Managing People and Organisations – NBS-7024A

Talent Management: Recruitment and Selection

Reading
Ryze:
• Tracks on Recruitment and
Selection.

On Blackboard (with Lecture slides):

• CIPD Factsheets on TM, Employer
Brand, Selection and Competency.

2
This Photo by Unknown Author is licensed under CC BY-SA-NC
What is Recruitment?
“Recruitment includes
those practices and
activities carried on by the
organisation with the
primary purpose of
identifying and attracting
potential employees”
(Barber, 1998, p. 5).
(i) activities that influence the
number and type of individuals
who apply for a position;
(ii) activities that may affect if job
applicants withdraw during the
recruitment process;
(iii)activities that may influence
job acceptance.
Recruitment
Strategy
Linking organisational Strategy to
Recruitment strategy – what are the
Knowledge skills and competencies
needed by the organisation to meet
strategic objectives?

Workforce planning..supply and

demand etc..
Getting the right numbers, with the
right skills at the right time.
 Recruitment Selection

BUSINESS & Deciding

WORKFORCE selection
NEEDS? methods

Job

Joining and Induction

Description
Job / Attracting Selecting Making
Competency Applications Candidates Appointments
Analysis
Personal
Specification

(CIPD, 2009)
Recruitment Methods
• Internal
• Use internal labour market
• Opportunities for career progression but restricted pool of
applicants and problems with inbreeding

• External
• Formal versus informal (e.g. word of mouth)

What are the relative benefits and drawbacks of

internal and external recruitment?
Which
methods?

• Usage against through which method yields most applicants

(Torrington et al, 2014).
• To what extent approach hits target audience.
• What image do you want to portray to the labour market?
• Time constraints?
• Volume of applications wanted?
Jaguar Land Rover
Wants to enhance its expertise
in autonomous and electric
technology

Let’s see what image Jaguar

want to present to target
audience.

https://www.jaguarlandrovercar
eers.com/content/Our-
recruitment-process/?
locale=en_GB
Jaguar Land Rover and Noodle
INNOVATION IN RECRUITMENT

To lure 5, 000 electronic wizards

A 2 stage recruitment challenge

bbc.co.uk/business news 19/06/17

Technology Enabled Recruitment
• CIPD (2017-2022) confirm that organisations
increasingly making use of technology to recruit.
• Using social media and innovative testing
techniques to find the ‘right’ type of
employee
• Taking a strategic approach to the use of
Facebook and Twitter to build the employer
brand.
• ‘LinkedIn’ professional networking site used to
direct hire.
• Job seekers and the use of social networks.
Reflections
• To what extent should organisations be engaging in social
media?
• Employers are watching: what does your social media profile say
about you? What do you want it to say? What is your
professional brand?

• Social media: great at increasing candidate pool but presents

challenges for selection. Why?
 Employer Branding
 Application of branding principles to human resource management
(Backhaus and Tikoo, 2004). Development of a unique selling
proposition (USP).
 Manhanya and Shah (2010,p.43) defines Employer Branding “as a
targeted, long term strategy to management awareness and
perceptions of employees, potential employees, and related
stakeholders with regards a particular firm” .
 Purpose: to make it easier to attract top talent.
 An employer of choice (Branham, 2001 cited in Wilden et al (2010).
 Key is to build on any aspect of the working experience that is distinct
Employer Brand and The case
of Volvo Cars
• Attempts to answer the question – who are we? A company
with a purpose – people.
• @cars are driven by people – the guiding principle behind
everything must remain safety.
• The admired employer concept (Volvo Cars, 2017).
• Extensive use of Social Media (advertising and you tube
clips to promote its corporate and employer brands).
• People-centric message ‘Volvo – Made by People’ (Volvo
Car Sverige, 2016).
• Measuring the effectiveness of the employer brand (big
data)
Stop and Think!

Look at an organisation that has a recognisable brand such as

Jaguar Landrover, l’oreal, Proctor and Gamble

What are the key messages that you hear communicated about
what it is like to work for this organisation?

If you were thinking of applying for a job at the company how would
you find out more information about the organisation?
 Employer Branding
• Employer brand loyalty and brand image.
• Research agenda: evaluate concept as a useful practice for
HRM. Backhaus and Tikoo (2004)

• Some problems – promises more than delivers and difficulties

Walker, 2007; Clake, 2009)
with implementation.
• Overcoming management and/or employee resistance /
cynicism.
• Creates unrealistic expectations.
• One or more different brands? (Wilden et al, 2010).
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Developing and Maintaining an Employer Brand

Importance of protecting your corporate reputation in

the recruitment market and nurture top talent. (Theurer
et al 2018)

Building an Employee Value Proposition (EVP)

(Mandhanya and Shah, 2010). Example Nike: Win as a
team.

