Chapter 4 recruitment
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Transcript of Chapter 4 recruitment
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Recruitment
Where does the recruitment process actually start?….. In broader sense recruitment process actually starts from…..
‘Human Resource Planning’
The link with the Organisational Strategic Planning
Published by Lecturesheet.iiuc28a9.com
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Strategic Planning
Well-defined long-term plan of major actions through which an organisation intends to achieve its long-term objectives in a dynamic environment
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Levels of Strategic Planning
Corporate Level Corporate strategy is primarily concerned with the scope
and resource deployment
Business Level Business strategy defines how a company should compete in the market decided in the corporate strategy. Thus it's
focus is more on competitive advantage and synergy.
Operational/FunctionalFunctional strategy defines how to operate each major
functional areas to compete.
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HR Planning
HR Planning•Defining the time-span
• Scope and detail of plan
• Comprehensive Information
Demand Forecast
From Strategic Planning
Supply Forecast
Current resource, potential loss, int. &
ext. factors
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Job Analysis
Job Analysis
Job purpose & criteria for effective
performance
Job Description
Job purpose, responsibilities, tasks
and conditions
Person Specification
Requirements for Effective
Performance
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Sourcing Strategy
• Organisational Policy • Internal – in chain reaction often ends in external recruitment • External • - Recruitment Agencies/Head Hunting• - Unsolicited Resume/database• - External Advertisement• - Online
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Preparing and Publishing Information • Information about Organisation • Job Profile • Requirement • Reward/Opportunities• Conditions • Application
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Processing and Assessing Application
• Application Blank – may be • A Grid/Matrix – yes • Documents
- Advertisement - Job Description - Person’s specification
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Notification
• Specific/Information as much as possible • Job description/person spec – if possible
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Selection Process
• Organisation’s policy • Application Form • Interview • Group Situation Test • Aptitude Test • Psychometrics
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Selection Process
In the forms of …..• Written Tests• Group Discussion • Psychometrics • Formal presentation • Case Study • Interviews in different forms
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Selection Interview
• ‘Whatever other tests could be used, the selection process invariably includes an interview. Quite often it is the only method used, and in various ways.’
• Although it is the principal method by which recruitment decisions are finally made, this part of selection process is most vulnerable to subjectivity whether conscious or unconscious.
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Selection Interview
• Ideal number of representation in a panelThree ? – A HR representative, Reporting authority, third view/technical person;
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Issues the panel members need to address
• Info relevant to the job des. and person spec required;
• How questions should be framed;• divisions of question ‘areas’ and ‘order’;• Planning questions to probe KSA;• Appropriate timescales;
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Design of the interview
• Structured? • Semi-structured? • Unstructured?
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Managing the Interview
A Chairperson • Opening • Middle • Closing
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Managing the Interview
• Putting the candidates at their ease; (Non-verbal communication/smile/listen attentively/affirmative noises)
• Help candidates to get going
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Questioning
• Direct …. ‘In what aspects of your life have you shown leadership skills?’
• Indirect… ‘What prompted you to go for the position of ……?’ • Open Questions - encourages candidates to express their
views… ‘Like what?’… ‘Give me an example of …?’ • Closed Questions - only allows ‘yes’ or ‘no’…. should only be
used to achieve clarification..’Can you work on unsocial hours?’
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Questioning• Leading questions… Little values in selecting interviews as it is
clear what is acceptable / unacceptable…’Do you get on well with your colleagues?’
• Multiple Choice Questions (a restricted list…..) • Probe .. if incomplete/ambiguous, probe…’Say a bit more…’
• Hypothetical/Scenario .. situational questions.. ‘tell us a situation where you have difficulty dealing with a staff member and how ..
• Statement question (change the atmosphere.. put at more ease) Well, that was an unusual situation…
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Assessment
• Rating Form – should be signed by the board members perhaps with comments;
• Scores1-4 Limited fit4-7 Close fit7 – 10 Very Close fit
Weighted according to overall importance of the job role;At regular intervals – brief discussions
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Legal Issues
• The interview may become subject to third party review should a candidate express dissatisfaction or allege discrimination; even worse, put to legal proceedings;
• Responsibility of HR Dept to keep papers arising from the interview for a given period;
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Reference Checking
Should form integral part of selection process
• Written? • Oral discussion over phone/in
person? (Documentation?)
• Avoid references from a relative • Previous employers – must
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Avoiding Factors That Bias Judgement
• Discount personal likes and dislikes, result from the cultural and environmental influences within which a person brought up and form the way in which the individual reacted to these background influences.
• Not to tend to conclude fairly early in the interview process. Not to make a decision early in the interview and use the remainder to the interview to confirm the conclusions;
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Avoiding Factors That Bias Judgement
• Avoid Prejudices tend to be associated with persistent attitudes held by the interviewer. e.g., engineer do/do not make good human resources managers;