View
99
Download
2
Category
Tags:
Preview:
DESCRIPTION
recruitment and selection ppt
Citation preview
Web support material for Human Resource Management: Theory and Practice, Third Edition© John Bratton and Jeffrey Gold 2003, published by Palgrave Macmillan
Title
Words of Wisdom‘They do psychometric testing. I got in before all that
mumbo-jumbo.’
‘HR directors are largely dissatisfied with the quality of their employees … they would re-hire less than 60% of
current employees.’
‘Testing is a human interaction, and if you take this element away you’ll soon lose the real customers: the
candidates themselves.’
Recruitment and Selection
Web support material for Human Resource Management: Theory and Practice, Third Edition© John Bratton and Jeffrey Gold 2003, published by Palgrave Macmillan
Chapter outline
Recruitment and Selection
Web support material for Human Resource Management: Theory and Practice, Third Edition© John Bratton and Jeffrey Gold 2003, published by Palgrave Macmillan
Definition
Recruitment
is the process of generating a pool of capable people to apply for employment to an organization.
Selection
is the process by which managers and others use specific instruments to choose from a pool of applicants a person
or persons most likely to succeed in the job(s), given management goals and legal requirements.
Recruitment and Selection
Web support material for Human Resource Management: Theory and Practice, Third Edition© John Bratton and Jeffrey Gold 2003, published by Palgrave Macmillan
The stages of recruitment and selection
Recruitment and Selection
Web support material for Human Resource Management: Theory and Practice, Third Edition© John Bratton and Jeffrey Gold 2003, published by Palgrave Macmillan
Recruitment and Selection
• Recruitment and selection are vital to the formation of a positive psychological contract, which provides the basis of organizational commitment and motivation.
• The attraction and retention of employees is part of the evolving employment relationship, based on a mutual and reciprocal understanding of expectations.
• There are wide variations in recruitment and selection practices, reflecting an organization’s strategy and its philosophy towards the management of people.
• Progressive HR practices are crucial to a positive psychological contract – this includes attention to effective recruitment and selection practices.
Recruitment and Selection
Web support material for Human Resource Management: Theory and Practice, Third Edition© John Bratton and Jeffrey Gold 2003, published by Palgrave Macmillan
Legal Context
Various recruitment and selection practices are bound by the law of the land.
In general there are three forms of discrimination that are against the law:
Direct
Indirect
Victimization
The Legal Context
Web support material for Human Resource Management: Theory and Practice, Third Edition© John Bratton and Jeffrey Gold 2003, published by Palgrave Macmillan
Key Legal Provisions in the UK
• Sex Discrimination Act 1975 (amended 1986)
• Race Relations Act 1976 (amended 2000)
• Equal Pay Act 1970 (amended 1983 to include work ‘of equal value’)
• Disability Discrimination Act 1996
• Directives from the EU such as the 1998 Data Protection Act
Key Legal Provisions in the UK
Web support material for Human Resource Management: Theory and Practice, Third Edition© John Bratton and Jeffrey Gold 2003, published by Palgrave Macmillan
Recruitment and Attraction
• A key role for HR is to align performance within roles with the strategy, so recruiting for the ‘right’ people for a role depends on how it is defined in terms relating to performance to achieve the strategy.
• Criterion-related behaviours or standards of performance are referred to as competencies.
• Competencies can be used to provide the behaviours needed at work to achieve the business strategy, and enable organizations to form a model of the kinds of employee it wishes to attract through recruitment.
Recruitment and Attraction
Web support material for Human Resource Management: Theory and Practice, Third Edition© John Bratton and Jeffrey Gold 2003, published by Palgrave Macmillan
Fig 7.2 Attraction and Selection
Recruitment and Attraction
Web support material for Human Resource Management: Theory and Practice, Third Edition© John Bratton and Jeffrey Gold 2003, published by Palgrave Macmillan
Attracting Applicants
The main approaches to attracting applicants can be summarized as follows:
• Walk-ins
• Employee referrals
• Advertising
• Websites
• Professional associations
• Educational associations
• Professional agencies
• E-recruitment (general recruitment agents/ companies’ own sites)
• Word-of-mouth
Recruitment and Attraction
Web support material for Human Resource Management: Theory and Practice, Third Edition© John Bratton and Jeffrey Gold 2003, published by Palgrave Macmillan
Recruitment Considerations
An organization will take account of a number of factors when forming its recruitment plans and choice of media.
