words of wisdom ‘they do psychometric testing. i got in before all that mumbo-jumbo.’ ‘hr...

Words of WisdomWords of Wisdom‘‘They do psychometric testing. I got in before all that They do psychometric testing. I got in before all that

mumbo-jumbo.’mumbo-jumbo.’

‘‘HR directors are largely dissatisfied with the quality of HR directors are largely dissatisfied with the quality of their employees … they would re-hire less than 60% of their employees … they would re-hire less than 60% of current employees.’current employees.’

‘‘Testing is a human interaction, and if you take this Testing is a human interaction, and if you take this element away you’ll soon lose the real customers: the element away you’ll soon lose the real customers: the candidates themselves.’candidates themselves.’

Recruitment and Selection

Recruitment is the process of generating a pool of capable people to apply

for employment to an organization.

Selection is the process by which managers and others use specific

instruments to choose from a pool of applicants a person or persons most likely to succeed in the job(s), given management goals and legal requirements.


Fig. 7.1 Recruitment and SelectionFig. 7.1 Recruitment and Selection

Recruitment and selection are vital to the formation of a positive psychological contract, which provides the basis of organizational commitment and motivation.

The attraction and retention of employees is part of the evolving employment relationship, based on a mutual and reciprocal understanding of expectations.

There are wide variations in recruitment and selection practices, reflecting an organization’s strategy and its philosophy towards the management of people.

Progressive HR practices are crucial to a positive psychological contract – this includes attention to effective recruitment and selection practices.


Various recruitment and selection practices are bound by the law of the land.

In general there are three forms of discrimination that are against the law:

Direct

Indirect

Victimization

The Legal Context

Sex Discrimination Act 1975 (amended 1986)

Race Relations Act 1976 (amended 2000)

Equal Pay Act 1970 (amended 1983 to include work ‘of equal value’)

Disability Discrimination Act 1996

Directives from the EU such as the 1998 Data Protection Act

Key Legal Provisions in the UK

A key role for HR is to align performance within roles with the strategy, so recruiting for the ‘right’ people for a role depends on how it is defined in terms relating to performance to achieve the strategy.

Criterion-related behaviours or standards of performance are referred to as competencies.

Competencies can be used to provide the behaviours needed at work to achieve the business strategy, and enable organizations to form a model of the kinds of employee it wishes to attract through recruitment.

Recruitment and Attraction

The main approaches to attracting applicants can be summarized as follows:

• Walk-ins

• Employee referrals

• Advertising

• Websites

• Professional associations

• Educational associations

• Professional agencies

• E-recruitment (general recruitment agents/ companies’ own sites)

• Word-of-mouth

Recruitment and AttractionRecruitment and Attraction

An organization will take account of a number of factors when forming its recruitment plans and choice of media.

These might include:

Cost

Time taken to recruit and select

Labour market focus, for example: skills, profession or occupation

Mobility of labour – geographic and occupational

Legislation on sex discrimination, race discrimination and disability



Fig. 7.3 Job description formatFig. 7.3 Job description format


Fig. 7.4 Seven-point planFig. 7.4 Seven-point plan


Fig. 7.5 Five-fold grading systemFig. 7.5 Five-fold grading system

Job SpecificationJob Specification

Personnel specifications versus competencies

Personnel specifications may contain stereotypes of the ‘ideal’ person and so organizations may be reinforcing the stereotype in their recruitment practices.

The use of competencies allows organizations to free themselves from traditional stereotypes in order to attract applicants from a variety of sources.

Competencies appear to be more objective, have a variety of uses in attracting applicants and allow an organization to use more reliable and valid selection techniques.


Organizations have become increasingly aware of making good selection decisions, since it involves a number of costs:

The cost of the selection process itself, including the use of various selection instruments

The future costs of inducting and training new staff

The cost of labour turnover if the selected staff are not retained

Selection: CostsSelection: Costs

Underlying the process of selection and the choice of techniques are two key principles:

1. Individual differences: Attracting a wide choice of applicants will be of little use unless there is a way of measuring how people differ, i.e. intelligence, attitudes, social skills, psychological and physical characteristics, experience etc.

