicants

than advertising.

Quicker and cheaper thantraditional methods of

advertising.

More details of jobs and firms

can be supplied on the site,

CVs can be matched andapplications can be submitted

electronically

Disadvantages

May produce too many

irrelevant or poor

applications.

Still not the first choice ofmany job seekers.

Will not reach those who do

not have access to the

internet.



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Recruiting alternatives

Temporary help services:

temporary employees help organizations meet short-term

fluctuations in HRM needs older workers can also provide high-quality help

Employee leasing:

trained workers are employed by a leasing company, whichprovides them to employers when needed for a flat fee

typically remain with an organization for longer periods of timeIndependent contractors:

do specific work either on or off the company’s premises

costs of regular employees (i.e. taxes and benefits costs) are notincurred




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CIPD - Hays

Resourcing Talent Planning 2015

The role of education institutions in equipping youngpeople for work

Over a third (36%) believe that schools, colleges and

universities are poor at equipping young people with the skills

their organisation needs.

The use of new media/technology to recruit is

increasing, although not as rapidly as anticipated.

Social networking sites (such as Facebook) are seen to be less

effective.

25% or more include professional networking sites (such as

LinkedIn) among their top methods of attracting higher-level

candidates.



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CIPD - Hays

Resourcing Talent Planning 2015


Most effective methods for attracting applicationsRecruitment Methods %

Own corporate website 50

Recruitment consultants 37

Commercial job boards 25

Professional networking sites, for example LinkedIn 19Search consultants 13

Local newspaper 13

Encourage speculative applications/word of mouth 13

Specialist journals/trade press 11

Professional referral schemes 8

Jobcentre Plus 8National newspaper 8

Social networking sites, for example Facebook 6

Apprenticeships 4

Links with schools/colleges/ universities 4


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A Global Perspective

For some positions, the whole world is a relevantlabor market. So, HR can recruit;

home-country nationals when searching for someonewith extensive company experience to launch a product

in a country where it has never sold before

host-country nationals when a foreign subsidiary is beingestablished and HQ wants to retain control yet hiresomeone with local market knowledge

candidates of any nationality, creating a trulyinternational perspective



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The need for effective recruitmentThe need for effective recruitment

The personnel department will aim to attract the

‘best’ candidate for the job

If the wrong person is recruited, this can cause

problems for a business For any reason, if the new employee leaves,

there will be administrative costs and other

costs too



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Selection

• The aim of selection is to assess the suitability of candidatesby predicting the extent to which they will be able to carry out

a role successfully.

• It involves deciding on the degree to which the characteristics

of applicants in terms of their competencies, experience,qualifications, education and training match the person

specification.

• It also involves using this assessment to make a choice

between candidates• The key principles underlying the process of selection

• Measuring individual differences

• Prediction of performance



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The Selection Process

Initial screening

completed application

employment test

comprehensive interviewconditional job offer

medical/physical examination

(conditional job offer made)

permanent job offer Reject applicant

background examination

if required

Passed

Passed

Able to perform essential

elements of the job

Passed

Passed

Passed

Problems encountered

Failed to impress interviewer and/or

meet job expectations

Failed test

Failed to complete application or

failed job specifications

Failed to meet minimum qualifications

Unfit to do essential

elements of job



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Criteria for Choosing Candidates

Fit with work environment Person –Environment (PE) fit theories propose that positive

responses occur when individuals fit or match the environment

1. Fit with defined job

Person-Job fit (PJ) fit is the match between individual

knowledge, skills, and abilities (KSA) and demands of the job

2. Fit with organisation

Person –organization fit (PO fit), is the match between anindividual’s personality, attitudes and values and the

organization’s values, goals, structures, processes, and

culture.



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Selection criteria for the post to be filled

Acceptability and appropriateness of the methods

Abilities of the staff involved in the selection process

Administrative ease

Time factors

Accuracy

Cost

Factors considered when deciding upon a

selection method

Factors considered when deciding upon a

selection method



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Selection Methods: Choices

Classic Trio: Application Forms

References

Interviews

CV

Panel interviews

Ability & Aptitude tests

Work samples eg in-tray

exercise

Skills tests

Personality assessments Assessment centres

Group exercises

Own experiences? 3/8/2016HRM201-Human Resources Management / MNUBS 29


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Application forms Application forms

Individual pieces of information are validated againstperformance and turnover measures and given

appropriate weights

Useful for screening large

number of candidates and

shortlisting for interviews.



