Recruitment and SelectionHRM201 – Human Resource Management Lecture 6 HRM201-Human Resources Management / MNUBS 3/8/2016 1 Recruitment and selection: the importance of getting it right • To gain competitive advantage • To play a potentially pivotal role in shaping organisational effectiveness and performance • To attract and retain high-calibre employees with the potential to develop • To reduce undesirable costs such as those associated with high turnover, poor performance and customer dissatisfaction HRM201-Human Resources Management / MNUBS 3/8/2016 2 Recruitment Once an organization identifies its human resource needs through employment planning, it can begin recruiting candidates for actual or anticipated vacancies. Recruiting brings together those with jobs to fill and HRM201-Human Resources Management / MNUBS those seeking jobs 3/8/2016 3 Recruiting Goals Recruiting provides information that will attract a significant pool of qualified candidates and discourage unqualified ones from applying Recruiters promote the organization to prospective applicants HRM201-Human Resources Management / MNUBS 3/8/2016 4 preparing contracts of employment. assessment centres. offering employment. 2. HRM201-Human Resources Management / MNUBS 3/8/2016 5 . Defining requirements – preparing role profiles and person specifications. inside and outside the company: advertising. interviewing. Planning recruitment campaigns. deciding terms and conditions of employment. assessing candidates. obtaining references. e-recruiting. Attracting candidates – reviewing and evaluating alternative sources of applicants.The recruitment process 1. agencies and consultants. 4. 3. Selecting candidates – sifting applications. testing. HRM201-Human Resources Management / MNUBS 3/8/2016 6 . retention. Its rationale is the concept that the strategic capability of a firm depends on its resource capability in the shape of people. The organization attracts and retains such people as an ‘employer of choice’ by offering a compelling ‘employee value proposition’ and ‘employer brand’.People Resourcing Strategy People resourcing strategy defies the longer-term plans an organization needs for the acquisition. The aim of people resourcing strategy is to ensure that a firm achieves competitive advantage by attracting and retaining more capable people than its rivals and employing them more effectively. development and use of its human resources. and by providing better opportunities and rewards than others. Employer branding is the creation of a brand image of the organization for prospective employees.Employer Branding Employer brand. HRM201-Human Resources Management / MNUBS 3/8/2016 7 . promise a particular kind of employment experience and appeal to people who will thrive and perform their best in its culture. a set of attributes and qualities often intangible that make an organization distinctive. Most common ways to improve employer brand HRM201-Human Resources Management / MNUBS 3/8/2016 8 .Employer Branding CIPD and Hays Survey 2015 Widespread focus on improving employer brand Most organisations have made efforts to improve their employer brand over the last two years (86%). cheaper. low cost Public & Private Employment Agencies headhunters can be expensive JOBS JOBS Electronic Recruiting Internet Social Networking Sites Newspaper Advertising large volume. more certainty External Sources new ideas & approaches Direct Applicants & Referrals self selection. low quality recruits HRM201-Human Resources Management / MNUBS 3/8/2016 5-9 9 .Recruiting Sources Colleges & Universities campus placement services Internal Sources faster. Internal Recruitment Internal search Organizations that promote from within identify current employees for job openings by having individuals bid for jobs by using their management system by utilizing employee referrals HRM201-Human Resources Management / MNUBS 3/8/2016 10 . and top-level managers Disadvantages possible inferiority of internal candidates infighting and morale problems potential inbreeding HRM201-Human Resources Management / MNUBS 3/8/2016 11 .Internal Recruitment Promoting from Within Advantages good public relations morale building encouragement of employees and members of protected groups knowledge of existing employee performance cost-savings candidates’ knowledge of the organization opportunity to develop mid. more likely to accept an offer. Advantages: the employee’s motivation to make a good recommendation the availability of accurate job information for the recruit employee referrals tend to be more acceptable applicants. and have a higher survival rate Disadvantages: the possibility of friendship being confused with job performance the potential for nepotism the potential for adverse impact HRM201-Human Resources Management / MNUBS 3/8/2016 12 .Internal Recruitment Employee referrals Current employees can be asked to recommend recruits. HRM201-Human Resources Management / MNUBS 3/8/2016 13 .External recruitment External searches Must decide type and location of ad. Three factors influence the response rate: identification of the organization labor market conditions the