2. Prediction: A recognition of the way in which people differ must be extended to a prediction of performance in the workplace.

Selection: Principles

Reliability and Validity Issues

Reliability refers to the extent to which a selection technique achieves consistency in what it is measuring over repeated use.

Validity refers to the extent to which a selection technique actually measures what it sets out to measure.

Selection

Information elicited – interviews have a specific focus, i.e. facts, subjective information, underlying attitudes.

Structure – ranging from the completely structured to the unstructured. A compromise between the two enables the interviewer to maintain control yet allowing the interviewee free expression.

Order and involvement – the need to obtain different kinds of information may mean the involvement of more than one interviewer. Applicants may be interviewed serially or in a panel.

Selection Interviews

SelectionSelection

Personality research has lent support to the use of sophisticated selection techniques such as psychometric tests that have a good record of reliability and validity.

• Ability tests: these focus on mental abilities (verbal/numerical) and physical skills testing. Right/wrong answers allow applicants to be placed in ranked order.

• Inventories: self-report questionnaires indicating traits, intelligence, values, interests, attitudes and preferences. No right/wrong answers but a range of choices between possible answers.

Psychometric TestingPsychometric Testing

On-line testing, or e-assessment, is also used for selection and other HR purposes.

Benefits: Online testing enables organizations to test at any time and anywhere in the world.It enables the quick processing of applicants.

Drawback:Loss of control over the administration of the tests – anyone can be called on to help

E-assessmentE-assessment

Assessment centres are designed to yield information that can be used to make decisions concerning suitability for a job.

They provide a fuller picture by combining a range of techniques.

General methods used include group discussions, role plays and simulations, interviews and tests.

Candidates attending an assessment centre will be observed by assessors who should be trained to judge candidates’ performance against criteria contained within the competency framework.

Assessment CentresAssessment Centres

Applicants have expectations about how the organization will treat them. Recruitment and selection represent an opportunity to clarify these.

Realistic job previews (RJPs) provide a means of achieving this.

RJPs can take the form of case studies, shadowing, job sampling and videos – this enables the expectations of applicants to become more realistic.

RJPs: lower initial expectations, cause some applicants to de-select themselves, increase levels of organization commitment, job satisfaction, performance and job survival.

Realistic Job PreviewsRealistic Job Previews

Chapter SummaryChapter Summary

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1313

Chapter

The Future of Training and Development

The Future of Training and Development

ObjectivesObjectivesAfter reading this chapter, you should be After reading this chapter, you should be able to:able to:1. Identify the future trends that are

likely to influence training departments and trainers.

2. Discuss how these future trends may impact training delivery and administration as well as the strategic role of the training department.

3. Describe the components of the change model and how they can be used to introduce a new training method.

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Objectives Objectives (continued)(continued)

4. Benchmark current training practices.

5. Discuss how process reengineering can be used to review and redesign training administration practices.

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Future Trends Affecting TrainingFuture Trends Affecting Training

The use of new technologies for training delivery will increase.

Demand for training for virtual work arrangements will rise.

Emphasis on storage and use of intellectual capital will rise.

Training departments will become “virtual training organizations.”

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Future Trends Future Trends (continued)(continued)

Training will focus on business needs and performance.

Training departments will develop partnerships and outsource.

Training and development will be viewed more from a change model perspective.

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The use of new technologies The use of new technologies for training delivery:for training delivery:Cost of these new technologies will

decrease.Training costs will be substantially

reduced through use of new technologies.

Technologies allow trainers to build into training many of the desirable features of a learning environment.

Technology will allow training to be delivered to contingent, decentralized employees in a timely, effective manner.