Staff surveys: starting point for developing your

employer brand. (Walker, 2007; Clake, 2009)
At Unilever, our vision is to build
a diverse and inclusive
organisation where everyone is
empowered and able to bring
their authentic self to work.
Amita Chaudhury: Global diversity
and Inclusion director for Unilever,
Singapore
 New Faces of Leadership program,
where employees nominate co-
workers who endorse inclusive
behaviours.
 Aims to be the number one
employer of choice for disabled
people, to make up 5% of
workforce by 2025 (Cave, 2019).
 But what type of organisation is
unilever what does it sell and
where?
Managing People and Organisations – NBS-7024A
Selection – a separate process
Road Map - Selection

The Role of Selection Evaluation of

Selection Methods different methods
Selection follows Recruitment
Recruitment is the process of generating a
pool of people to apply for employment to
an organisation. Applicants

Selection is the process by which managers

and others use specific instruments to
choose from a pool of applicants a person
… more likely to succeed in the job(s), given Selection
management goals and legal requirements.
Bratton and Gold (2012)

20
Selection in context
• A key strategic HRM activity - ensuring the
organisation has the sustainable capability
it needs to deliver its aims, both today and Reward
in the future
• A two-way process (Torrington et al, 2011) –
‘realistic job preview’ Selection Performance Appraisal

But:
• Risks of discrimination Development
(Fombrun, Tichy and
• No method is ‘perfect’ Devanna, 1984)

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Selection: broader
context

• … in reality, firms can choose which groups of individuals will receive

access to jobs, and what chances to enhance their careers they will be
given.
• … the factors underpinning employability … involve workers skills and
attributes
• … a potential shift in the balance of power towards employers, who …
retain control.
CIPD (2016) Research Report: Attitudes to
employability and talent. London: CIPD
22
Recruitment and AI and Algorithm decision-
making

The advantages of ADM higher efficiency Reduced costs

Big debate is over ethics, the loss

Unilever saved 100,000 h of of humanity and lack of
human recruitment time using transparency and accountability,
AI used in writing job
algorithmic video analysis oversight in decision-making .In
descriptions in recruitment.
(Köchling, A., Wehner, M.C. & particular when it comes to be
Warkocz, J. 2023). used in selection rather than cv
screening.
 AI And Algorithm decision-making and Ethics:
The Debate
(Hunkenschroaer and Luetge 2022)

Benefits
• Fairer and less biased, as they are free of human intuition.
• Can offer support for those going through application process.
• Monitor tone and language in job descriptions
• Can be more objective as can focus on skill and behaviours rather than personal appearance. (use of games
and video interviews)
Disadvantages
• Bias in design, focusing on job clicks for applications rather than capabilities.
• Bias in using data that excludes underpresented groups ( Amazon 2018 trial example of gender bias in
evaluating resumes based on male data)
Problems
• Legislation lags behind: AI initiatives are dealing with discrimination and privacy issues. Ie scanning social
media.
• AI-based interviews may applicants the feeling of not being able to present themselves sufficiently, (so
people may choose to deselect (Köchling, A., Wehner, M.C. & Warkocz, J. 2023)
• Applicants need to know AI being used (transparency )
Person-Organisation Fit
“the compatibility between people
and organizations that occurs when: (a) at least one
entity provides what the other needs, or (b) they share
similar fundamental characteristics, or (c) both”
(Kristof, 1996, p. 4–5)

The Argument:

 Employees are the most important asset to

competitive advantage
 Organisations that attract, develop and retain talent
will thrive
 Employee turnover leads to financial, knowledge and
social capital losses
 P-O fit reduces turnover and increases engagement.
 Therefore: Organisations should use P-O fit when
selecting people.
(Memon et al., 2014, p. 205)
Competency Frameworks

Competencies are “underlying

characteristics of a person which
results in effective and superior
performance in a job”

(Boyzatis, 1982 cited in Taylor,

2014, p.125)
‘What people can do’ - behavioural competencies
• ‘Competencies’ are behaviours needed to perform
effectively at work (Boyatzis 2008).
Behaviours, knowledge, and skills

Drives, hopes, and fears

• We define each competency (such as problem solving, or

communication) required by individuals working in an
organisation.
But: the degree of detail is critical
• too broad? lacks adequate guidance
• too detailed? process is excessively bureaucratic and time-consuming.

