Recruitment and Selection
-
Upload
ashish-singh -
Category
Documents
-
view
249 -
download
3
Transcript of Recruitment and Selection
1
HRM: Recruitment and Selection
Recruitment and Selection Acquiring Staff for the Flexible Firm
2
HRM: Recruitment and Selection
Sample Examination Question
A 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?
3
HRM: Recruitment and Selection
Descriptive-Functional View
• standardisation, risk reduction when filling vacancies• maintaining and delivering a quality service?• strategic, proactive?• prescriptive - model best practice• systematic analysis of requirements: organisational + job levels• transaction processing system: - advertising, applications and
engagement - internal and external markets• ethics and equal opps policies - large + small firms• who does it?• selection methods - reliability, validity and utility (cost effective)• legal constraints and contracts of employment• what could go wrong?
4
HRM: Recruitment and Selection
“I'm from recruitment ....... Here’s what I can do for you”
• vacancy• authorisation to recruit• job/role analysis and specification• agree terms and conditions• sourcing/attracting (target groups) in-house vs. external recruitment, • design and administrate communications (boundary transactions)• recommend and use recruitment methods/techniques• process applications and responses• organisation the "programme"• selection: apply the methods (incidental techniques, questionable cohesion?)• make the decisions and administer the offer• finalise the contract• receive/induct
Specifying the Quality of these Services
5
HRM: Recruitment and Selection
How we recruit and select reflects organisational culture? Presentation of organisational FACE orientation to competitive forces hire and fire versus “we value our staff” the lean, flexible firm - out-sourcing and sub-contracting our “core staff” and our core competencies
Normative view?
6
HRM: Recruitment and Selection
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
7
HRM: Recruitment and Selection
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
8
HRM: Recruitment and Selection
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 Routinise and objectivise the processReduce the risksMaximise predictive power
9
HRM: Recruitment and Selection
Job description - what use?
how can the manager operate effectively if he/she does not understand & cannot define the jobs of their staff?
shared understanding about what the job is reliable, factual definition of scope of job and responsibilities?? useful for organisational design and analysis of change? it helps to minimise conflicts??? reference point for induction, performance assessment & grading a basis for the job advert & recruitment literature indicates competencies required - generic + job specific
Dull, boringOver-bureaucraticOut-of-dateWritten by???Contractual?
"Burn the lot of 'em" Robert Townsend, "Up the Organisation"
10
HRM: Recruitment and Selection
Job analysis products
Job description Title, reporting relationships (up, down, sideways, external) job summary, responsibilities, duties, MbO/R: key result areas, scope
of authority. Position of “organisation chart”. Career/promotion path. working conditions
Competencies specification levels, range of situations, performance indicators, knowledge/wisdom,
experience, skills (psycho-motor, technical, analytical, literary, spoken, numeric, social and emotional), personal orientations and motivators.
Personnel specification (person profile) characteristics of ideal candidate. Essentials - desireables -
disqualifiers Applicant profiles
built up from evidence/data from forms, interviews, other tests, references
11
HRM: Recruitment and Selection
Job Analysis Orange: Label the Key Result Area segments
KRA 1
KRA 2
KRA 3
KRA 4
KRA 5
Now define the key tasks of KRA 5
KT1
KT2 KT3 KT4KT5
12
HRM: Recruitment and Selection
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?Desireable?Disqualifier?
13
HRM: Recruitment and Selection
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!
14
HRM: Recruitment and Selection
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 - suitable for all jobs?
15
HRM: Recruitment and Selection
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/inbreeding?
External - time consuming, uncertain, new blood, socialisation inexpensive, limited choice approaches?
staff recommendation, online 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
16
HRM: Recruitment and Selection
Recruitment Information System
data in/out flows inquiries, application packs (out/in +CVs), requests for references,
security vetting, invitations for interview + joining instructions, offer letters, rejections, contract documentation
sources and sinks candidates, dept. Managers, security, referees, clients
data capture/storage? Find/collate, candidates in progress. Printingvolume, handling, copying & distribution, short-listing, briefing.
use of IT - PC networks, word processing, databases, Intranet/Internet, filtering & co-ordination of selection decision-makers? expenses, agency fees, costing the whole process
17
HRM: Recruitment and Selection
Skeletons in cupboards: References & testimonials
Obligation to provide a reference? Importance/value of references? Reciprocity, validation and reliability. Security Consequences for employee (job, mortgage, bank loan). Organisational policy on giving references? Right to see what is written about you?
