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Recruitment and Selection
Recruitment and Selection
Recruitment and Selection
Recruitment
Searching for, and obtaining, potential job candidates in sufficient numbers and quality, and at the right cost, for the organisation to select the most appropriate people to fill its jobs. (Kramar et al 1996)
Purposes
Increase size of applicant pool at minimum cost Identify & prepare potential job applicants Increase success rate of selection process by reducing over/under qualified applicants Decrease early turnover of new hires Increase individual/organisational effectiveness
Recruitment strategy development choosing reqd. applicant qualifications choosing recruitment sources and communication channels choosing inducements choosing the message : realism vs flypaper
Recruitment Activities Job posting Ads Other recruitment sources Follow up actions Record keeping
Recruitment Evaluation No. of jobs filled ? Jobs filled in timely fashion ? Cost per job filled ?
Candidates invited (4 : 3)
Leads generated (6 : 1)
How to Recruit
Internal
Job Postings Newsletters Succession Planning eg. promotion
External
Advertising Employment Agencies Govt. employment exchange Private agencies Headhunters Campus Referrals / Word of Mouth / Unsolicited Applications Internet
Job Description
Job Title Relationships Purpose of jobs , overall objectives Specific responsibilities, duties Physical , economic conditions
Job Specification
Physical characteristics General intelligence Specific aptitudes Interests Dispositions Circumstances
Personnel specifications
Impact on other people Qualifications and experience Motivation Adjustments Innate abilities
Recruitment Evaluation
Measuring past recruitment can help predict:
Timeliness of recruitment
Budget needed Methods that yield greatest number of best quality candidates Assess performance of recruiters / consultants
SELECTION
Selection is the process of gathering information for the purposes of evaluating and deciding who should be hired, under legal guidelines, for the short and long term interests of the individual and the organisation.
(Schuler, Dowling, & Smart, 1992)
Selection: Principles
Underlying the process of selection and the choice of techniques are two key principles: 1. Individual differences: Attracting a wide choice of applicants will be of little use unless there is a way of measuring how people differ, i.e. intelligence, attitudes, social skills, psychological and physical characteristics, experience etc. 2. Prediction: A recognition of the way in which people differ must be extended to a prediction of performance in the workplace.
TESTS
Aptitude Mental Mechanical Achievement Job knowledge Work sample Personality Objective Projective Situational
Guidelines for the use of TESTS should supplement not substitute other methods are a screening device are not precise measures test conditions are important must be conducted/assessed by competent persons
Psychometric Testing
Psychometric Testing On-line testing, or e-assessment, is also used for selection and other HR purposes. Benefits: Online testing enables organizations to test at any time and anywhere in the world. It enables the quick processing of applicants. Drawback: Loss of control over the administration of the tests E-assessment
Types of Interviews
Unstructured / Non-directive Structured / Patterned Panel Group Stress Behavioural (BDI) Situational (SI) Assessment Centre Interviews using other media
Selection Interviews
Information elicited interviews have a specific focus, i.e. facts, subjective information, underlying attitudes. Structure ranging from the completely structured to the unstructured. A compromise between the two enables the interviewer to maintain control yet allowing the interviewee free expression. Order and involvement the need to obtain different kinds of information may mean the involvement of more than one interviewer. Applicants may be interviewed serially or in a panel.
Selection Interviews
Interviewing Interviews are the most common selection tool. There is unsubstantiated confidence in the traditional interview. Unstructured Interviews No fixed question format or systematic scoring Shortcomings: Susceptible to distortion and interviewer bias Open to legal attack; legally indefensible if contested. Apparent but no real validity; may not be totally job-related and possibly invasive of privacy. Highly inconsistent in application as selection tool. Lack of feedback to interviewers about selection errors.
Selection Interviews
Structured Interview A set of job-related questions with standardized answers. Question types used in structured Interviews Hypothetical situations Job knowledge Job sample simulation
Behavioral Interviewing
Posing detailed questions to candidates about their personal, specific behaviors in actual past job-related situations.
Assessment Centre
Assessment center is designed to yield information that can be used to make decisions concerning suitability for a job. They provide a fuller picture by combining a range of techniques. General methods used include group discussions, role plays and simulations, interviews and tests. Candidates attending an assessment centre will be observed by assessors who should be trained to judge candidates performance against criteria contained within the competency framework.
Validity
Content validity
Ability of the test to measure knowledge and skills needed to do the job.
Construct validity
Ability of the test to measure underlying constructs, e.g. intelligence, motor skills, etc. Traits, e.g., sociability, musically inclined, conscientiousness, etc.
Perfect prediction
0.7
0.6 0.5 Assessment centres (0.41) 0.4 0.3 0.2 0.1 0.0 Biodata (0.37 corrected) Structured interviews (0.35) Personality tests (up to 0.33) Unstructured Individual Interviews (0.11) References Astrology (0.0) Graphology (0.0) Chance prediction Work sample tests (0.54 corrected) General mental ability (0.53 corrected)
-0.1
Hidden Costs
Reduced productivity Lost productivity whilst position vacant Time taken for new hire to become productive
Accommodating The Needs of People with Disabilities Requires that employers to make reasonable accommodations to the needs of present and future employees with physical and mental disabilities.
Selection (assessment & evaluation Employment (decision making & final match)
ORIENTATION or INDUCTION
a planned introduction of employees to their jobs, co-workers and the organisation
WHY INDUCTION
Reduce the cost and inconvenience of early leavers Increase commitment Socialization Accelerate progress up the learning curve
3 BASIC COMPONENTS
Company / Organisational Induction Departmental Induction Follow Up
Individual or Collective
PLACEMENT
The assignment or allocation of people to jobs in the organization
Reading Assignment
Getting to yes with the right candidates. Lauren Bielski. American Bankers Association. ABA Journal. New York: Mar 2007. Vol.99,Iss. 3;pg.30 Recruitment and Retention of a Diverse workforce: Challenges and Opportunities. Valerie L Myers, Janice L Dreachslin. Journal of Healthcare Management. Chicago: Sep/Oct 2007. Vol. 52,Iss5; pg. 290 URL: http://proquest.umi.com/