8/21/2019 HRM Week 8 2011.03.01 BB
http://slidepdf.com/reader/full/hrm-week-8-20110301-bb 1/142
College of Public Health
HSRA 841/CPH 562
Public Human Resources Management
Spring 2011
8/21/2019 HRM Week 8 2011.03.01 BB
http://slidepdf.com/reader/full/hrm-week-8-20110301-bb 2/142
HSRA 841/CPH 562
Public Human Resources Management
March 1, 2011
Recruitment, Selection
andRetention
Nizar Wehbi, MD, MPH, MBA
8/21/2019 HRM Week 8 2011.03.01 BB
http://slidepdf.com/reader/full/hrm-week-8-20110301-bb 3/142
Objectives
Understand the recruitment and selection
processes
Advantages and disadvantages of internal and
external recruitments Understand the concept and importance of
―cultural fit‖ in the recruitment process
Understand the high cost of recruiting and
training and the significance of retention
8/21/2019 HRM Week 8 2011.03.01 BB
http://slidepdf.com/reader/full/hrm-week-8-20110301-bb 4/142
Recruitment
8/21/2019 HRM Week 8 2011.03.01 BB
http://slidepdf.com/reader/full/hrm-week-8-20110301-bb 5/142
Recruitment
Process of attracting
individuals on a timely basis,
in sufficient numbers, with
appropriate qualifications, and
encouraging them to apply for
jobs with an organization
Mondy, Human Resource Management, 11th ed, 2010. Prentice Hall.
8/21/2019 HRM Week 8 2011.03.01 BB
http://slidepdf.com/reader/full/hrm-week-8-20110301-bb 6/142
Alternatives to Recruitment
Outsourcing
Contingent Workers
Professional EmployerOrganizations (EmployeeLeasing)
Overtime
Mondy, Human Resource Management, 11th ed, 2010. Prentice Hall.
8/21/2019 HRM Week 8 2011.03.01 BB
http://slidepdf.com/reader/full/hrm-week-8-20110301-bb 7/142
Outsourcing
Transfers responsibility to
an external provider
Provides greater efficiencyand effectiveness
Loss of control andoversight
8/21/2019 HRM Week 8 2011.03.01 BB
http://slidepdf.com/reader/full/hrm-week-8-20110301-bb 8/142
Contingent Workers
Part-timers, temporaries, and
independent contractors
Human equivalents of just-in-time
inventory
Total cost of a permanent employee
is about 30 - 40% above gross pay
Mondy, Human Resource Management, 11th ed, 2010. Prentice Hall.
8/21/2019 HRM Week 8 2011.03.01 BB
http://slidepdf.com/reader/full/hrm-week-8-20110301-bb 9/142
Bureau of Labor Statistics Definition
Two groups:
1. Independent contractors and on-call
workers, who work only when needed
- consisted of 14.8 million workers, or
10.7% of workforce
2. Temporary or short-term workers,
which BLS calls contingent - totaled
5.7 million or 4.1% of workforce
Mondy, Human Resource Management, 11th ed, 2010. Prentice Hall.
8/21/2019 HRM Week 8 2011.03.01 BB
http://slidepdf.com/reader/full/hrm-week-8-20110301-bb 10/142
Professional Employer Organizations -
Employee Leasing
Company that leases employees to other
businesses
When decision is made to use PEO,company releases its employees who are
then hired by PEO
With PEO, leasing company is employees‘
legal employer
Mondy, Human Resource Management, 11th ed, 2010. Prentice Hall.
8/21/2019 HRM Week 8 2011.03.01 BB
http://slidepdf.com/reader/full/hrm-week-8-20110301-bb 11/142
Overtime
Most commonly usedmethod of meeting short-term fluctuations in workvolume
Employer avoidsrecruitment, selection, andtraining costs
Employees gain from
increased income Potential problems
Mondy, Human Resource Management, 11th ed, 2010. Prentice Hall.
8/21/2019 HRM Week 8 2011.03.01 BB
http://slidepdf.com/reader/full/hrm-week-8-20110301-bb 12/142
RECRUITMENT PROCESS
External Environment
Internal Environment
Human Resource Planning
Alternatives to Recruitment
Employee Requisition
Internal Sources
Internal Methods
External Sources
External Methods
Recruited Individuals
Mondy, Human Resource Management, 11th ed, 2010. Prentice Hall.
8/21/2019 HRM Week 8 2011.03.01 BB
http://slidepdf.com/reader/full/hrm-week-8-20110301-bb 13/142
Employee Requisition
Recruitment begins when a
manager initiates employee
requisition
Document specifies job title,
department, date employee is
needed for work, and other
details
Mondy, Human Resource Management, 11th ed, 2010. Prentice Hall.
8/21/2019 HRM Week 8 2011.03.01 BB
http://slidepdf.com/reader/full/hrm-week-8-20110301-bb 14/142
Recruitment Sources and Methods
Recruitment sources: Place where
qualified individuals are found
Recruitment methods: Means bywhich potential employees can be
attracted to firm
Mondy, Human Resource Management, 11th ed, 2010. Prentice Hall.
8/21/2019 HRM Week 8 2011.03.01 BB
http://slidepdf.com/reader/full/hrm-week-8-20110301-bb 15/142
Internal Recruitment Methods
Employee databases
Job Posting
Job Bidding Internet
Intranet
Company‘s Online Newsletter
Mondy, Human Resource Management, 11th ed, 2010. Prentice Hall.
8/21/2019 HRM Week 8 2011.03.01 BB
http://slidepdf.com/reader/full/hrm-week-8-20110301-bb 16/142
Promotion from Within (PFW)
Policy of filling vacancies above entry-level
positions with current employees
Workers have incentive to strive for
advancement
Organization usually well aware of
employees‘ capabilities
Good goal would be to fill 80% of openingsabove entry-level positions from within
Mondy, Human Resource Management, 11th ed, 2010. Prentice Hall.
8/21/2019 HRM Week 8 2011.03.01 BB
http://slidepdf.com/reader/full/hrm-week-8-20110301-bb 17/142
Recruiting Talent Internally
Advantages of a promotion-from-withinpolicy:
Capitalizes on past investments (recruiting,
selecting, training, and developing) in current
employees. Rewards past performance and encourages
continued commitment to the organization.
Motivator for employees.
Fosters advancement of members of protected
classes within an organization.
Reinforces job security
Bohlander, Managing Human Resources, 15th ed, 2010 South-Western
8/21/2019 HRM Week 8 2011.03.01 BB
http://slidepdf.com/reader/full/hrm-week-8-20110301-bb 18/142
Recruiting Talent Internally (cont’d)
Disadvantages of a promotion-from-withinpolicy: Current employees may lack the knowledge,
experience or skills needed for placement in the
vacant/new position. Peter Principle: Promotion without requisite skills
and training
Morale problems among those not selected
Ripple effect of vacancies need to be filled
The hazards of inbreeding of ideas and attitudes(―employee cloning‖) increase when no outsidersare considered for hiring.