degree to which specific requirements are listed. depending on job. decide whether to focus on job (job description) or on applicant (job specification). External recruitment External recruitment is when someone is appointed from outside the business Main advantages are: Bringing in experience of working in different organizations can often be helpful in keeping a business competitive The employer has more choice of whom to appoint HRM201-Human Resources Management / MNUBS 3/8/2016 14 . External recruitment Employment Agencies: public or state employment services focus on helping unemployed individuals with lower skill levels to find jobs www.careeronestop.and upper-level executive placement Executive search firms screen potential mid/top-level candidates while keeping prospective employers anonymous HRM201-Human Resources Management / MNUBS 3/8/2016 15 .org Private employment agencies provide more comprehensive services and are perceived to offer positions and applicants of a higher caliber Management consulting firms (“headhunters”) research candidates for mid. com/worksolutions/meetings/ From the WSJ: http://online.External recruitment Job fairs: Attended by company recruiters seeking resumes and info from qualified candidates Virtual online job fairs could bring employers and job seekers together online by logging into a specific Web site at a certain time.secondlife.com/article/SB118229876637841321. Some sites use avatars as candidates and recruiters. See: http://work.html HRM201-Human Resources Management / MNUBS 3/8/2016 16 .wsj. External recruitment Professional organizations: publish rosters of vacancies run placement services at meetings control the supply of prospective applicants labor unions are also in this category Unsolicited applicants (walk-ins): may provide a stockpile of prospective applicants if there are no current openings HRM201-Human Resources Management / MNUBS 3/8/2016 17 . LinkedIn.g. E.com HRM201-Human Resources Management / MNUBS 3/8/2016 18 .com Social Media . www.recruiting candidates by using social platforms as talent databases or for advertising. Ooredoo Careers Job Boards .moster.g.External recruitment Online sources Employer Websites . www.provide employers the opportunity to recruit for a wide variety of positions with worldwide exposure.recruit new employees by adding a “careers” section to their website. E. Will not reach those who do not have access to the internet. More details of jobs and firms can be supplied on the site. HRM201-Human Resources Management / MNUBS 3/8/2016 19 . Quicker and cheaper than traditional methods of advertising. CVs can be matched and applications can be submitted electronically Disadvantages May produce too many irrelevant or poor applications.Online Recruitment Advantages Can reach an even wider range of possible applicants than advertising. Still not the first choice of many job seekers. taxes and benefits costs) are not incurred HRM201-Human Resources Management / MNUBS 3/8/2016 20 . which provides them to employers when needed for a flat fee typically remain with an organization for longer periods of time Independent contractors: do specific work either on or off the company’s premises costs of regular employees (i.e.External recruitment Recruiting alternatives Temporary help services: temporary employees help organizations meet short-term fluctuations in HRM needs older workers can also provide high-quality help Employee leasing: trained workers are employed by a leasing company. although not as rapidly as anticipated. The use of new media/technology to recruit is increasing. 25% or more include professional networking sites (such as LinkedIn) among their top methods of attracting higher-level candidates. Social networking sites (such as Facebook) are seen to be less effective.CIPD .Hays Resourcing Talent Planning 2015 The role of education institutions in equipping young people for work Over a third (36%) believe that schools. HRM201-Human Resources Management / MNUBS 3/8/2016 21 . colleges and universities are poor at equipping young people with the skills their organisation needs. for example LinkedIn Search consultants Local newspaper Encourage speculative applications/word of mouth Specialist journals/trade press Professional referral schemes Jobcentre Plus National newspaper Social networking sites.Hays Resourcing Talent Planning 2015 Most effective methods for attracting applications Recruitment Methods Own corporate website Recruitment consultants Commercial job boards Professional networking sites. for example Facebook Apprenticeships Links with schools/colleges/ universities HRM201-Human Resources Management / MNUBS 3/8/2016 % 50 37 25 19 13 13 13 11 8 8 8 6 4 4 22 .CIPD . So. home-country nationals when searching for someone with extensive company experience to launch a product in a country where it has never sold before host-country nationals when a foreign subsidiary is being established and HQ wants to retain control yet hire someone with local market knowledge candidates of any nationality. the whole world is a relevant labor market. HR can recruit. creating a truly international perspective