These might include:
• Cost
• Time taken to recruit and select
• Labour market focus, for example: skills, profession or occupation
• Mobility of labour – geographic and occupational
• Legislation on sex discrimination, race discrimination and disability
Recruitment and Attraction
Web support material for Human Resource Management: Theory and Practice, Third Edition© John Bratton and Jeffrey Gold 2003, published by Palgrave Macmillan
Job description format
Recruitment and Attraction
Web support material for Human Resource Management: Theory and Practice, Third Edition© John Bratton and Jeffrey Gold 2003, published by Palgrave Macmillan
A seven-point plan
Recruitment and Attraction
Web support material for Human Resource Management: Theory and Practice, Third Edition© John Bratton and Jeffrey Gold 2003, published by Palgrave Macmillan
Five-fold grading system
Recruitment and Attraction
Web support material for Human Resource Management: Theory and Practice, Third Edition© John Bratton and Jeffrey Gold 2003, published by Palgrave Macmillan
Person specs vs competencies
Personnel specifications versus competencies
• Personnel specifications may contain stereotypes of the ‘ideal’ person and so organizations may be reinforcing the
stereotype in their recruitment practices.
• The use of competencies allows organizations to free themselves from traditional stereotypes in order to attract
applicants from a variety of sources.
• Competencies appear to be more objective, have a variety of uses in attracting applicants and allow an organization to
use more reliable and valid selection techniques.
Recruitment and Attraction
Web support material for Human Resource Management: Theory and Practice, Third Edition© John Bratton and Jeffrey Gold 2003, published by Palgrave Macmillan
Selection: costs
Organizations have become increasingly aware of making good selection decisions, since it involves a number of costs:
• The cost of the selection process itself, including the use of various selection instruments
• The future costs of inducting and training new staff
• The cost of labour turnover if the selected staff are not retained
Selection: Costs
Web support material for Human Resource Management: Theory and Practice, Third Edition© John Bratton and Jeffrey Gold 2003, published by Palgrave Macmillan
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.
Selection: Principles
Web support material for Human Resource Management: Theory and Practice, Third Edition© John Bratton and Jeffrey Gold 2003, published by Palgrave Macmillan
Reliability and Validity Issues
Reliability and Validity Issues
Reliability refers to the extent to which a selection technique achieves consistency in what it is measuring
over repeated use.
Validity refers to the extent to which a selection technique actually measures what it sets out to measure.
Selection
Web support material for Human Resource Management: Theory and Practice, Third Edition© John Bratton and Jeffrey Gold 2003, published by Palgrave Macmillan
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
Web support material for Human Resource Management: Theory and Practice, Third Edition© John Bratton and Jeffrey Gold 2003, published by Palgrave Macmillan
Selection table 7.1
Selection
Web support material for Human Resource Management: Theory and Practice, Third Edition© John Bratton and Jeffrey Gold 2003, published by Palgrave Macmillan
Psychometric Testing
Personality research has lent support to the use of sophisticated selection techniques such as psychometric tests that have a good record of reliability and validity.
• Ability tests: these focus on mental abilities (verbal/numerical) and physical skills testing. Right/wrong answers allow applicants to be placed in ranked order.
• Inventories: self-report questionnaires indicating traits, intelligence, values, interests, attitudes and preferences. No right/wrong answers but a range of choices between possible answers.
Psychometric Testing
Web support material for Human Resource Management: Theory and Practice, Third Edition© John Bratton and Jeffrey Gold 2003, published by Palgrave Macmillan
E-assessment
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 – anyone can be called on to help
E-assessment
Web support material for Human Resource Management: Theory and Practice, Third Edition© John Bratton and Jeffrey Gold 2003, published by Palgrave Macmillan
Assessment Centres
• Assessment centres are 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.
Assessment Centres
Web support material for Human Resource Management: Theory and Practice, Third Edition© John Bratton and Jeffrey Gold 2003, published by Palgrave Macmillan
Realistic Job Previews
Applicants have expectations about how the organization will treat them. Recruitment and selection represent an
opportunity to clarify these.
Realistic job previews (RJPs) provide a means of achieving this.
RJPs can take the form of case studies, shadowing, job sampling and videos – this enables the expectations of
applicants to become more realistic.
RJPs: lower initial expectations, cause some applicants to de-select themselves, increase levels of organization
commitment, job satisfaction, performance and job survival.
Realistic Job Previews
Web support material for Human Resource Management: Theory and Practice, Third Edition© John Bratton and Jeffrey Gold 2003, published by Palgrave Macmillan
Summary
Recommended