Bohlander, Managing Human Resources, 15th ed, 2010 South-Western
8/21/2019 HRM Week 8 2011.03.01 BB
http://slidepdf.com/reader/full/hrm-week-8-20110301-bb 19/142
Methods for Identifying Qualified Candidates
Inventorying Management Talent Information systems containing skills inventories
of employees that can be used:
To screen candidates for an internal job
opening
To predict career paths
To support succession planning
Job Posting and Bidding Posting vacancy notices and maintaining lists of
employees looking for upgraded positions.
Bohlander, Managing Human Resources, 15th ed, 2010 South-Western
8/21/2019 HRM Week 8 2011.03.01 BB
http://slidepdf.com/reader/full/hrm-week-8-20110301-bb 20/142
HRIS Applications
Gomez-Mejia, Managing Human Resources, 6th ed, 2010. Prentice Hall.
8/21/2019 HRM Week 8 2011.03.01 BB
http://slidepdf.com/reader/full/hrm-week-8-20110301-bb 21/142
Identifying Talent through Performance
Appraisals
Managers are concerned about the actual
current performance and potential
performance of employees.
9-box Grid A comparative diagram that includes appraisal
and assessment data to allow managers to
easily see an employee‘s actual and potential
performance.
Bohlander, Managing Human Resources, 15th ed, 2010 South-Western
8/21/2019 HRM Week 8 2011.03.01 BB
http://slidepdf.com/reader/full/hrm-week-8-20110301-bb 22/142
Bohlander, Managing Human Resources, 15th ed, 2010 South-Western
9-Box Grid
8/21/2019 HRM Week 8 2011.03.01 BB
http://slidepdf.com/reader/full/hrm-week-8-20110301-bb 23/142
Job Posting and Job Bidding
Job Posting - Procedure to
inform employees that job
openings exists
Job Bidding - Permit
individuals in organization
who believe they possess
required qualifications toapply for posted job
Mondy, Human Resource Management, 11th ed, 2010. Prentice Hall.
8/21/2019 HRM Week 8 2011.03.01 BB
http://slidepdf.com/reader/full/hrm-week-8-20110301-bb 24/142
Employee Referrals
Number one way people find a job
Referrals better qualified andstay on job longer
Recruit new hires throughemployee-referral incentiveprograms
Employee enlistment - Unique
form of employee referral whereevery employee becomes acompany recruiter
Mondy, Human Resource Management, 11th ed, 2010. Prentice Hall.
8/21/2019 HRM Week 8 2011.03.01 BB
http://slidepdf.com/reader/full/hrm-week-8-20110301-bb 25/142
8/21/2019 HRM Week 8 2011.03.01 BB
http://slidepdf.com/reader/full/hrm-week-8-20110301-bb 26/142
Why External Recruitment
Is Needed
Fill entry-level jobs
Acquire skills not possessed
by current employees
Obtain employees with
different backgrounds to
provide diversity of ideas
Mondy, Human Resource Management, 11th ed, 2010. Prentice Hall.
8/21/2019 HRM Week 8 2011.03.01 BB
http://slidepdf.com/reader/full/hrm-week-8-20110301-bb 27/142
External Recruitment Sources
High Schools and Vocational Schools
Community Colleges
Colleges and Universities
Competitors in the Labor Market
Former Employees
Military Personnel
Mondy, Human Resource Management, 11th ed, 2010. Prentice Hall.
8/21/2019 HRM Week 8 2011.03.01 BB
http://slidepdf.com/reader/full/hrm-week-8-20110301-bb 28/142
External Recruitment Sources
Advantages
Brings new ideas to the organization
May be less expensive than training
internal candidates
No dysfunctional relationships
Fried, Human Resource in Healthcare, 3rd ed, 2008. HAP.
8/21/2019 HRM Week 8 2011.03.01 BB
http://slidepdf.com/reader/full/hrm-week-8-20110301-bb 29/142
External Recruitment Sources
Disadvantages
Might lack cultural fit
Cause morale problems among internal
candidates
Require longer time for adjustment
Uncertainty of their skills and abilities
Fried, Human Resource in Healthcare, 3rd ed, 2008. HAP.
8/21/2019 HRM Week 8 2011.03.01 BB
http://slidepdf.com/reader/full/hrm-week-8-20110301-bb 30/142
Colleges and Universities
Professional, technical,
and management
employeesPlacement directors,
faculty, and
administrators
8/21/2019 HRM Week 8 2011.03.01 BB
http://slidepdf.com/reader/full/hrm-week-8-20110301-bb 31/142
Competitors in the Labor Market
When recent experience is needed,
competitors in same industry or
geographic area are important sources
Smaller firms look for employees trainedby larger organizations
Poaching - Process of actively recruiting
employees from competitors
Mondy, Human Resource Management, 11th ed, 2010. Prentice Hall.
8/21/2019 HRM Week 8 2011.03.01 BB
http://slidepdf.com/reader/full/hrm-week-8-20110301-bb 32/142
Former Employees
In past, punished with no-
return policies
Smart employers try to gettheir best ex-employees to
come back.
Also called boomeranging
Mondy, Human Resource Management, 11th ed, 2010. Prentice Hall.
8/21/2019 HRM Week 8 2011.03.01 BB
http://slidepdf.com/reader/full/hrm-week-8-20110301-bb 33/142
Unemployed
Qualified applicants becomeunemployed every day
Companies go out of business
Cut back operations
Merge with other firms
Employees are fired
Mondy, Human Resource Management, 11th ed, 2010. Prentice Hall.
8/21/2019 HRM Week 8 2011.03.01 BB
http://slidepdf.com/reader/full/hrm-week-8-20110301-bb 34/142
Military Personnel
Proven work history -
flexible, motivated, drug
free
Goal and team
orientation
Mondy, Human Resource Management, 11th ed, 2010. Prentice Hall.
8/21/2019 HRM Week 8 2011.03.01 BB
http://slidepdf.com/reader/full/hrm-week-8-20110301-bb 35/142
Self-Employed Workers
Technical
Professional
Administrative
Entrepreneurial
Mondy, Human Resource Management, 11th ed, 2010. Prentice Hall.
8/21/2019 HRM Week 8 2011.03.01 BB
http://slidepdf.com/reader/full/hrm-week-8-20110301-bb 36/142
Online Recruitment
Perhaps biggest change in
way that organizations
recruit
Revolutionized waycompanies recruit
employees and job
seekers search and applyfor jobs
Mondy, Human Resource Management, 11th ed, 2010. Prentice Hall.
8/21/2019 HRM Week 8 2011.03.01 BB
http://slidepdf.com/reader/full/hrm-week-8-20110301-bb 37/142
Advantages of Online Recruiting
Costs less because online advertising lessexpensive
Easy to post ad and responses arrive faster andoften in greater quantity
Tasks of contacting candidates and processingrésumés can be computerized
Permits organization to search for wider range ofapplicants
Recruiting cycle time is shortened
Mondy, Human Resource Management, 11th ed, 2010. Prentice Hall.
8/21/2019 HRM Week 8 2011.03.01 BB
http://slidepdf.com/reader/full/hrm-week-8-20110301-bb 38/142
Disadvantages of Online Recruiting
Processes must be in place to filter
out those who do not meet minimum
qualifications
Competition for qualified employees
from small and medium, as well as
global, companiesConfidentiality could be a problem
Mondy, Human Resource Management, 11th ed, 2010. Prentice Hall.