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Demand for training for virtual Demand for training for virtual work arrangements:work arrangements:

Virtual work arrangements Virtual work arrangements ––◦Work that is conducted in a remote location◦Employee has limited contact with peers◦Employee able to communicate

electronicallyTwo training challenges –

◦Companies have to invest in training delivery methods that facilitate digital collaboration.

◦Teams and employees must be provided the tools they need for finding knowledge.

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Training departments will better Training departments will better store and use intellectual capital:store and use intellectual capital:

New technologies such as Lotus Notes and Intranets as well as growing emphasis on creating a learning organization mean that companies will increasingly seek ways to turn employees’ knowledge into a shared company asset.

Trainers and the training department likely will be charged with managing knowledge and coordinating organizational learning.

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Training departments will become Training departments will become “virtual training organizations:”“virtual training organizations:”

Virtual training organization –Virtual training organization – refers to the company’s training function viewing managers, business units, and employees as internal customers.

As a result, the training function needs to show how training relates to the bottom line.

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““Virtual training organizations” Virtual training organizations” (continued)(continued)

In the future, training departments will need to focus on providing evidence that:◦Skills transfer to the workplace.◦Training is related to individual and group performance.

Trainers and managers will need to ensure that they can show the relationship between training and:◦Specific business goals.◦Employee and team performance.

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Training will focus on business Training will focus on business needs and performance:needs and performance:

Training departments will have to ensure that they are seen as helping the business functions to meet their needs.

Requires a shift from training as the the solutionsolution to business problems to a performance analysis approachperformance analysis approach.◦Involves identifying performance gaps or

deficiencies and examining training as one possible solution for the business units (internal customers).

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Focus on business needs and Focus on business needs and performance: performance: (continued)(continued)

Training departments’ responsibilities will likely include a greater focus on producing systems that employees can use for information on an as-needed basis.

This need is driven by:◦The use of contingent employees.◦Increased flexibility necessary to adapt products and services to meet customers’ needs.

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Training departments will develop Training departments will develop partnerships and outsource:partnerships and outsource:

Companies are increasing their use of external suppliers of training due to:◦Shrinking training staffs resulting from

downsizing.◦Development of specialized new knowledge that

employees need to learn.◦Varying demand for training services.

External suppliers may include consultants, academics, graduate students, and companies in the entertainment and mass communication industries.

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Viewing training and development Viewing training and development from a change model perspective:from a change model perspective:

For new training or development practices to be successfully implemented, they must first be accepted by managers, upper management, and employees.

For managers and employees, change is not easy.

Resistance to new training and development practices is likely.

Training and development should be viewed from a change model perspective.

13 - 44

Change model perspective Change model perspective (continued)(continued)

The process of change is based on the interaction among four components of the organization:◦Task◦Employees◦Formal organization arrangements◦Informal organization

Different types of change-related problems occur depending on the organizational component that is influenced by the change.

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Four change-related problems need to be considered for any new training practice:◦Resistance to change◦Control◦Power◦Task redefinition

13 - 46


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Components of the organization

Change-related problems

Resistance to Change

Loss of Control

Formal Organizational Arrangements

Power Imbalance

Task Redefinition Challenges

Individual Employees

Task

Informal Organizatio

n

A Change Model

Determining if change is necessary:Determining if change is necessary:Benchmarking and process Benchmarking and process engineeringengineering

Viewing training from a systems perspective means that companies and trainers need to understand both internal and external environments.

They need to understand the effectiveness and efficiency of current training practices.

They need to be aware of other companies’ practices to ensure that their training practices are the best possible.

13 - 48

Determining if change is Determining if change is necessary: necessary: (continued)(continued)

BenchmarkingBenchmarking provides information about other companies’ practices.

Trainers need to take several things into account when benchmarking:◦ Information about internal processes must be

gathered to serve as a comparison for best practices.

◦The purpose of benchmarking and the practice to be benchmarked must be clearly identified.

◦Upper-level management needs to be committed to it.

◦Quantitative and qualitative data should be collected.

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Process reengineeringProcess reengineering provides information about the effectiveness and efficiency of training systems within the company.