27
Competencies are ‘behavioural selection criteria’
Competencies define: EXAMPLE:
• What the person needs to be able • Able to
to do Communicate with others
• How they do it • By
(1) listening actively, and
(2) checking understanding
• Why it is needed • In order to
(1) reduce errors, and
(2) engage others

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So, selection can be based on ‘Competencies’
or ‘Criteria’

Interviews can be Searching for evidence of

Ask for examples where
structured to gather past behaviour and
the desired behaviours
evidence related to the experience – best guide to
have been used (not
competencies required in future performance is
hypothetical).
the job. past performance.

But:
• Makes a number of
STAR: Situation? – Task? – assumptions about candidates’
Actions? – Results? behaviour that can lead to
poorer quality decisions.

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Perception Errors
Perception is ‘how we make sense of
the outside world’

Some common mistakes:

Selective perception - we attribute positive

‘halos’ or negative ‘horns’ to people
Self-centred bias - evaluating a candidate by
reference to ourselves
Early information bias - early decisions,
followed by confirmation
Stereotyping - a shortcut to understanding;
irrelevant and discriminatory
What selection tools (methods) are available?
Methods 2015

Interviews following application form content 83%

Competency-based interviews 77

Tests for specific skills 52

General ability tests 47

Literacy and/or numeracy tests 45

Assessment centres 38

Personality/attitude/psychometric 36
questionnaire

Group exercises 27

Source: Resourcing and talent planning

report. CIPD 2013; 2015
31
Jaguar Land Rover

What are its selection methods

https://www.jaguarlandrovercar
eers.com/content/Our-
recruitment-process/?
locale=en_GB
Evaluations of Selection Methods
 The Evidence!
Validity
• Face validity - how acceptable is the selection
measure, including to the candidate
• Content validity - the nature of the measure; how
adequate is it (e.g. driving test)
• Predictive validity - link between scores on a
selection measure and subsequent outcomes
Reliability
•Temporal or ‘re-test’ stability - consistency of results
obtained over time.
•Consistency - does the test measure what it sets out to
(e.g. limited by vocabulary)?
(Pilbeam and Corbridge, 2010; cited in 2006 p.172)
Methods 2015 Predictive
Validity
Interviews following application form content 83%* 0.3
Competency-based interviews 77 0.6
Tests for specific skills 52 0.5
General ability tests 47 0.5
Literacy and/or numeracy tests 45 N/A
Assessment centres 38 0.7
Personality/attitude/psychometric 36 0.4
questionnaire

Group exercises 27 N/A

(Pilbeam and Corbridge, 2010)

The ‘Classic Trio’
• Cook’s (2004) ‘Classic Trio’
(cited in Taylor 2008)
• Application form
• Interview
• References

• Widely used but poor

predictive validity
• Unstructured interviews following
application form content 0.3
• (Structured interviews 0.6)
• References 0.1
 Interviewing is…..
“part of the popular vocabulary. It looks easy and
everyone is inclined to believe they are good at it.
Therein lies the danger and the confusion.”
Plumbley, 1991:103, cited in Marchington and Wilkinson, 2002)

Reflect on the following:

What role does the interview play in the selection process?

What are the advantages and disadvantages of the one to one interview
versus the panel interview? AI?

37
 Advanced Methods: Tests
• specific abilities or • basis for equal
aptitudes treatment
• numeric, verbal, • may be barrier to
analytical, problem-
solving, perception,
certain groups
manual dexterity • good validity
• personality tests

(Marchington & Wilkinson, 2002)

 Psychometric testing at Deloitte
• “Research has shown that soundly developed tests
of this type provide evidence of ability in
particular skill areas. This test provides our
interviewers with objective, reliable and relevant
information that helps them to make a well-
informed decision on how you would handle a
very demanding graduate position here at
Deloitte”.

https://www2.deloitte.com/uk/en
/careers/careers.html?icid=top_c
areers
39
BPS Professional Standards /
CIPD Code of Practice
• Not sole method
• Trained assessor
• Feedback to all
• Choose tests with rigorous development
process
• Confidentiality
• Only use if clear potential impact on job
performance.
(Taylor, 2008)
Assessment Centres (ACs)
• “… an amalgam of selection methods … (and)
overcomes many of the criticisms that have
been made of any one of the methods…”
(Marchington and Wilkinson 1998:128)
• ‘Rolls-Royce’ of selection methods (Taylor,
2008)
• Key considerations
• Flexibility
• Appropriateness
• Cost
• High validity
(Taylor, 2008; Torrington et al, 2011)
 Application
Form & Interviews Skills Tests
References