8/21/2019 HRM Week 8 2011.03.01 BB
http://slidepdf.com/reader/full/hrm-week-8-20110301-bb 39/142
Traditional External Recruitment Methods
Media Advertising
Employment Agencies -
Private and Public
Recruiters
Job Fairs
Internships
Executive Search Firms
Professional Associations
Unsolicited Applicants
Open Houses
Event Recruiting
Sign-on Bonuses
Employee Referrals
Educational institutions
8/21/2019 HRM Week 8 2011.03.01 BB
http://slidepdf.com/reader/full/hrm-week-8-20110301-bb 40/142
Media Advertising
Communicates employment needs
through media such as radio, newspaper,
television, and industry publications
Previous experience with various mediasuggest the approach taken
Use of newspaper advertising has
declined because of online recruiting
Mondy, Human Resource Management, 11th ed, 2010. Prentice Hall.
8/21/2019 HRM Week 8 2011.03.01 BB
http://slidepdf.com/reader/full/hrm-week-8-20110301-bb 41/142
Employment Agencies –
Public and Private
Organization that helps recruit employeesand at same time aids individuals in attemptsto locate jobs
Private agencies (often called head-hunters ) – Best known for recruiting white-collaremployees, healthcare professional,executives
Public agencies – Operated by each state,receive policy direction from U.S.Employment Service
Mondy, Human Resource Management, 11th ed, 2010. Prentice Hall.
8/21/2019 HRM Week 8 2011.03.01 BB
http://slidepdf.com/reader/full/hrm-week-8-20110301-bb 42/142
Job Fairs
Recruiting methodengaged in by single
employer or group of
employers to attract largenumber of applicants to
one location for interviews
Opportunity to meet largenumber of candidates in
short time
Mondy, Human Resource Management, 11th ed, 2010. Prentice Hall.
8/21/2019 HRM Week 8 2011.03.01 BB
http://slidepdf.com/reader/full/hrm-week-8-20110301-bb 43/142
Internships
Places student in a temporary job
No obligation to hire student
permanently or for student to accept
permanent position
Typically temporary job for summer
or part-time job during school year
Students bridge gap from theory to
practice
Mondy, Human Resource Management, 11th ed, 2010. Prentice Hall.
8/21/2019 HRM Week 8 2011.03.01 BB
http://slidepdf.com/reader/full/hrm-week-8-20110301-bb 44/142
Executive Search Firms
Locate experienced professionals
and executives
Need specific types of individuals
Contingency search firms - Receive
fees only upon successful placement
Retained search firms - Serve as
consultants to clients on exclusivecontract basis
Mondy, Human Resource Management, 11th ed, 2010. Prentice Hall.
8/21/2019 HRM Week 8 2011.03.01 BB
http://slidepdf.com/reader/full/hrm-week-8-20110301-bb 45/142
Sign-On Bonuses
8/21/2019 HRM Week 8 2011.03.01 BB
http://slidepdf.com/reader/full/hrm-week-8-20110301-bb 46/142
Discussion
8/21/2019 HRM Week 8 2011.03.01 BB
http://slidepdf.com/reader/full/hrm-week-8-20110301-bb 47/142
Selection
8/21/2019 HRM Week 8 2011.03.01 BB
http://slidepdf.com/reader/full/hrm-week-8-20110301-bb 48/142
Selection
Process of choosing from group ofapplicants the individual best suited for
particular position and organization
Goal of selection process is to properly
match people with jobs and organization Selecting wrong person for any job can be
costly
Costs an average of 2.5 times individual‘ssalary to replace an employee who does
not work out
Mondy, Human Resource Management, 11th ed, 2010. Prentice Hall.
The Goal of Selection: Maximize “Hits”
8/21/2019 HRM Week 8 2011.03.01 BB
http://slidepdf.com/reader/full/hrm-week-8-20110301-bb 49/142
Bohlander, Managing Human Resources, 15th ed, 2010 South-Western
The Goal of Selection: Maximize “Hits”
8/21/2019 HRM Week 8 2011.03.01 BB
http://slidepdf.com/reader/full/hrm-week-8-20110301-bb 50/142
Environmental Factors Affecting the
Selection Process
Other HR functions
Legal considerations
Decision-making speedOrganizational hierarchy
Applicant pool
Type of organizationProbationary period
Mondy, Human Resource Management, 11th ed, 2010. Prentice Hall.
8/21/2019 HRM Week 8 2011.03.01 BB
http://slidepdf.com/reader/full/hrm-week-8-20110301-bb 51/142
Legal Considerations
Human resource management is
greatly influenced by legislation,
executive orders, and court decisions
Guiding principle - Why am I asking
this question?
If information is job related, asking for
the information is usually appropriate
Mondy, Human Resource Management, 11th ed, 2010. Prentice Hall.
8/21/2019 HRM Week 8 2011.03.01 BB
http://slidepdf.com/reader/full/hrm-week-8-20110301-bb 52/142
Speed of Decision Making
Time available to
make selection
decision can have
major effect on
selection process
Mondy, Human Resource Management, 11th ed, 2010. Prentice Hall.
8/21/2019 HRM Week 8 2011.03.01 BB
http://slidepdf.com/reader/full/hrm-week-8-20110301-bb 53/142
Organizational Hierarchy
Different approaches to
selection are generally
taken for filling positionsat different levels in
organization
Executive vs. clerical
Mondy, Human Resource Management, 11th ed, 2010. Prentice Hall.
8/21/2019 HRM Week 8 2011.03.01 BB
http://slidepdf.com/reader/full/hrm-week-8-20110301-bb 54/142
Organizational Hierarchy (Cont.)
Extensive background checks and
multiple interviews would most likely
apply for executive position
An applicant for clerical position
would probably take word processing
test and perhaps have short
employment interview
Mondy, Human Resource Management, 11th ed, 2010. Prentice Hall.
8/21/2019 HRM Week 8 2011.03.01 BB
http://slidepdf.com/reader/full/hrm-week-8-20110301-bb 55/142
Applicant Pool
Number of qualified applicants
recruited for a particular job
Mondy, Human Resource Management, 11th ed, 2010. Prentice Hall.
8/21/2019 HRM Week 8 2011.03.01 BB
http://slidepdf.com/reader/full/hrm-week-8-20110301-bb 56/142
Selection Ratio
Number of people hired for a particular
job compared to number of individuals
in applicant pool
Selection ratio of 0.10 indicates that
there were 10 qualified applicants for
an open position
Mondy, Human Resource Management, 11th ed, 2010. Prentice Hall.
8/21/2019 HRM Week 8 2011.03.01 BB
http://slidepdf.com/reader/full/hrm-week-8-20110301-bb 57/142
Type of Organization
Prospective employees in private sector
screened with regard to how they can help
achieve organizational goals
Government civil service systems identifyqualified applicants through competitive
examinations
Individuals considered for positions in not-
for-profit organizations must be qualifiedand dedicated to work
Mondy, Human Resource Management, 11th ed, 2010. Prentice Hall.
8/21/2019 HRM Week 8 2011.03.01 BB
http://slidepdf.com/reader/full/hrm-week-8-20110301-bb 58/142
Probationary Period
Period that permits evaluating
employee‘s ability based upon
performance
May be a substitute for certainphases of the selection process
Job related
Mondy, Human Resource Management, 11th ed, 2010. Prentice Hall.