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Selection interviewing

Selection interviews aim to provide answer to these

questions:

Can individual do the job – are they competent?

Will individuals do the job – are they well motivated?

How will individuals fit into the organization?



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Interview approaches

Unstructured interviews An interview in which questions are not prearranged.

Structured interviews This is one that is built around a set of predetermined questions

related to a person specification, which sets out the knowledge and

skills required, and indicates the type of experience that will bemost appropriate.

Structured situational-based interviews

questions are based on the premise that past behaviour is thebest predictor of future behavior

Structured behavioural (competency) based interviews Competency-based interviews are structured around the

competencies required for the post as defied in the personspecification.



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Interviews

A subjective tool, but

- essential tool as it is an opportunity for a two-way

communication

- Flexible compared to other methods of assessment

Could be made more useful by:

- Training interviewers

- Having a panel of interviewers

- Including a broad array of questions



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Selection interviewing skills

1• Establishing rapport

2• listening

3 • Maintaining continuity

4• Keeping control

5 • Note taking



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TestingTesting

Various tests such as personality and intelligent testing areused to assess person performance than jumping straight into conclusions based on interviews.

Advocates of this technique usually says it is a betterpredictor of performance, more accurate, and the objectivity

of test data are achieved Tests may not be outstanding predictor of future

performance, especially when it is expressed in a correlationcoefficient.

Validation procedures are very time consuming, but areessential to the effective use of test. There is a growingconcern that new types of test are used with out adequatevalidation



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Problems with use of testing method as a

selection technique

Problems with use of testing method as a

selection technique

The criteria that are used to define good jobperformances in developing the tests are often

inadequate.

Tests are often too specific. If the job for which the testis used changes, than test can no longer be assumed

to relate to job performance in the same way.

Tests may not be fair as there may be a social, gender

or racial bias in the questions and scoring system



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Perceptual biases in interviews

• Selective perception• Self-centred bias

• Early information bias

• Stereotyping

(Rees and French, 2010, pg: 174)



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Assessment Centers

Assessment centers usually requires a lengthy design process toselect the appropriate activities to ensure that every competency is

measured via more than one task.


G l ti th d d


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Group selection methods and

assessment centers

Group Methods

The use of group tasks to select candidates are

not new concepts to HR managers. The reasons

for using group methods is to provide candidatesability to:

Get on with others

Influence other and the way they do this

Express themselves verbally



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Work sampling/portfolios

Work sampling of potential candidates for permanent jobs can take place by assessing candidate’s work in

temporary posts or in government training schemes in

the same organisation.

For some jobs a sample of work in the form of a

portfolio is expected to be presented at the time of

interview



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Reliability

• Does the test measure what it sets out to?

• The ability of the selection tool to measure an attribute

consistently.

• Temporal or ‘re-test’ stability where the effectiveness of

a selection tool is assessed by consistency of results

obtained over time.



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The relationship between scores on a selection tool and arelevant criterion, such as job performance.

Face validity How applicants perceive, accept and react to a selection process

Candidates usually interpret the selection process as signals ofan organisation’s characteristics

Predictive Validity How the process is able to correctly measure or predict the

future job performance of those selected The central concern of any selection method is to pick out the

best candidates in order to maximise the utility

Validity



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Predictive accuracy Pilbeam & Corbridge (2006: 173)

1.0 (perfect prediction = 1.0)

0.9

0.8

0.7 Assessment centres for development

0.6 Skilful & structured interviews

0.5 Work sampling / Ability tests

0.4 Assessment centres / Personality assessment

0.3 Unstructured interviews

0.2

0.1 References

0.0 Graphology


F i i it t d


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Fairness in recruitment andselection

Procedural justice

How far the selection

methods were seen bycandidates to be related

to the job and the extent

to which procedures

were explained to them

Distributive justice

How equitably

candidates felt they weretreated and whether the

outcome of the selection

was perceived to be fair



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Selection is a two way process

Social exchange theory

Selection is a two-way process.

Exchange is between both candidate and the employer

and both decide

Reaction of candidates is important to consider

(Hausknecht, 2004, cited in Bratton and Gold, 2007) If selection is invasive, attraction may be diminished

People with negative experience can dissuade others

Negative experience can affect job acceptance Selection is fraught with legal issues

Mistreatment may have an effect on buying behaviour ofcandidates



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lecture 6 - recruitment and selection

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