Group Exercises Psychometric Analytics Tests

tests
In the Mix …..
• “Past performance is no guarantee of future results” (Arkin,
2010: 8).
• 21st century Talent Spotting – why potential trumps brains,
experience and competencies? (Fernandez-Araox, 2014).
• Examining a broad range of attributes makes the selection
process fairer and more reliable.
References
Bateson, J., Wirtz, J., Burke, E. and Vaughan, C. (2013) When Hiring, First Test, and Then Interview.
Harvard Business Review Nov 2013, Vol. 91 Issue 11, p34-34.
Boyatzis, R. E. (200_) Competencies in the 21st century, Journal of Management Development
27(1), pp. 5-12
CIPD (2016) Research Report: Attitudes to employability and talent. London: CIPD
Kristof AL (1996) Person-organization fit: an integrative review of its conceptualizations,
measurement, and implications. Personnel Psychology 49(1):1–49
Hunkenschroer, A.L., Luetge, C. (2022) Ethics of AI-Enabled Recruiting and Selection: A Review and Research Agenda. Journal of Bus
Ethics 178, 977–1007 (2022). https://doi.org/10.1007/s10551-022-05049-6
Marchington, M. and Wilkinson, A. (2002). People Management and Development. London: CIPD.
Parry, E. & Tyson, S. (2008). An analysis of the use and success of online recruitment methods in
the UK. Human Resource Management Journal. Vol 18 No 3, Pp257-274.
Pilbeam, S. and Corbridge, M. (2010) People Resourcing and Talent Planning: HRM in practice.
Harlow:Pearson
Rees G. and French R. (2023) Leading, Managing and Developing People. London: CIPD,
 References / Further Reading (1)
• Arkin, A. (2010). In the mix People Management. October. Pp.8-10.
• Bratton, J. and Gold, J. (2012). Human Resource Management. Theory and Practice. Basingstoke:
Palgrave Macmillan.
• Brockett, J. (2008). Assessment: the eight wonders… October. Pp. 28-29.
• CIPD (2020). Selection methods. Factsheet. www.cipd.co.uk. Accessed: 06/10/21
• CIPD (2020). Competence and competency frameworks. Factsheet. www.cipd.co.uk Accessed:
06/10/21
• Marchington, M. & Wilkinson., A. (2002). People Management and Development. London: CIPD.
• McAllister, N. (2013). Google staff boss: Our old hiring procedures were ‘worthless’. Available:
http://www.theregister.co.uk/2013/06/20/google_hiring_procedures/
• Torrington et al. (2014). Human Resource Management. 8th Edition. Harlow: Prentice Hall.
• Taylor, S. (2008). People Resourcing. 4th Edition. London: CIPD.
• Theurer, C,P, Tumasjan, A, Welpe, I. M and Lievens, F. (2018). Employer Branding: A Brand Equity-
based Literature Review and Research agenda. International Journal of Management Reviews, Vol. 20,
155-179.
• Walker, P. (2007). How to develop an effective employer brand. People Management. Pp. 44-45
• Wilden, R Gudergan, S. and Lings, I. (2010). Employer Branding: strategic implications for staff 45
recruitment. Journal of Marketing Management. 26: 1-2, 56-73.
 References / further reading
CIPD (2010; 2011; 2013; 2015; 2017). Resourcing and talent planning. Annual Survey Report.
www.cipd.co.uk. Accessed: 30/06/17.
CIPD (2021). Resourcing and talent planning. www.cipd.co.uk. Accessed: 06-10-2021
Clake, R. (2009). How to …. Maintain the employer brand. People Management. 2 July: p33
Eisen, S, P. (2005). Managing Generation Y. SAM Advanced Management Journal. Vol. 70. No. 4. pp4-
15.
Foster, Punjaisri and Cheng (2010). Exploring the relationship between corporate, internal and
employer branding. Journal of Product and Brand Management.19:6, 401-409.
Köchling, A., Wehner, M.C. & Warkocz, J. (2023) Can I show my skills? Affective responses to artificial intelligence in the
recruitment process. Review of Management Science 17, 2109–2138 (2023). https://doi.org/10.1007/s11846-021-00514-4
Mandhanya and Shah (2010). Employer branding – A tool for talent management. Global Management
Review 4:2, 43-73.
Memon et al (2014). Person-Organisation Fit and Turnover Intention. Global Business and
Management Research. An International Journal. 6 (3) 205-209.
Millmore, M. (2003). Just how extensive is the Practice of Strategic Recruitment and Selection? Irish
Journal of Management. 2003, Vol. 24 Issue 1, p87-108.