The Selection Process
8/21/2019 HRM Week 8 2011.03.01 BB
http://slidepdf.com/reader/full/hrm-week-8-20110301-bb 59/142
External Environment
Internal Environment
Selection Tests
Preliminary Interview
Employment Interviews
Pre-Employment Screening: Backgroundand Reference Checks
Selection Decision
Physical Examination
New Employee
Recruited Candidate
R e j e c t e d A p p l i c a n t s
Review of Applications and Résumés
Mondy, Human Resource Management, 11th ed, 2010. Prentice Hall.
8/21/2019 HRM Week 8 2011.03.01 BB
http://slidepdf.com/reader/full/hrm-week-8-20110301-bb 60/142
Preliminary Interview
Removes obviously unqualified
individuals
Positive benefits - Applicant maybe qualified for another position in
the organization
Mondy, Human Resource Management, 11th ed, 2010. Prentice Hall.
8/21/2019 HRM Week 8 2011.03.01 BB
http://slidepdf.com/reader/full/hrm-week-8-20110301-bb 61/142
Preliminary Interview - Telephone Interview
Narrow pool of applicants before
formal face-to-face interview
Cut down on wasted time and effort
Lacks advantages of face-to-face
contact
Mondy, Human Resource Management, 11th ed, 2010. Prentice Hall.
8/21/2019 HRM Week 8 2011.03.01 BB
http://slidepdf.com/reader/full/hrm-week-8-20110301-bb 62/142
Review of Applications
Application form must reflect not only
firm‘s informational needs, but also
EEO requirements.
Essential information is included and
presented in standardized format.
May vary by organization and even by
job type within organization
Mondy, Human Resource Management, 11th ed, 2010. Prentice Hall.
8/21/2019 HRM Week 8 2011.03.01 BB
http://slidepdf.com/reader/full/hrm-week-8-20110301-bb 63/142
Preprinted Statements on Application Form
Certifies that informationprovided on form is accurateand true
Should state position isemployment at will
Gives permission to have
background and referenceschecked
Mondy, Human Resource Management, 11th ed, 2010. Prentice Hall.
8/21/2019 HRM Week 8 2011.03.01 BB
http://slidepdf.com/reader/full/hrm-week-8-20110301-bb 64/142
Review of Résumés
Résumé - Goal-directed summary ofexperience, education, and trainingdeveloped for use in selection process
Professional/managerial applicants often
begin selection process by submittingrésumé
Includes career objective for specificposition
All-important concept of relevancy
Mondy, Human Resource Management, 11th ed, 2010. Prentice Hall.
8/21/2019 HRM Week 8 2011.03.01 BB
http://slidepdf.com/reader/full/hrm-week-8-20110301-bb 65/142
Sending Résumés via the Internet
Most large organizations now
use automated tracking
systems
Résumés deviating fromassumed style are ignored
Résumé should be as
computer/scanner friendly aspossible
Mondy, Human Resource Management, 11th ed, 2010. Prentice Hall.
8/21/2019 HRM Week 8 2011.03.01 BB
http://slidepdf.com/reader/full/hrm-week-8-20110301-bb 66/142
Keyword Résumé
Keywords - Words or phrases used to
search databases
Keyword résumé - Adequate
description of job seeker‘s
characteristics and industry-specific
experience presented in keyword terms
to accommodate the computer searchprocess
Mondy, Human Resource Management, 11th ed, 2010. Prentice Hall.
8/21/2019 HRM Week 8 2011.03.01 BB
http://slidepdf.com/reader/full/hrm-week-8-20110301-bb 67/142
Administration of Selection Tests
Advantages
Potential Problems using
Selection Tests
Characteristics of Properly
Designed Selection Tests
8/21/2019 HRM Week 8 2011.03.01 BB
http://slidepdf.com/reader/full/hrm-week-8-20110301-bb 68/142
Advantages of Selection Tests
Reliable and accurate means of
selecting qualified candidates
Cost small in comparison
Identify attitudes and job-related skills
that interviews cannot recognize
Mondy, Human Resource Management, 11th ed, 2010. Prentice Hall.
8/21/2019 HRM Week 8 2011.03.01 BB
http://slidepdf.com/reader/full/hrm-week-8-20110301-bb 69/142
Potential Problems Using Selection Tests
Can do versus
Will do
Legal liabilities
Test anxiety
Mondy, Human Resource Management, 11th ed, 2010. Prentice Hall.
Characteristics of Properly Designed Selection
8/21/2019 HRM Week 8 2011.03.01 BB
http://slidepdf.com/reader/full/hrm-week-8-20110301-bb 70/142
Characteristics of Properly Designed Selection
Tests
Standardization - Uniformity ofprocedures and conditions ofadministering test
Objectivity - Everyone scoring a testobtains same results
Norms - Frame of reference for
comparing applicant's performancewith that of others
Mondy, Human Resource Management, 11th ed, 2010. Prentice Hall.
Characteristics of Properly Designed Selection
8/21/2019 HRM Week 8 2011.03.01 BB
http://slidepdf.com/reader/full/hrm-week-8-20110301-bb 71/142
Characteristics of Properly Designed Selection
Tests (Cont.)
Reliability - Provides consistent results
Validity - Measures what it is supposed
to measure (Basic Requirement)
Requirement for Job Relatedness - Test
must work without having adverse
impact on minorities, females, andindividuals with backgrounds or
characteristics protected under law
Mondy, Human Resource Management, 11th ed, 2010. Prentice Hall.
8/21/2019 HRM Week 8 2011.03.01 BB
http://slidepdf.com/reader/full/hrm-week-8-20110301-bb 72/142
Types of Employment Tests
Cognitive aptitude
Job knowledge
Work sample (simulation)
Vocational interests
Personality
Mondy, Human Resource Management, 11th ed, 2010. Prentice Hall.
8/21/2019 HRM Week 8 2011.03.01 BB
http://slidepdf.com/reader/full/hrm-week-8-20110301-bb 73/142
Cognitive Aptitude Tests
Measures individual‘s
ability to learn, as
well as to perform a job
e.g. IntelligenceTests.
Mondy, Human Resource Management, 11th ed, 2010. Prentice Hall.
8/21/2019 HRM Week 8 2011.03.01 BB
http://slidepdf.com/reader/full/hrm-week-8-20110301-bb 74/142
Job Knowledge Tests
Measure candidate's knowledge of
duties of position for which he orshe is applying
Are commercially available
Mondy, Human Resource Management, 11th ed, 2010. Prentice Hall.
8/21/2019 HRM Week 8 2011.03.01 BB
http://slidepdf.com/reader/full/hrm-week-8-20110301-bb 75/142
Work Sample
Tests requiring applicant to performtask or set of tasks representative of
job
Such tests by their nature are jobrelated
Produces high validity, reduces
adverse impact, and is more
acceptable to applicants
Mondy, Human Resource Management, 11th ed, 2010. Prentice Hall.
8/21/2019 HRM Week 8 2011.03.01 BB
http://slidepdf.com/reader/full/hrm-week-8-20110301-bb 76/142
Personality Tests
Traits
Temperaments
Dispositions
Myers Briggs
8/21/2019 HRM Week 8 2011.03.01 BB
http://slidepdf.com/reader/full/hrm-week-8-20110301-bb 77/142
Online Testing
Increasinglybeing used to
test skillsrequired byapplicants
Mondy, Human Resource Management, 11th ed, 2010. Prentice Hall.