18
HRM: Recruitment and Selection
Selection Tests
Application form Biodata analysis Interviews
one-to-one, panel formal and informal settings
References/security screening Ability tests
paper-based, practical/trade, social
Aptitude, intelligence and personality Group methods & assessment centres Work experience/short term contracts Medical
• reliability• validity• utility• acceptability
19
HRM: Recruitment and Selection
The Psychometric-Objective Model
Characterised by Eternal optimism Smoothly administered/programmable Measured, controlled, predictable, systematic search often using
psychometric techniques Match evidence of competences & stable qualities to job demands
Compare with "social process" approach
Interplay between selection events Candidate & selector feelings/responses organisational negotiations and mutual adjustments
20
HRM: Recruitment and Selection
Exchange sufficient & necessary information to decide suitability Social and ritual aspects. Audition. Group/power vetting Candidate asserts abilities & presents experience. Communicate relevant information about job/organisation - objective
& subjective Seduce candidate to become an organisational member Satisfy candidate - give fair opportunity Importance of not over-selling
Why an Interview?
21
HRM: Recruitment and Selection
Interview Strategies
Frank and friendly Problem-solving - “imaging yourself in the job...what would you do
if...? Behavioural event - critical experiences - what, why, how, options,
plans, outcomes Simulate stress. Put on the spot? Validity? Spurious appeal? Strengths and weaknesses of
individual interviews sequential interviews panel interviews
22
HRM: Recruitment and Selection
Reception
Schedule for the day candidates, Cooks Tour, guides & interviewers, domestics & catering receiving applicants site security, car parks travel and subsistence arrangements waiting place
23
HRM: Recruitment and Selection
The GASP Interview
Greeting
Acquiring Information
Supplying Information
Parting
Interviewer Preparation
24
HRM: Recruitment and Selection
Move towards genuine welcome, positive regard Calm, neutral, with no interruptions Put at ease, build and maintain rapport Seating, voice, eye contact, warmth and body posture Preparation and “contract of interest and expectation” Opening conversation CHANGING GEAR - Moving smoothly into main
substance of the interview.
GASP Interview - Greeting
25
HRM: Recruitment and Selection
Listen more - talk less. Ratio % interviewer/interviewee. Objectivity vs. personal preference, stereotyping & early judgement Not adversarial. Halo effects Taking notes (on application form or interview plan) Question strategy (preparation)
Structured conversation open-ended questions, probe and link direct, leading, trick and taboo questions
Emphasise biography and experience, explanation and analysis Mental agility and hypothetical questions Let interview flow but control it: - use space/time Non-verbal signals and skills. Cover key points (interview plan) Summarise periodically and conclude
GASP - Acquiring Information
26
HRM: Recruitment and Selection
Recent and significant past jobs/projects contributions, events/phases, initiatives, products, achievements and
decisions. Evaluation of strengths and gaps
Competence embedded in REAL experience knowledge/understanding, analytical skill, written/numeric, specialist attitudes and values, drives and motivation
Interpersonal relations - the candidate as a person with others Education, training, learning and development Personal and domestic topics - relevance/irrelevant Applicant’s questions about
the organisation and job - current + prospects the terms of employment
GASP - Acquiring Information - the Journey
27
HRM: Recruitment and Selection
GASP - The Good Interviewer
….at times • well-prepared, sharp & in focus, specific & rational• at other times intuitive, picking up nuances and rationalisations• at others stepping back to see the whole interaction, fitting things
together and noting the time left and areas to cover....• Interviewer "genuine regard for the other" helps to relax the
candidate• clear perception
• allows productive silences & easy asking of questions. • counteracts habituated boredom in interviews• intuitive processes as well as the usual thinking, evaluating
ones.
28
HRM: Recruitment and Selection
cutting it short (horns/halo, premature judgement) equal opportunity to all candidates intimation of success/rejection (verbals and non-verbals)? beware misunderstandings over contractual terms. No promises. Communicating a decision
hints to attractive candidates (in a competitive situation) intra-organisational bargaining the decision in writing subject to references
giving career advice to rejected candidates?