Trainers need to understand their current training practices and processes and evaluate them to determine what should be changed.

Reengineering is critical to ensuring that the benefits of new training and development programs can be realized.

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Reengineering is important when trying to:◦Deliver training using new technology.◦Streamline administrative processes and improve the services the training department offers.

◦Review the training department functions.◦Review a specific training program or development program practice.

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Reengineering involves four steps:◦Identify the process to be reengineered.◦Understand the process.◦Redesign the process.◦Implement the new process.

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The Reengineering Process

Identify the Process to Be Reengineered

Understand the Process

Feedback

Redesign the Process

Implement the New Process

Steps In Implementing ChangeSteps In Implementing Change

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Overcoming Resistance To Change

Managing The Transition

Shaping Political Dynamics

Using Training To Understand New Tasks

Managers’ Misconceptions About Managers’ Misconceptions About TrainingTraining

Training is not valuable.Training is an expense, not an investment.Anybody can be a trainer.The training department is a good place

to put poor performers.Training is the responsibility of the

trainers.

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Change InterventionsChange Interventions

13 - 56

Survey Feedback

Process Consultation

Group Interventions

EMPLOYEE RECRUITMENT AND EMPLOYEE RECRUITMENT AND

SELECTION: HOW TO HIRE SELECTION: HOW TO HIRE THE RIGHT PEOPLETHE RIGHT PEOPLE

Thomas R. MaloneyCornell University

People in AgWeb Seminar

March 11, 2008

Marketing Your OrganizationMarketing Your Organization

Creating a positive public image for yourbusiness or organization

Facility Appearance Valued community member

- Environmental practices- Open space

- Community involvement and public service

Marketing Your OrganizationMarketing Your Organization

Developing a positive internal image

How people are treatedLeadership and supervisory skillsWorking conditionsRetrain and develop current

employees for tomorrows needsEnsure those you hire succeedWages and benefits

“All the leadership, supervisory and motivation skills in the world

will not compensate for a poor job of recruitment and selection”

Before recruitment begins Before recruitment begins think carefully about the think carefully about the competencies required to competencies required to do the jobdo the job

Writing Effective Writing Effective Job Descriptions Job Descriptions

TitleJob objectiveList of duties or tasks to be

performedDescription of relationships and

rolesJob standards and requirementsSalary range

Recruitment Defined:Recruitment Defined:

Recruitment is the process of attractingindividuals on a timely basis, in sufficientnumbers, with appropriate qualifications,

toapply for jobs within a business.

Recruitment MethodsRecruitment Methods

Suggestions from current employees

Word of mouthWant adsGovernment job servicesCollege placement officesPosting job announcements on

bulletin boardsExecutive search firmsThe internet

The Power of Email in The Power of Email in RecruitingRecruiting

From: [email protected]

To: Dave, Julie, George, Harold & Mike

I am writing to let you know that I am looking for a dependable individual to be a field supervisor this summer. We work a six day 55 hour week starting at 7:00 AM. Starting pay is $12.00. I would most appreciate it if you would send any promising candidates my way.

Many thanks, Bill

Writing a “Help Wanted” Ad That Writing a “Help Wanted” Ad That Sells the PositionSells the Position

Step 1. Give the appropriate job titleStep 2. Say something positive about the

organizationStep 3. Describe the jobStep 4. Highlight positive working

conditionsStep 5. If appropriate, provide information

on wages and benefitsStep 6. Indicate how to apply

Example #1Example #1

“Farm worker wanted. Call 333-4444”


Assistant Farm Manager: Fourth generation, local crop farm seeks middle manager. Duties include hiring & supervision seasonal harvest workers, developing daily work schedules and other similar responsibilities. Competitive wages, 50 hours per week, overtime pay. Work with a modern line of well-maintained equipment. Opportunities for advancement. Fill out application at Successful Valley Farm, 123 Valley Rd, Successful Valley, PA 54321.