8/21/2019 HRM Week 8 2011.03.01 BB
http://slidepdf.com/reader/full/hrm-week-8-20110301-bb 78/142
Employment Interview
Goal-oriented conversation whereinterviewer and applicant exchange
information
Continues to be primary method used
to evaluate applicants
At this point, candidates appear to be
qualified
Mondy, Human Resource Management, 11th ed, 2010. Prentice Hall.
8/21/2019 HRM Week 8 2011.03.01 BB
http://slidepdf.com/reader/full/hrm-week-8-20110301-bb 79/142
Interview Planning
Compare applicant‘s application andrésumé with job requirements
Develop questions related to qualitiessought
Prepare step-by-step plan to presentposition, company, division, anddepartment
Determine how to ask for examples of past job-related applicant behaviors
Mondy, Human Resource Management, 11th ed, 2010. Prentice Hall.
8/21/2019 HRM Week 8 2011.03.01 BB
http://slidepdf.com/reader/full/hrm-week-8-20110301-bb 80/142
Content of the Interview
Occupational experience
Academic achievement
Interpersonal skills
Personal qualities
Organizational fit
Mondy, Human Resource Management, 11th ed, 2010. Prentice Hall.
8/21/2019 HRM Week 8 2011.03.01 BB
http://slidepdf.com/reader/full/hrm-week-8-20110301-bb 81/142
Organizational Fit
Management‘s perception of degree
to which prospective employee will
fit firm‘s culture or value systemEmployees also should consider
organizational fit when debating
whether or not to accept a job offer
Mondy, Human Resource Management, 11th ed, 2010. Prentice Hall.
8/21/2019 HRM Week 8 2011.03.01 BB
http://slidepdf.com/reader/full/hrm-week-8-20110301-bb 82/142
Candidate’s Role and Expectations
While interviewer
provides information
about company, it isimportant for applicants
to do their homework
Mondy, Human Resource Management, 11th ed, 2010. Prentice Hall.
T f I t i
8/21/2019 HRM Week 8 2011.03.01 BB
http://slidepdf.com/reader/full/hrm-week-8-20110301-bb 83/142
Types of Interviews
U t t d I t i
8/21/2019 HRM Week 8 2011.03.01 BB
http://slidepdf.com/reader/full/hrm-week-8-20110301-bb 84/142
Unstructured Interview
Asks probing, open-ended questions Encourages applicant to do much of the
talking
Often time consuming
Potential legal woes
Subjective
Different questions for different
applicants
U t t d I t i E l
8/21/2019 HRM Week 8 2011.03.01 BB
http://slidepdf.com/reader/full/hrm-week-8-20110301-bb 85/142
Unstructured Interview Examples
Tell me about yourself.
What is your greatest strength?
What is your greatest weakness?
How will our company benefit by
having you as an employee?
Mondy, Human Resource Management, 11th ed, 2010. Prentice Hall.
St t d I t i
8/21/2019 HRM Week 8 2011.03.01 BB
http://slidepdf.com/reader/full/hrm-week-8-20110301-bb 86/142
Structured Interview
Series of job-related questions
asked of each applicant for
particular job
Increases reliability and accuracy
by reducing subjectivity and
inconsistency of unstructured
interviews
Mondy, Human Resource Management, 11th ed, 2010. Prentice Hall.
St t d I t i (C t )
8/21/2019 HRM Week 8 2011.03.01 BB
http://slidepdf.com/reader/full/hrm-week-8-20110301-bb 87/142
Structured Interview (Cont.)
Situational questions
Job knowledge
questions
Job-sample simulation
questions
Worker requirementsquestions
Mondy, Human Resource Management, 11th ed, 2010. Prentice Hall.
Creating Structured Interview Questions
8/21/2019 HRM Week 8 2011.03.01 BB
http://slidepdf.com/reader/full/hrm-week-8-20110301-bb 88/142
Creating Structured Interview Questions
Stewart, Human Resource Management, 2nd ed, 2011. John Wiley & Sons, Inc.
B h i l I t i
8/21/2019 HRM Week 8 2011.03.01 BB
http://slidepdf.com/reader/full/hrm-week-8-20110301-bb 89/142
Behavioral Interview
Applicants asked to relate actual incidents
from past relevant to target job
Behavioral questions - Job relevant
Example: Relate a scenario where you
were responsible for motivating others
Example: Describe situation where your
expertise made a significant difference
Mondy, Human Resource Management, 11th
ed, 2010. Prentice Hall.
M th d f I t i i
8/21/2019 HRM Week 8 2011.03.01 BB
http://slidepdf.com/reader/full/hrm-week-8-20110301-bb 90/142
Methods of Interviewing
One-on-one interview - Applicant meets one-on-one with interviewer
Group interview - Several applicants interactin presence of one or more company
representatives Board interview - Several firm representatives
interview candidate at same time
Multiple Interviews - Applicants areinterviewed by peers, subordinates, andsupervisors
Mondy, Human Resource Management, 11th
ed, 2010. Prentice Hall.
Appropriate and Inappropriate Interview Questions
8/21/2019 HRM Week 8 2011.03.01 BB
http://slidepdf.com/reader/full/hrm-week-8-20110301-bb 91/142
APPROPRIATE QUESTIONS INAPPROPRIATE QUESTIONS
National origin What is your name? What is the origin of your name?
Have you ever worked under a What is your ancestry?
different name?Do you speak any foreign languages
that may be pertinent to this job?
Age Are you over 18? How old are you?
If hired, can you prove your age? What is your date of birth?
Gender (Say nothing unless it involves a Are you a man or a woman?
bona fide occupational qualification.)
Race (Say nothing.) What is your race?
Disabilities Do you have any disabilities that Do you have any physical defects?
may inhibit your job performance? When was your last physical?
Are you willing to take a physical What color are your eyes, hair, etc.?
exam if the job requires it?
Height and (Not appropriate unless it is a bona How tall are you?
weight fide occupational qualification.) How much do you weigh?
Residence What is your address? What are the names/relationships
How long have you lived there? of those with whom you live?
Bohlander, Managing Human Resources, 15th
ed, 2010 South-Western
Appropriate and Inappropriate Interview Questions
8/21/2019 HRM Week 8 2011.03.01 BB
http://slidepdf.com/reader/full/hrm-week-8-20110301-bb 92/142
APPROPRIATE QUESTIONS INAPPROPRIATE QUESTIONS
Religion (You may inform a person of the Do you have any religious affiliation?
required work schedule.)
Military record Did you have any military What type of discharge did you
education/experience pertinent receive?
to this job?
Education and Where did you go to school? Is that a church-affiliated school?
experience What is your prior work experience? When did you graduate?
Why did you leave? What are your hobbies?
What is your salary history?
Criminal record Have you ever been convicted Have you ever been arrested?
of a crime?
Citizenship Do you have a legal right to work Are you a U.S. citizen?
in the United States?Marital/family What is the name, address, and Are you married, divorced, single?
status telephone number of a person Do you prefer Miss, Mrs., or Ms.?
we may contact in case of an Do you have any children? How old
emergency? are they?
