Recruitment, Selection, & Placement

The recruitment and selection The recruitment and selection processprocess

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.

Key Purposes of Recruitment

• 依據人力資源規劃及工作分析的來決定招募需求• 開發有效的招募手法 ; 以最低成本吸引適量的應徵者來

應徵• 淘汰明顯資格不符的候選人以增加徵選的成功率。• 減少新進人員短期離職率• 評估各種招募手段的成效• 與其他ＨＲ及經理人合作開發一系統性及整合的招募方式。• 發展符合法律規範、社會期望及企業倫理的招募方式

Internal Sources and Methods of Recruitment

Sources• promotions

• transfers and relocations

• job rotation

• rehires and recalls

Methods• job posting

• skills inventories

Job 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 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 Applicants

INTERNAL 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 PyramidRecruiting Yield Pyramid

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 Replacement Chart

Showing Development Needs of Future

Divisional Vice 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 job applicantHow to collect information on job applicant如何蒐集應徵者的相關資訊如何蒐集應徵者的相關資訊How to make selection and placement deciHow to make selection and placement decisionsion如何做徵選與分發決策如何做徵選與分發決策How selection can be used to improve the How selection can be used to improve the profitability of the companyprofitability of the company如何透過徵選來增如何透過徵選來增進公司獲利率進公司獲利率 How selection ties into the basic philosopHow selection ties into the basic philosophy of a companyhy of a company如何連結徵選與公司的基本經如何連結徵選與公司的基本經營哲學營哲學

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

What are Disney World’s 40 What are Disney World’s 40 Interviewers most interested in?Interviewers most interested in?

•Not cognitive ability. Only applicants seeking a job that involves handling cash take a simple math test. “We are looking for personality. We can train for skills. We want people who are enthusiastic, who have pride in their work, who can take charge of a situation without supervision.”•Q: What kind of employee “attitudes” or “values” is required by your organization?

What are you looking for?What are you looking for? •Bill Gates has been quoted as looking for four essential qualities in new hires: ambition, IQ, technical experience, and business judgment, with IQ most important.•At Lincoln Electric, hiring is done very carefully because employees are expected to make a life-time commitment to the company. Lincoln selects for both the desire to succeed and the capacity for growth. •Q: What are the most important qualities in your organization?

Obtaining the informationObtaining the information

•ApplicationApplication

•InterviewsInterviews

•Written testWritten test

•Reference verificationReference verification

•Other testOther test

Biographical information blank aBiographical information blank and biodata test nd biodata test

•Biodata tests Biodata tests are records of past achievements are records of past achievements and activities such as what you did in high school.and activities such as what you did in high school.

Datemonth &

yearName & Adress of

EmployerTEL no. May

we call? Salary Position

Reasonfor

leaving

Work Samples and SimulationsWork Samples and Simulations•Also called performance teststest the ability to do something rather than the ability to know something.•The basic procedure of work sample tests is to choose several tasks crucial to performing the job in question and test applicants on each. Their performance on each task is monitored by an observer who indicates on a checklist how well the applicant performs that tasks. •EX)組裝電腦

Management Assessment CentersManagement Assessment Centers•In a two- to three-day management assessment center 6 to 12 management candidates perform realistic management tasks (like making presentations) under the observation of expert appraisers; each candidate’s management potential is thereby assessed or appraised.

Management Assessment CentersManagement Assessment Centers•In-basket exercise•Realistic situations and problems encountered on the job are written on individual sheets of paper and set in the in-basket. The applicant is then asked to arrange the papers by priority.

•Occasionally, the applicant may need to write an action response. The problems or situations described to the applicant involve different groups of people--peers, subordinates, and those outside the organization.

•The applicant is usually given a set time limit to take the test and is often interrupted by phone calls meant to create more

tension and pressure.

Management Assessment CentersManagement Assessment Centers•The leaderless group discussion. •A leaderless group is given a discussion question and told to arrive at a group decision. The raters then evaluate each group member's interpersonal skills, acceptance by the group, leadership ability, and individual influence.

Management Assessment CentersManagement Assessment Centers•Management games.

– Participants engage in realistic problem solving, usually as members of two or more simulated companies that are competing in the marketplace.

•Individual presentations

•Objective tests.

–All types of paper-and-pencil tests of personality, mental ability, interests, and achievements might also be a part of an assessment center.

•The interview.

–The participants’ current interests, background, past performance, and motivation are assessed.

Validity of Various Selection DevicesValidity of Various Selection DevicesPREDICTOR VALIDITY

Cognitive Ability and Special Aptitude ModeratePersonality LowInterest LowPhysical Ability Moderate-HighBiographical Information ModerateInterviews LowWork Samples HighSeniority LowPeer Evaluations HighReference Checks LowAcademic Performance LowSelf-Assessments ModerateAssessment Centers High