Shortstop needed for Springdale Country Clubsoftball team: Looking for motivated team

playerwho likes outdoor work. Requires golf coursemaintenance work on non-game days. Will

train.Competitive salary and benefits. Previous

softballexperience not required.

Please call 555-555-5555From: Steven Tingle, North Carolina

Targeting Labor PoolsTargeting Labor Pools

1. Immigrant Workers2. Retirees3. High School Students4. College Students5. Homemakers6. Part-Timers7. Unemployed or Downsized Workers

Creativity: A Key Creativity: A Key to Effective to Effective RecruitmentRecruitment

1) Write creative ads

2) Use the internet

3) Target specific labor pools

4) Always project a positive image

Selection: Choosing Selection: Choosing The Right PersonThe Right Person

Employee selection is the process of

choosing from a group of candidates the

individual or individuals who will be offered a

position.

Selection ToolsSelection Tools

Application forms

Interviews

Reference checks

Pre-employment tests

Sample Interview QuestionsSample Interview Questions

1. Job related questions

2. Probing questions

3. General requirement questions

DiscriminationDiscrimination

Our employment laws make it illegal todiscriminate against an applicant because

of:

AgeSexMarital statusEthnic originReligious preferenceSexual preferenceDisabilities

Key PointKey Point

Throughout the interview and selectionprocess, it is important to focus on thecompetencies that directly relate to

performing the job.

Steps in the Interview ProcessSteps in the Interview Process

Step 1 – Preparation

Step 2 – Setting the Tone

Step 3 – General Interview Format

Step 4 – Legal and Discriminatory Questions

Step 5 – Closing the Interview

What job seekers say annoys What job seekers say annoys them most about interviewersthem most about interviewers

Acting like they have no time to talk -70%

Withholding information about the position - 57%

Turning the interview into a cross-examination - 51%

Showing up late - 48%Appearing unprepared - 47%USA Today Snapshots, Source: Development Dimensions International/Monster

Worldwide

Key Point: “What about Key Point: “What about my gut feeling?”my gut feeling?”

Your gut feeling plays a role in the decisionmaking process, however, it’s best to use

yourgut feeling at the end of the decision makingprocess after all the relevant facts have

beenassembled.

Chapter 9Chapter 9 Lecture OutlinesLecture Outlines

Human Resource Management

Chapter ObjectivesChapter 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 Chapter Objectives (cont’d)(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: Human Resource Strategy: A People-Centered ApproachA 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.

People-Centered Organizations People-Centered Organizations Enjoy a Competitive AdvantageEnjoy 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 SelectionRecruitment 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.

Copyright © Houghton Mifflin Company. All rights reserved. Lecture Outlines, 9–85

The Selection Process: An The Selection Process: An OverviewOverview

Screening and Selection◦Similar to a hurdle race:

Résumé screening Reference and background checks Psychological tests, physical examinations,

interviews, work-samplingSteps in the PROCEED Model

◦PrepareReviewOrganizeConductEvaluateExchangeDecide

The Selection Process: An Overview The Selection Process: An Overview (cont’d)(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 Equal Employment Opportunity (EEO)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 Implementing an Affirmative Action ProgramAction 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 DiversityToward 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 ADA Policy Guidelines for EmployersEmployers

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 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 Recruitment and Selection (cont’d)(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 Recruitment and Selection (cont’d)(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 AppraisalPerformance 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 Performance Appraisal (cont’d)(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

TrainingTrainingTraining◦Guided experience to change employee

behavior and/or attitudesTraining 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.

Training Training (cont’d)(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 Training: Skill Versus Factual LearningLearning

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 Needed: Training to Discourage Sexual HarassmentSexual 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 HarassmentDiscouraging 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 Discouraging Sexual Harassment (cont’d)(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.