Bohlander, Managing Human Resources, 15th
ed, 2010 South-Western
Potential Interviewing Problems:
8/21/2019 HRM Week 8 2011.03.01 BB
http://slidepdf.com/reader/full/hrm-week-8-20110301-bb 93/142
g
Premature Judgments
Interviewers often make judgments about
candidates in first few minutes of interview
Some interviewers believe their ability to―read‖ a candidate is superior
When this occurs, a great deal of
potentially valuable information is notconsidered
Mondy, Human Resource Management, 11th
ed, 2010. Prentice Hall.
Potential Interviewing Problems:
8/21/2019 HRM Week 8 2011.03.01 BB
http://slidepdf.com/reader/full/hrm-week-8-20110301-bb 94/142
g
Interviewer Domination
Relevant information must
flow both ways
Interviewers must learn to begood listeners as well as
suppliers of information
Mondy, Human Resource Management, 11th
ed, 2010. Prentice Hall.
Potential Interviewing Problems:
8/21/2019 HRM Week 8 2011.03.01 BB
http://slidepdf.com/reader/full/hrm-week-8-20110301-bb 95/142
g
Permitting Non-Job Related Information
If candidate begins volunteering personal
information not job related, interviewer
should steer conversation back on course
While engaging in friendly chitchat with
candidates might be pleasant, in our litigious
society, it may be most dangerous thing
interviewer can do
Mondy, Human Resource Management, 11th
ed, 2010. Prentice Hall.
Potential Interviewing Problems:
8/21/2019 HRM Week 8 2011.03.01 BB
http://slidepdf.com/reader/full/hrm-week-8-20110301-bb 96/142
g
Contrast Effects
Error in judgment may occur when
interviewer meets with several poorly
qualified applicants and then confronts a
mediocre candidate
Last applicant may appear to be better
qualified than he or she actually is
Opposite can also occur
Mondy, Human Resource Management, 11th
ed, 2010. Prentice Hall.
Potential Interviewing Problems:
8/21/2019 HRM Week 8 2011.03.01 BB
http://slidepdf.com/reader/full/hrm-week-8-20110301-bb 97/142
g
Lack of Training
Interview is much more than carrying on
conversation with another person
Expense of training employees in
interviewing skills can be easily justified
What does ―Tell me about yourself‖ mean
to a trained interviewer?
Mondy, Human Resource Management, 11th
ed, 2010. Prentice Hall.
Potential Interviewing Problems:
8/21/2019 HRM Week 8 2011.03.01 BB
http://slidepdf.com/reader/full/hrm-week-8-20110301-bb 98/142
g
Nonverbal Communication
Body language is a nonverbalcommunication method in which physicalactions such as motions, gestures, andfacial expressions convey thoughts andemotions
Interviewers should make conscious effortto view themselves as applicants do to
avoid sending inappropriate or unintendednonverbal signals
Mondy, Human Resource Management, 11th
ed, 2010. Prentice Hall.
Concluding the Interview
8/21/2019 HRM Week 8 2011.03.01 BB
http://slidepdf.com/reader/full/hrm-week-8-20110301-bb 99/142
Concluding the Interview
When interviewer has obtained necessaryinformation and answered applicant‘squestions, he or she should conclude theinterview
Management must then determine whethercandidate is suitable for the open positionand organization
Tell applicant that he or she will be notifiedof the selection decision shortly
Mondy, Human Resource Management, 11th
ed, 2010. Prentice Hall.
Pre-Employment Screening: Background
8/21/2019 HRM Week 8 2011.03.01 BB
http://slidepdf.com/reader/full/hrm-week-8-20110301-bb 100/142
Pre Employment Screening: Background
Investigations
Determine accuracy of
information submitted or to
determine if vital information
was not submitted Principal reason for
conducting background
investigations is to hire better
workers
Mondy, Human Resource Management, 11th
ed, 2010. Prentice Hall.
Elements to Verify
8/21/2019 HRM Week 8 2011.03.01 BB
http://slidepdf.com/reader/full/hrm-week-8-20110301-bb 101/142
Previous employmentEducation verification
Personal reference check
Criminal history
Driving record
Civil litigation
Workers‘ compensation history
Credit historySocial security number
Mondy, Human Resource Management, 11th
ed, 2010. Prentice Hall.
Most Common Types of Background Checks
8/21/2019 HRM Week 8 2011.03.01 BB
http://slidepdf.com/reader/full/hrm-week-8-20110301-bb 102/142
Bohlander, Managing Human Resources, 15th
ed, 2010 South-Western
Most Common Types of Background Checks
Pre-Employment Screening: Reference Checks
8/21/2019 HRM Week 8 2011.03.01 BB
http://slidepdf.com/reader/full/hrm-week-8-20110301-bb 103/142
Pre-Employment Screening: Reference Checks
Information from individuals who know
applicant that provide additional insight into
information furnished by applicant and
verification of its accuracy
Possible flaw - Virtually everyone can name
three or four individuals willing to make
favorable statements
Mondy, Human Resource Management, 11th
ed, 2010. Prentice Hall.
Pre-Employment Screening: Reference Checks (Cont )
8/21/2019 HRM Week 8 2011.03.01 BB
http://slidepdf.com/reader/full/hrm-week-8-20110301-bb 104/142
Pre-Employment Screening: Reference Checks (Cont.)
Laws on the books in many states
and jurisdictions shield employers
from liability for harm to an ex-
employee based on contents of job
reference
There is a wait-and-see attitude
among some employers
Mondy, Human Resource Management, 11th
ed, 2010. Prentice Hall.
Selection Decision
8/21/2019 HRM Week 8 2011.03.01 BB
http://slidepdf.com/reader/full/hrm-week-8-20110301-bb 105/142
Selection Decision
Most critical step of all
Person whose qualifications most
closely conform to requirements of
open position and organization
should be selected
Mondy, Human Resource Management, 11th
ed, 2010. Prentice Hall.
Medical Examination
8/21/2019 HRM Week 8 2011.03.01 BB
http://slidepdf.com/reader/full/hrm-week-8-20110301-bb 106/142
Americans with Disabilities Act (ADA) doesnot prohibit pre-employment medical
examinations. Determines point they may
be administered during selection process
Directly relevant to job requirements
Determines whether applicant is physically
capable of performing the work
Mondy, Human Resource Management, 11th
ed, 2010. Prentice Hall.
Notification to Candidates
8/21/2019 HRM Week 8 2011.03.01 BB
http://slidepdf.com/reader/full/hrm-week-8-20110301-bb 107/142
Notification to Candidates
Results should be made known to
candidates as soon as possible
Delay may result in organizationlosing prime candidate especially
when there is low supply
Unsuccessful candidates should alsobe promptly notified
Applicant Tracking System
8/21/2019 HRM Week 8 2011.03.01 BB
http://slidepdf.com/reader/full/hrm-week-8-20110301-bb 108/142
Applicant Tracking System
Software application designed to helpenterprise select employees more efficiently
Current systems permit human resource and
line managers to oversee entire selection
process
Often involve screening résumés and spotting
qualified candidates, conducting personality and
skills tests, and handling background checks
Mondy, Human Resource Management, 11th
ed, 2010. Prentice Hall.