HRM201-Human Resources Management / MNUBS 3/8/2016 23 .A Global Perspective For some positions. this can cause problems for a business For any reason. if the new employee leaves.The need for effective recruitment The personnel department will aim to attract the ‘best’ candidate for the job If the wrong person is recruited. there will be administrative costs and other costs too HRM201-Human Resources Management / MNUBS 3/8/2016 24 . • It involves deciding on the degree to which the characteristics of applicants in terms of their competencies. • It also involves using this assessment to make a choice between candidates • The key principles underlying the process of selection • Measuring individual differences • Prediction of performance HRM201-Human Resources Management / MNUBS 3/8/2016 25 . qualifications. experience. education and training match the person specification.Selection • The aim of selection is to assess the suitability of candidates by predicting the extent to which they will be able to carry out a role successfully. The Selection Process Initial screening Passed completed application Passed employment test Failed to meet minimum qualifications Failed to complete application or failed job specifications Failed test Passed conditional job offer Passed comprehensive interview background examination if required Failed to impress interviewer and/or meet job expectations Problems encountered Passed permanent job offer medical/physical examination (conditional job offer made) Reject applicant Unfit to do essential elements of job Able to perform essential elements of the job HRM201-Human Resources Management / MNUBS 3/8/2016 26 . goals. Person-Job fit (PJ) fit is the match between individual knowledge. Person–Environment (PE) fit theories propose that positive responses occur when individuals fit or match the environment Fit with defined job 2. HRM201-Human Resources Management / MNUBS 3/8/2016 27 . and abilities (KSA) and demands of the job Fit with organisation Person–organization fit (PO fit). attitudes and values and the organization’s values. processes. is the match between an individual’s personality. and culture.Criteria for Choosing Candidates Fit with work environment 1. skills. structures. Factors considered when deciding upon a selection method Selection criteria for the post to be filled Acceptability and appropriateness of the methods Abilities of the staff involved in the selection process Administrative ease Time factors Accuracy Cost HRM201-Human Resources Management / MNUBS 3/8/2016 28 . Selection Methods: Choices Classic Trio: Application Forms References Interviews CV Panel interviews Ability & Aptitude tests HRM201-Human Resources Management / MNUBS Own experiences? Work samples eg in-tray exercise Skills tests Personality assessments Assessment centres Group exercises 3/8/2016 29 . Application forms Individual pieces of information are validated against performance and turnover measures and given appropriate weights Useful for screening large number of candidates and shortlisting for interviews. HRM201-Human Resources Management / MNUBS 3/8/2016 30 . Selection interviewing Selection interviews aim to provide answer to these questions: Can individual do the job – are they competent? Will individuals do the job – are they well motivated? How will individuals fit into the organization? HRM201-Human Resources Management / MNUBS 3/8/2016 31 . Structured situational-based interviews questions are based on the premise that past behaviour is the best predictor of future behavior Structured behavioural (competency) based interviews Competency-based interviews are structured around the competencies required for the post as defied in the person specification. and indicates the type of experience that will be most appropriate. HRM201-Human Resources Management / MNUBS 3/8/2016 32 .Interview approaches Unstructured interviews An interview in which questions are not prearranged. Structured interviews This is one that is built around a set of predetermined questions related to a person specification. which sets out the knowledge and skills required. Interviews A subjective tool. but - - essential tool as it is an opportunity for a two-way communication Flexible compared to other methods of assessment Could be made more useful by: - Training interviewers Having a panel of interviewers Including a broad array of questions HRM201-Human Resources Management / MNUBS 3/8/2016 33 . Selection interviewing skills 1 • Establishing rapport 2 • listening 3 • Maintaining continuity 4 • Keeping control 5 • Note taking HRM201-Human Resources Management / MNUBS 3/8/2016 34 . Testing Various tests such as personality and intelligent testing are used to assess person performance than jumping straight in to conclusions based on interviews. more accurate. especially when it is expressed in a correlation coefficient. Validation procedures are very time consuming. and the objectivity of test data are achieved Tests may not be outstanding predictor of future performance. Advocates of this technique usually says it is a better predictor of performance. but are essential to the effective use of test. There is a growing concern that new types of test are used with out adequate validation HRM201-Human Resources Management / MNUBS 3/8/2016 35 . Tests are often too specific. gender or racial bias in the questions and scoring system HRM201-Human Resources Management / MNUBS 3/8/2016 36 . If the job for which the test is used changes. Tests may not be fair as there may be a social. than test can no longer be assumed to relate to job performance in the same way.Problems with use of testing method as a selection technique The criteria that are used to define good job performances in developing the tests are often inadequate. pg: 174) HRM201-Human Resources Management / MNUBS 3/8/2016 37 . 