Recruitment, Selection, Recruitment, Selection, & Placement& Placement

The recruitment and The recruitment and selection processselection process

Employment planning and forecasting

Employment planning and forecasting

Recruiting: Build a pool of candidates

Recruiting: Build a pool of candidates

Applicants complete application forms

Applicants complete application forms

Utilize various techniques to identify viable job candidates

Utilize various techniques to identify viable job candidates

Interview final candidates to make final choice

Interview final candidates to make final choice

Recruitment•Recruitment involves searching for and obtaining qualified job candidates in such numbers that the organization can select the most appropriate person to fill its job needs.

•In addition to filling job needs, the recruitment activity should be concerned with satisfying the needs of the job candidates.

•Consequently, recruitment not only attracts individuals to an organization, but also increases the chance of retaining them once they are hired.

Internal Sources and Methods of Recruitment

Sources• promotions• transfers and

relocations• job rotation• rehires and recalls

Methods• job posting• skills

inventories

Job PostingsJob Postings

Job posting: the organization announces position openings through bulletin boards, company publications, and internet/intranet. Some union contracts require job posting to ensure that union members get first choice of new and better positions.

Advantages and Problems with Job Postings

Skills Inventories and HRISSkills Inventories and HRIS

Manual or computerized systematic records listing employees' education, career and development interests, languages, special skills, and so on to be used in forecasting inside candidates for promotion.

HRIS skills inventory should HRIS skills inventory should include:include: Work experience codes: experience within

the company Product knowledge: level of familiarity with

the employer's product lines or services as an indication of where the person might be transferred or promoted.

Industry experience: Formal education: Training courses: Foreign language skills: Relocation limitations: Employee's

willingness to relocate and the locales to which he/ she would prefer to go.

Career interests: Whether the employee's main qualification for the work he or she wants to do is experience, knowledge, or interests.

Performance appraisals:

External Sources and Methods of Recruitment

Sources• employee referral

programs• walk-ins• other companies• employment agencies• temporary help

agencies• trade associations

and unions• schools• foreign nationals

Methods• radio and television• newspapers and

journals• computerized

services• acquisitions and

mergers• work flow

management

Advantages & Disadvantages

of Sources of ApplicantsINTERNAL SOURCES• Advantages

– Morale – Better assessment of

abilities– Lower cost for some jobs– Motivator for good

performance– Have to hire only at entry

level

• Disadvantages– Inbreeding– Possible morale

problems of those not promoted

– political?infighting for promotions

– Requires strong management development program

Advantages & Disadvantages of Sources of Applicants

EXTERNAL SOURCES• Advantages

– new blood,new perspectives

– Cheaper than training a professional

– No group of political supporters in organization already

– May bring competitors,secrets, new insights

– Helps meet equal employment needs

• Disadvantages– May not select

someone who will fit

– May cause morale problems for those internal candidates

– Longer adjustment or orientation time

– May bring in an attitude from pervious Company.

Recruiting Yield Recruiting Yield PyramidPyramid

50

100

150

200

1,200

New hires

Offers made (2:1)

Candidates interviewed (3:2)

Candidates invited (4:3)

Leads generated (6:1)

Succession PlanningSuccession PlanningSuccession planning refers to the plans a company makes to fill its most important executive positions. It includes the following activities:Analysis of the demand for managers and professionals by company level, function, and skill.Audit of existing executives and projection of likely future supply from internal and external sources.Planning of individual career paths based on objective estimates of future needs and drawing on reliable performance appraisals and assessments of potential.

Succession PlanningSuccession Planning Career counseling undertaken in the

context of a realistic understanding of the future needs of the firm, as well as those of the individual.

Accelerated promotions, with development targeted against the future needs of the business.

Performance-related training and development to prepare individuals for future roles as well as current responsibilities.

Planned strategic recruitment not only to fill short-term needs but also to provide people for development to meet future needs.

Management Management Replacement Chart Replacement Chart Showing Showing Development Needs Development Needs of Future Divisional of Future Divisional Vice PresidentVice President

Figure 5–4

Selection and PlacementSelection and PlacementSelection is the process of gathering legally defensible information about job applicants in order to determine who should be hired for long- or short-term positions.Placement is concerned with matching individual skills, knowledge, abilities, preferences, interests, and personality to a job.