Metrics for Evaluating Recruitment/Selection
8/21/2019 HRM Week 8 2011.03.01 BB
http://slidepdf.com/reader/full/hrm-week-8-20110301-bb 109/142
Effectiveness
Turnover Rate - Number of times on averageemployees have to be replaced during a year
Recruiting Costs - Cost per hire determined bydividing recruiting expenses by number of recruits
hired Selection Rate - Number of applicants hired from
group of candidates expressed as percentage
Acceptance Rate - Number of applicants who
accepted the job divided by number who wereoffered the job
Mondy, Human Resource Management, 11th
ed, 2010. Prentice Hall.
Metrics for Evaluating Recruitment/Selection
8/21/2019 HRM Week 8 2011.03.01 BB
http://slidepdf.com/reader/full/hrm-week-8-20110301-bb 110/142
g
Effectiveness (Cont.)
Yield Rate - Percentage of applicants fromparticular source and method that make it tonext stage of selection process
Cost/Benefit of Recruitment Sources andMethods - For each method, there is a cost.For each method, there should be a benefit.
Time Required to Hire - Time required to fill a job opening is critical
Mondy, Human Resource Management, 11th
ed, 2010. Prentice Hall.
Discussion
8/21/2019 HRM Week 8 2011.03.01 BB
http://slidepdf.com/reader/full/hrm-week-8-20110301-bb 111/142
Discussion
8/21/2019 HRM Week 8 2011.03.01 BB
http://slidepdf.com/reader/full/hrm-week-8-20110301-bb 112/142
Readings
8/21/2019 HRM Week 8 2011.03.01 BB
http://slidepdf.com/reader/full/hrm-week-8-20110301-bb 113/142
Readings
8/21/2019 HRM Week 8 2011.03.01 BB
http://slidepdf.com/reader/full/hrm-week-8-20110301-bb 114/142
Retention and Turnover
Strategic Employee Retention and Separation
8/21/2019 HRM Week 8 2011.03.01 BB
http://slidepdf.com/reader/full/hrm-week-8-20110301-bb 115/142
Strategic Employee Retention and Separation
Employee retention is the act of keeping
employees and retaining good workers.
Employee separation is the process ofefficiently and fairly terminating workers.
Stewart, Human Resource Management, 2
nd
ed, 2011. John Wiley & Sons, Inc.
Employee Retention
8/21/2019 HRM Week 8 2011.03.01 BB
http://slidepdf.com/reader/full/hrm-week-8-20110301-bb 116/142
Employee Retention
Employee retention helps build aworkforce with unique skills thatemployees of other organizations donot have.
These skills are critical for producingexceptional products and services thatcannot be easily duplicated by
competitors.
Stewart, Human Resource Management, 2
nd
ed, 2011. John Wiley & Sons, Inc.
Turnover
8/21/2019 HRM Week 8 2011.03.01 BB
http://slidepdf.com/reader/full/hrm-week-8-20110301-bb 117/142
Turnover
There are three types of turnover.
voluntary turnover , in which the employee
makes the decision to leave.
involuntary turnover , in which the organizationterminates the employment relationship.
dysfunctional turnover occurs when an
employee whose performance is at least
adequate voluntarily quits.
Stewart, Human Resource Management, 2
nd
ed, 2011. John Wiley & Sons, Inc.
Types of Employee Turnover and Retention
8/21/2019 HRM Week 8 2011.03.01 BB
http://slidepdf.com/reader/full/hrm-week-8-20110301-bb 118/142
Source: Adapted from D. Dalton, W. Todor, and D. Krackhardt, ‘‘Turnover Overstated: The Functional Taxonomy,’’ Academy of
Management Review 7 (1982): 118. Reprinted with permission of Academy of Management.
Job Satisfaction
8/21/2019 HRM Week 8 2011.03.01 BB
http://slidepdf.com/reader/full/hrm-week-8-20110301-bb 119/142
Job Satisfaction
Why do employees leave?
The employee‘s decision to leave begins
with a sense of low job satisfaction.
Job satisfaction represents a person‘s
emotional feelings about his or her work. When
work is consistent with employees‘ values and
needs, job satisfaction is likely to be high.
Stewart, Human Resource Management, 2nd ed, 2011. John Wiley & Sons, Inc.
How Job Satisfaction Leads to Quitting
8/21/2019 HRM Week 8 2011.03.01 BB
http://slidepdf.com/reader/full/hrm-week-8-20110301-bb 120/142
Q g
Source: Adapted from Peter W. Hom, Fanny Caranikas- Walker, Gregory E. Prussia, and Rodger W. Griffeth, ‘‘A Meta-AnalyticalStructural Equations Analysis of a Model of Employee Turnover,’’ Journal of Applied Psychology 77 (1992): 905. Adapted with
permission.
Dimensions of Job Satisfaction
8/21/2019 HRM Week 8 2011.03.01 BB
http://slidepdf.com/reader/full/hrm-week-8-20110301-bb 121/142
Source: Information from Benjamin Schneider, Paul J. Hanges, D. Brent Smith, and Amy Nicole Salvaggio, ‗‗WhichComes First: Employee Attitudes or Organizational Financial and Market Performance?‘‘ Journal of Applied
Psychology 88 (2003): 836 –851.
Organizational Practices That Reduce Turnover
8/21/2019 HRM Week 8 2011.03.01 BB
http://slidepdf.com/reader/full/hrm-week-8-20110301-bb 122/142
Frequently measure job satisfaction throughsurveys such as the Job Descriptive Index.
One problem with job satisfaction surveys is that
the least satisfied employees are not likely to
respond to the survey.
Because they have already started to withdraw
from the organization, so they see little personal
benefit in completing the survey.
Stewart, Human Resource Management, 2nd ed, 2011. John Wiley & Sons, Inc.
Practices That Reduce Turnover
8/21/2019 HRM Week 8 2011.03.01 BB
http://slidepdf.com/reader/full/hrm-week-8-20110301-bb 123/142
Another method for retaining employees is through
socialization, this is the process of acquiring theknowledge and behaviors needed to be a member of
an organization.
Effective socialization occurs when employees are
given critical information that helps them understandthe organization. Example: the new employee
orientation session.
As employees acquire information during the
socialization process, their feelings of fit with theorganization increase, and employees who perceive
that they fit are more likely to stay with an
organization.
Stewart, Human Resource Management, 2nd ed, 2011. John Wiley & Sons, Inc.
Practices That Reduce Turnover
8/21/2019 HRM Week 8 2011.03.01 BB
http://slidepdf.com/reader/full/hrm-week-8-20110301-bb 124/142
Perceived organizational support isanother factor that influences employee
turnover.
This is the beliefs, by the employees, that
the organization values their contribution
and cares about their well-being.
Stewart, Human Resource Management, 2nd ed, 2011. John Wiley & Sons, Inc.
Reducing Turnover
8/21/2019 HRM Week 8 2011.03.01 BB
http://slidepdf.com/reader/full/hrm-week-8-20110301-bb 125/142
g
Source: Information from Thomas W. Lee and Steven D. Maurer, ‘‘The Retention of Knowledge Workers with the Unfolding Model of Voluntary Turnover,’’ Human Resource Management Review 7 (1997): 247– 275.