2010.Perceptual biases in interviews • Selective perception • Self-centred bias • Early information bias • Stereotyping (Rees and French. Assessment centers are used to assess. in depth. together with other work stimulation exercise such as in-basket tasks. psychological test. a variety of interviews and presentations. and group selection method outlined above from a major element. HRM201-Human Resources Management / MNUBS 3/8/2016 38 . using a set of competencies required for the post on offer and a series of behavioral statement which indicates how these competencies are played in practice.Assessment Centers Assessment centers incorporate multiple selection techniques. a group of broadly similar applicants. Assessment Centers Assessment centers usually requires a lengthy design process to select the appropriate activities to ensure that every competency is measured via more than one task. HRM201-Human Resources Management / MNUBS 3/8/2016 39 . Group selection methods and assessment centers Group Methods The use of group tasks to select candidates are not new concepts to HR managers. The reasons for using group methods is to provide candidates ability to: Get on with others Influence other and the way they do this Express themselves verbally HRM201-Human Resources Management / MNUBS 3/8/2016 40 . Work sampling/portfolios Work sampling of potential candidates for permanent jobs can take place by assessing candidate’s work in temporary posts or in government training schemes in the same organisation. For some jobs a sample of work in the form of a portfolio is expected to be presented at the time of interview HRM201-Human Resources Management / MNUBS 3/8/2016 41 . The validity of selection methods • Validity – Face validity – Content validity – Predictive validity • Reliability – Temporal or ‘re-test’ – Consistency • Fairness HRM201-Human Resources Management / MNUBS 3/8/2016 42 . HRM201-Human Resources Management / MNUBS 3/8/2016 43 .Reliability • Does the test measure what it sets out to? • The ability of the selection tool to measure an attribute consistently. • Temporal or ‘re-test’ stability where the effectiveness of a selection tool is assessed by consistency of results obtained over time. Face validity How applicants perceive. such as job performance.Validity The relationship between scores on a selection tool and a relevant criterion. accept and react to a selection process Candidates usually interpret the selection process as signals of an organisation’s characteristics Predictive Validity How the process is able to correctly measure or predict the future job performance of those selected The central concern of any selection method is to pick out the best candidates in order to maximise the utility HRM201-Human Resources Management / MNUBS 3/8/2016 44 . 1 References 0.3 Unstructured interviews 0.0 (perfect prediction = 1.4 Assessment centres / Personality assessment 0.6 Skilful & structured interviews 0.Predictive accuracy Pilbeam & Corbridge (2006: 173) 1.7 Assessment centres for development 0.5 Work sampling / Ability tests 0.0) 0.8 0.9 0.0 Graphology HRM201-Human Resources Management / MNUBS 3/8/2016 45 .2 0. Fairness in recruitment and selection Procedural justice How far the selection methods were seen by candidates to be related to the job and the extent to which procedures were explained to them HRM201-Human Resources Management / MNUBS Distributive justice How equitably candidates felt they were treated and whether the outcome of the selection was perceived to be fair 3/8/2016 46 . 2007) If selection is invasive. Exchange is between both candidate and the employer and both decide Reaction of candidates is important to consider (Hausknecht. attraction may be diminished People with negative experience can dissuade others Negative experience can affect job acceptance Selection is fraught with legal issues Mistreatment may have an effect on buying behaviour of candidates HRM201-Human Resources Management / MNUBS 3/8/2016 47 .Selection is a two way process Social exchange theory Selection is a two-way process. cited in Bratton and Gold. 2004. to help new employees settle in their new jobs quickly. structured and implemented by the organisation. happily and effectively’…. orientation. socialisation.. on-boarding Induction: ‘a planned and systematic process.The next stage… Some commonly used terms: Induction. HRM201-Human Resources Management / MNUBS 3/8/2016 48 .