GASP Interview: Supplying Information
29
HRM: Recruitment and Selection
Signal closure requires as much skill as opening the interview clarify future steps - the remaining interview schedule verify
dates - holidays and availabilities phone, post
stand up, move, exchange parting courtesies
GASP Interview: Parting
30
HRM: Recruitment and Selection
Anderson and Shackleton, Successful Selection Interviewing, Blackwell, 1993 pp 69
“Utilised 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”
31
HRM: Recruitment and Selection
premature decision Tentative, pre-determined views seldom altered at interview accept/reject within 3-4 min. Gather evidence to confirm first
impression Weak candidates make average candidates look good Unstructured interviews vs impression management and random
selection propositions
interview practice does not improve performance training does
dramatic performance may not reflect job. Interviewee actors. panel interviews - defer to most influential member. Poor
correlation of views when choice is confidential psychometric tests - weak evidence but belief and practice strong. psychometric-objective model vs. social process?
GASP Interview Issues
32
HRM: Recruitment and Selection
Stereotyping
What is it? What form does it take? How and why does it occur? Common stereotypes Positive and negative value? Problems of signs, signifiers, interpretation. Body language. Presentation of self - "Front" - stage and audience What dangers for fairness and equity?
33
HRM: Recruitment and Selection
Assessment Centre Methods
Group work: Problem-solving in team situations, interpersonal skills, listening, thinking
on feet, influencing and coordinating. Realistic/unrealistic scenarios. Organising/prioritising. Emotional resilience.
Competence of observer-testers Presentations:
verbal/non-verbal skills, use of media, presentation content. Analysis - differentiation of higher/lower order issues, ability to construct a case. Influencing and argument. Awareness of wider issues and implications.
Work Demo or Simulation - news reader, drivers, brick-layers, chair meetings, computer programming, counselling, typing/shorthand,
Portfolio Psycho-tests
• reliability• validity• utility• acceptability
34
HRM: Recruitment and Selection
Programme (battery) of different tests Systematic job analysis: performance criteria, skills & behaviours Select valid, reliable, cost effective exercises Validate the exercises on a sample of subjects Train tester-assessors to observe and rate Feedback to candidates Evaluate the techniques and process outcomes
Assessment Centre Programmes
External & internal candidates?Psychometric-objective model vs social process
35
HRM: Recruitment and Selection
Assessment Centres - identifying promotion potential
Superior assessments? High degree of validity? Recognising formal & informal qualities - not all job-related -
required for organisational success Post-assessment centre judgments coloured by knowledge of
individual's performance in the assessment centre Assessment centres define and construct potential > discover it.
36
HRM: Recruitment and Selection
Competitive advantage and core competencies
Skill, capability, competence as "keys" to competitive advantage Job demands arising from performance oriented organisational
change, TQM & IT initiatives Emphasis on managerial competences for performance Communication, leadership, group and decision skills, project
management, entrepreneurship Outward-looking, market-focused, team-oriented Psychometric assessment techniques e.g. tests of cognitive
ability to identify potential
37
HRM: Recruitment and Selection
Intelligence and Aptitude Testing
verbal fluency & comprehension logical & numerical spatial & mechanical memory
Tests for clerical, apprentice & general staff
selection health, fitness, mental agility verbal & numerical problems IT skills honesty, neurosis, tolerance, ethics?
GMATGraduate ManagementAdmissions Test
What employability tests would you use for airline cabin crew?
What is IQ?
38
HRM: Recruitment and Selection
Cattell 16 PF warmth intelligence emotional stability dominance impulsiveness conformity boldness sensitivity
Personality Tests
suspiciousness imagination shrewdness insecurity radicalism self-sufficiency self-discipline tension
Myers-Briggs (Type Indicator)
Introvert Extrovert Intuitive Sensing Feeling Thinking Perceptive Judging
TYPES
• Testing industry - sales + training the testers• Administration? interpretation?• Supplementary information for decision-making?• Predictive value?
39
HRM: Recruitment and Selection
The Decision and Follow-up
Job criteria & information on candidatesReaching a consensus, taking a risk? Letters of
hold rejection the offer (risks and uncertainties)
Contract finalisation & documentationCommencement & induction planOrganisational communications & reassurances
40
HRM: Recruitment and Selection
Evaluation of the Recruitment Process
costs/methods/effort involved by stage DROP-OUT: inquirers applications seen candidates “quality” of short-list per post service indicators & client satisfaction/dissatisfaction in-house process vs. out-sourcing and agencies job criteria vs. criteria used in action added PR value - image projected SURVIVAL: number retained after 6 months recommendations for improvement
Evaluate reliability, validity and utility of methods usedPsychometric-objective model versus social process
41
HRM: Recruitment and Selection
Evaluation of Selection Process
candidate feedback on selection methods & experience observation and incident analysis e.g. re-equal opportunities selector “self-evaluation”? relevance, reliability, validity and utility of selection methods/tests recommendations for improvement