Strategy for recruitment

Zhu lei

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Successful Selection Interviewing

“Utilized properly; depending on its exact purpose, the interview emerges as a valid reliable tool in candidate assessment. Moreover its flexibility to act as a medium for mutual preview or as a final stage forum for negotiation between the parties, renders the interview more useful in selection than narrowly focused definitions of validity and reliability can convey”

Staffing activities : recruitment

External recruitment

Internal recruitment

External/internalExternal/internal recruitmentrecruitment

Applicant reactionsApplicant reactions Transition to selectionTransition to selection

Strategy developmentStrategy development

Legal issuesLegal issues

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planningplanning

planning

Made to coordinate the identification and attraction of applicants.

Administrative issues need to be considered to ensure that there are adequate resources to conduct a successful recruitment campaign

planningA large business wants its HRM recruitment staff to specify the quality of

the recruitment service they will deliver to departments and to establish service level agreements for recruitment.

a) How will you specify the quality of recruitment services.b) What issues, procedures and practices will you research?c) What problems will you encounter in specifying recruitment service

quality?d) How can service quality be defined in terms of

functions and activities to be carried out and the potential strategic contribution of recruitment to organisational

success and changing culture?

Strategy development Impact on the ability of factors:

Beliefs and values Job skills Work experience Working enthusiasm Personality traits Emotion Intellectual

Strategy development

Easy access to enhance the capacity of The ability to train subordinates Production efficiency Team spirit Professional knowledge and skills

Performance Management

Strategy development

It is very difficult to raise the: Initiative Innovation capability Integrity To deal with the pressure Flexibility The concept of thinking ability

searching

open versus targeted recruitment Targeted recruitment Making the choice Below is a list of targeted recruitment groups key KSAO shortages: here, the objective is to identify applicants with

specific new areas of knowledge or “hot” skills

workforce diversity gaps: often one must go beyond open recruitment to reach diverse groups and make special efforts

searching

Passive job seekers or noncandidates: sometimes Former military personnel Employment discouraged Reward seekers Former employees Reluctant applicants

Nature of vacancy and open access? Internal

known qualities, locals vs. cosmopolitans fluid internal market and contribution to culture,

rewards/expectations staff database, career support planning - quicker/cheaper,

incestuous? External - time consuming, uncertain, new blood, socialisation

inexpensive, limited choice approaches? staff recommendation, on-spec applications, school-college links etc.

expensive, wider access approaches head-hunters, general/specialist recruitment agencies, local/national

press, professional & trade journals poaching/fishing

Come and live/work in our house - forming, fight/flight, norming & performing

Attract Candidates - Internal vs. external sources

searching

Headhunting company - Advanced Friend - reliable Online Recruitment - the quality of Media advertising - General Personnel exchanges will be -?

Finding and attracting candidates

Sources internal: word of mouth, internal vacancy notifications, staff

newsletters. Staff analysis. Career planning external: where are the candidates located, in what type of job?

Local, national, overseas. Do they want to move? Schools, colleges, careers centres, job shops, employment fairs.

Agencies recruitment consultants/agencies, head hunters, media: newspapers, journals, radio, WWW/Internet advertising

advertising accounts, writing & designing the copy, targeting the advert, proof reading, publishing deadlines, costs

The emergence of on-line recruitment

Applicant reactions

CPI: The first category: dominant, social skills, self-confidence measurement

The second category: a sense of responsibility, social maturity, and personal measurement of the intrinsic properties

A survey: What factors affect the recruitment

Professional ethics: 59% Capacity: 23% Enthusiasm: 12% Level of education: 4% Others: 2% Therefore: take the initiative, honest, serious w

ork is more important than for other reasons

Organizational development of human resources requirements are constantly meeting Filling and organizations need to attract employees

Interview in terms of personnel recruitment irreplaceability Two 70%: 70% of the company's employees into the company through the

interview 70% of interviews in 15 minutes before the interview had been Was interviewed by the examiner to determine whether the

recruitment

Interview

Useful?

To reach organizational goals

Expected standards of performance Capacity

The possibility of judging

Outstanding people ?

Focus on actual recruitment experience/behaviour of personnel

specialists and line managers Behaviour in front of audiences - on-stage, back stage, off stage

Critical Evaluative How does behaviour compare with textbook normative

rhetoric? Are the techniques reliable, valid, cost effective? Is the process objective or prone to subjective bias? Why? Decision-making processes

Psychometric-objective versus Subjective, social action process

Descriptive-Behavioural

Vacancy Processing

involves intra-organisational bargaining Job/role and competence analysis

observation, interviews, knowledge of roles, skills, imperatives

Title, reports to, tenure, compensation package, scope of responsibilities and duties, authority, priorities, budget, staff team, location, conditions, knowledge, skills, experience, values, performance standards, problems/objectives, results/priorities, ideal candidate profile.

copy writing and internal/external advertising

Recruitment assumptions…based on a psychometric-objective model.

define job requirements ascertain personal qualities – traits and competencies match job requirements to person's profile.

Use techniques to Routinse and objectivise the processReduce the risksMaximise predictive power

…based on a psychometric-objective model.

define job requirements ascertain personal qualities – traits and competencies match job requirements to person's profile.

Use techniques to Routinse and objectivise the processReduce the risksMaximise predictive power

physique, health and appearance height, build, hearing, eyesight, health, looks, grooming, voice, disability?

attainments education/qualifications (school, HE), job training, experience & learning

conceptual and reasoning ability knowledge-base, perception, intellectual & conceptual capacities, wisdom

special aptitudes physical, verbal (speech/writing), technical, figures, art, music, social?

interests intellectual, cultural, practical, physically active, international, aesthetic

disposition acceptability, relationships, leadership/initiative, motivation and drive,

reliability, stability/adjustment, proactivity, influencing circumstances

age, plans, domestic ties, mobility, domicile, other

Personnel Specification: Rodger's 7 Point Plan

Essential?Desirable?Disqualifier?

Job description - what use?

reference point for induction, performance assessment & grading a basis for the job advert & recruitment literature indicates competencies required - generic + job specific

Core Competencies (example from major software house) People relationships

Customer relationships management Communication and persuasiveness Business and financial judgement Knowledge sharing/management Vision, change and accountability Drive, motivation, planning and organising Problem-solving and decision-making People management capabilities Role specific technical and specialist capabilities Professional standards and values

We sell our skills and abilities!

We sell our skills and abilities!

2003-2005 units of different nature to receive the total proportion of graduates compared

2006 in different regions of the demand for the number of college graduates (formerly 10)

Q&A

National graduates in 2008 reached 5.32 million people, the national average employment rate of 70 percent. Job-seekers in 2009 is expected to join the ranks of graduates of the total number of 5,920,000 people.

Can the strategy for recruitment help National graduates to find a job?