Major selection & Placement Major selection & Placement issues issues

How to collect information on How to collect information on job applicantjob applicant 如何蒐集應徵者的相關資如何蒐集應徵者的相關資訊訊How to make selection and How to make selection and placement decisionplacement decision 如何做徵選與分發如何做徵選與分發決策決策How selection can be used to How selection can be used to improve the profitability of the improve the profitability of the companycompany 如何透過徵選來增進公司獲利如何透過徵選來增進公司獲利率率 How selection ties into the How selection ties into the basic philosophy of a companybasic philosophy of a company 如如何連結徵選與公司的基本經營哲學何連結徵選與公司的基本經營哲學

Considerations in the Choice of Selection Techniques

•Predictors–Reliability–Validity

•Criteria•Selection decisions in organizations are generally made on the basis of job applicants' predictor scores on various tests. These tests predict how well applicants, if hired, will perform. •The usefulness of predictors depend on their reliability and validity

Basic Testing Concepts--Basic Testing Concepts--ValidityValidityTest validityTest validity answers the question: "Does this test answers the question: "Does this test measure what it's supposed to measure?” measure what it's supposed to measure?” Whether the performance on the test is a Whether the performance on the test is a valid predictorvalid predictor of subsequent performance on the job? There are two main of subsequent performance on the job? There are two main ways to demonstrate a test's validity, ways to demonstrate a test's validity, criterion validitycriterion validity and and content validity.content validity.Criterion validityCriterion validity -- -- A type of validity based on A type of validity based on showing that scores on the test showing that scores on the test (predictors) (predictors) are related to are related to job performance job performance (criterion).(criterion).Content validityContent validity -- -- A test that is A test that is content valid content valid is one in is one in which the test contains a fair sample of the tasks and skills which the test contains a fair sample of the tasks and skills actually needed for the job in question.actually needed for the job in question.

Validation process Validation process consists of five steps:consists of five steps:• Step 1. Analyze the Job:Step 1. Analyze the Job:

– To define what you mean by "success on the job."

–The standards of success are called criteria.

–You could focus on production-related criteria (quantity, quality, and so on), personnel data (absenteeism, length of service, and so on), or judgments of worker performance by persons like supervisors).

Validation process Validation process consists of five stepsconsists of five steps::• Step 2. Choose Your Tests Step 2. Choose Your Tests ::

– Choose tests that you think measure the attributes (predictors) important for job success.

–This choice is usually based on experience, previous research, and "best guesses."

Validation process Validation process consists of five steps:consists of five steps:

•Step 3.Administer TestStep 3.Administer Test::

–Concurrent validationConcurrent validation: administer the tests to employees presently on the job. You then would compare their test scores with their current performance.

–Predictive validationPredictive validation: the test is administered to applicants before they are hired. After they have been on the job for some time, you measure their performance and compare it to their earlier tests.

Validation process Validation process consists of five steps:consists of five steps:

•Step 4. Relate Test Scores and CriteriaStep 4. Relate Test Scores and Criteria–To determine the statistical relationship between (1) scores on the test and (2) performance through correlation analysis.

•Step 5. Cross-validation and Revalidation.Step 5. Cross-validation and Revalidation.–performing steps 3 and 4 on a new sample of employees

Types of Job Applicant InformationTypes of Job Applicant Information

•Skills, Knowledge, and abilities

•Personality, interests, and preferences

•Other characteristics–licenses required by law.

–Willingness to travel or work split shifts, weekends.

–Uniform requirements

–Tools required on the job and not provided by the employer.

words of wisdom ‘they do psychometric testing. i got in before all that mumbo-jumbo.’ ‘hr...

Documents

selection slide

disability recruitment

effective recruitment

various recruitment

recruitment plans

attraction slide

selection practices

legal context slide