Layoffs
8/21/2019 HRM Week 8 2011.03.01 BB
http://slidepdf.com/reader/full/hrm-week-8-20110301-bb 126/142
y
Layoffs are the large-scale terminations
of employment, which are unrelated to
job performance.
When an organization engages in
widespread layoffs intended to
permanently reduce the size of its
workforce, it is called downsizing.
Stewart, Human Resource Management, 2nd ed, 2011. John Wiley & Sons, Inc.
Impact of Layoffs
8/21/2019 HRM Week 8 2011.03.01 BB
http://slidepdf.com/reader/full/hrm-week-8-20110301-bb 127/142
p y
Layoff victims - the individuals who actually
lose their jobs—experience a number of
problems.
Job loss begins a chain of negative feelingsand events, including worry, uncertainty, and
financial difficulties
declines in mental health and psychological
well-being, as well as physical health
Coping with Job
Loss and Unemployment
8/21/2019 HRM Week 8 2011.03.01 BB
http://slidepdf.com/reader/full/hrm-week-8-20110301-bb 128/142
Loss and Unemployment
Source: Adapted from Frances M. McKee Ryan, Zhaoli Song, Connie Wanberg, and Angelo J. Kinicki, ‘‘Psychological and Physical Well-Being During Unemployment: A Meta- Analytic Study,’’ Journal of Applied Psychology 90 (2005): 56. Adapted with permission.
Layoffs
8/21/2019 HRM Week 8 2011.03.01 BB
http://slidepdf.com/reader/full/hrm-week-8-20110301-bb 129/142
y
Layoff survivors are employees whocontinue to work for the downsizing
organization.
better to be a survivor than a victim??? Anger, insecurity…
Lack of trust in organization
Increased efforts
Responses of Layoff Survivors
8/21/2019 HRM Week 8 2011.03.01 BB
http://slidepdf.com/reader/full/hrm-week-8-20110301-bb 130/142
Source: Adapted from Joel Brockner, ‘‘The Effects of Work Layoffs on Survivors: Research, Theory, and Practice,’’ Research in Organizational Behavior 10 (1988): 221. © Copyright Elsevier 1988.
Alternatives to Layoffs
8/21/2019 HRM Week 8 2011.03.01 BB
http://slidepdf.com/reader/full/hrm-week-8-20110301-bb 131/142
Human Resource Planning
Hiring Freeze
Voluntary early retirement
Reducing overtime
Discipline
8/21/2019 HRM Week 8 2011.03.01 BB
http://slidepdf.com/reader/full/hrm-week-8-20110301-bb 132/142
Discipline is the process whereby management takes
steps to help an employee overcome unacceptablebehavior problems in the workplace.
Due process is a set of procedures carried out inaccordance with established rules and principles toensure all employees are treated fairly.
Due Process Principles.
1. Employees have a right to know what is expected of them andwhat will happen if they fail to meet expectations.
2. Discipline must be based on facts.
3. Employees should also have a right to present their side of thestory.
4. Any punishment should be consistent with the nature of theoffense
Stewart, Human Resource Management, 2nd ed, 2011. John Wiley & Sons, Inc.
Progressive Discipline
8/21/2019 HRM Week 8 2011.03.01 BB
http://slidepdf.com/reader/full/hrm-week-8-20110301-bb 133/142
Progressive discipline is a process,
that provides successively more severe
consequences for employees whocontinue to engage in undesirable
behavior.
Stewart, Human Resource Management, 2nd ed, 2011. John Wiley & Sons, Inc.
Steps for Progressive Discipline.
8/21/2019 HRM Week 8 2011.03.01 BB
http://slidepdf.com/reader/full/hrm-week-8-20110301-bb 134/142
Stewart, Human Resource Management, 2nd ed, 2011. John Wiley & Sons, Inc.
Dismissing an Employee
8/21/2019 HRM Week 8 2011.03.01 BB
http://slidepdf.com/reader/full/hrm-week-8-20110301-bb 135/142
Dismissing employees is one of the mostdifficult tasks that a manager faces.
Many organizations offer outplacement to
the employees laid off.Outplacement services provide employees
who have been dismissed from an organization
with assistance in finding new jobs. Examples:
resume writing, practice interviewing andsupport groups.
Stewart, Human Resource Management, 2nd ed, 2011. John Wiley & Sons, Inc.
The Dismissal Meeting
8/21/2019 HRM Week 8 2011.03.01 BB
http://slidepdf.com/reader/full/hrm-week-8-20110301-bb 136/142
A few guiding principles
Tell the employee directly that she is being dismissed.
Make the meeting brief.
Listen to the employee who is being dismissed. This is an
emotional moment, and some individuals will simply need to
talk. Summarize the meeting in writing, particularly severance
compensation, benefits and services that will be provide to the
employee.
Have security personnel close at hand just in case the person
being terminated vents their frustration in an violent manner.
Stewart, Human Resource Management, 2nd ed, 2011. John Wiley & Sons, Inc.
8/21/2019 HRM Week 8 2011.03.01 BB
http://slidepdf.com/reader/full/hrm-week-8-20110301-bb 137/142
HBR
A Market-Driven Approach to Retaining Talent
8/21/2019 HRM Week 8 2011.03.01 BB
http://slidepdf.com/reader/full/hrm-week-8-20110301-bb 138/142
HBR, 2000 published by Cappelli (Author and
Professor of Management; U Penn) You cannot shield your employees from attractive
opportunities and aggressive recruiters.
Instead of minimizing turnover, try to influence
who leave and when Three tiers:
Employees you want to keep indefinitely
Employees you want to keep for a definite period of time
Employees you do not care for their retention
Resist the temptation to use retention
mechanisms across the board
Cappelli, 2000, A Market-Driven Approach to Retaining Talent, Harvard Business Review
A Market-Driven Approach to Retaining Talent
Retention Mechanisms
8/21/2019 HRM Week 8 2011.03.01 BB
http://slidepdf.com/reader/full/hrm-week-8-20110301-bb 139/142
Compensation: ―Golden Handcuffs‖
Could be easily matched, bonuses
Paying bonuses in stages, deferred compensations,
options
Job Design
Nurses chasing charts Job Customization
Changes in job design to fit individuals
Social Ties
Loyalty to colleagues / Teams
Cappelli, 2000, A Market-Driven Approach to Retaining Talent, Harvard Business Review
A Market-Driven Approach to Retaining Talent
Retention Mechanisms
8/21/2019 HRM Week 8 2011.03.01 BB
http://slidepdf.com/reader/full/hrm-week-8-20110301-bb 140/142
Location
Employees with young families, rural areas
Hiring
Focus on individuals who can do the job which are
easier to retain instead of those in high demand
Keep till the project is completed E-doc in AICU
Cooperating with Competitors
Lending employees
MD having privileges in many hospitals
Cappelli, 2000, A Market-Driven Approach to Retaining Talent, Harvard Business Review
Discussion
8/21/2019 HRM Week 8 2011.03.01 BB
http://slidepdf.com/reader/full/hrm-week-8-20110301-bb 141/142
8/21/2019 HRM Week 8 2011.03.01 BB
http://slidepdf.com/reader/full/hrm-week-8-20110301-bb 142/142
Top Related