Human Resource Management

Lecture slides:

Assessment criteria 2.3, 2.4

Learning Outcomes

LO2- Understand how to recruit employees

By the end of the session students will be able to:

compare the recruitment and selection process in two organisations

evaluate the effectiveness of the recruitment and selection techniques in two organisations

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Learning Objectives

At the end of this module, students will understand the: Methods used by organizations to

recruit and select employees. Legal issues that affect recruitment

and selection. HR’s role in the recruitment and

selection process. Role of supervisors and peers in the

recruitment and selection of team members.

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Hiring the Right Person: Recruitment

RECRUITMENT The process of attracting individuals

in sufficient numbers with the right skills and at appropriate times to apply for open positions within the organization.

RECRUITMENT

RECRUITMENT refers to the processes followed by organisations when they wish to attract applicants for vacant or new positions.

Recruitment involves (Compton & Nankervis, 1998): recruitment preparation, applicant sources, employment consultants, legislative considerations, vacancy promotion, and application types.

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Recruitment Issues

Alternatives to recruitment: Outsourcing. Contingent labour. Part-time employees. Overtime.

Costs of recruitment and selection: Replacing supervisory, technical and

management personnel can cost from 50 percent of salary to several hundred percent of salary.

When HR planning indicates the need for additional labour, organizations have a number of choices to make. This may be the first step in a full-scale recruitment and selection process but sometimes hiring additional employees is not the best method to obtain additional labour.

It may be practical for an organization to consider alternatives to recruiting such as outsourcing or contingent labour.

If this is a temporary fluctuation in work volume, the simplest solution may be part-time labor or overtime by existing employees.

Since the costs of recruitment and selection can be staggering, hiring new employees should occur only after careful consideration and only when the organization anticipates a long-term need for additional labor.

SELECTIONSELECTION follows the recruiting process with the

appointment of the most suited applicant to the position. This involves:

reviewing the applications, reviewing resumes, short listing applicants who fit the job description, interviewing the applicants, making an appointment, and orientating the successful appointee.

Recruitment and SelectionDistinguishing between the different processes

Recruitment:attracting a field of suitable applicants

Selection:choosing a candidate for appointment

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Internal Environment

Promotion from within: Advantages:

Promotion as a reward for good work. Motivational tool for other employees. Promoted employee gets up to speed must

faster in his or her new job. Disadvantages:

Must fill the position vacated by the promoted employee.

Lack of new ideas and creativity that may come from a new person.

Jealousy from those not promoted.

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Internal Environment Nepotism: Hiring relatives.

Does your organization have a policy on nepotism?

May be discriminatory. Must ensure individuals are not in

supervisory positions managing their own relatives.

May create issues of favoritism.

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External Environment Labor market conditions:

Strong economy = difficulty hiring. Weak economy = too many

applicants.

The strength of the economy and labour market conditions will significantly affect your organization’s ability to attract and retain top-level employees.

When the economy is strong with little unemployment, you may have to compete with other employers for a limited number of skilled employees.

This may require increased compensation or benefit incentives to attract quality applicants.

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Discrimination Issues in Recruiting

Civil Rights Act of 1964. Age Discrimination in

Employment Act of 1967. Pregnancy Discrimination Act of

1975 Disabilities Act of 1990.

See handout – discrimination in employment

http://www.youtube.com/watch?v=hHfSgLzd3Hs

http://www.youtube.com/watch?v=yMTtIw7R2HY

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Internal Recruitment Job Posting: The process of announcing job

openings to employees. Job information must be made available to all

employees. Ensure minority workers and disadvantaged

individuals are aware of job opportunities. Employee distrust occurs when there is not

“equal” opportunity for open positions. Employee Referrals:

Some believe this is the route to the best employees.

Can perpetuate discriminatory hiring practices.

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Internet Recruiting Advantages:

Inexpensive. Quick and easy to post announcement. Responses arrive faster and in greater quantity. Will generate a wider range of applicants. Applicants can be screened by computer. Some selection tests can be administered by

computer. Automated applicant tracking.

Disadvantages: Ease of submission will result in a lot of

applicants, many whom are not qualified. May take more HR time to sort through the

greater quantity of applicants.

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External Recruitment

Employment agencies. Executive search firms. In-house recruiters. Local advertising:

Newspaper. Multimedia.

Internships. Job fairs. College recruiting. Walk-in candidates.

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Recruitment for Diversity

An ethnically diverse workforce enhances creativity and may facilitate expansion into global markets.

Recruiting must generate applicants from a wide variety of individuals.

Train recruiters to use objective standards.

Include pictures of minority and disabled employees on recruitment flyers.

Make sure ads and interviews are bi-lingual.

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HR Dilemma: Employee Referrals (Group Discussion)

An organization starts an employee referral program to find employees for its assembly plant. The program is very effective, but no candidates from protected groups are referred or hired.

1. Could the organization be guilty of discrimination?2. Should the organization abandon its referral

program?http://www.businessmanagementdaily.com/272/overrelying-on-employee-referrals-beware-

of-the-legal-riskshttp://www.eeoc.gov/eeoc/newsroom/release/9-7-04.cfm

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The Employment Application

Applications must include: Applicant information. Applicant signature certifying validity of information. Statement of employment at will, if permitted. Permission from the applicant for reference check.

Avoid the following: Discriminatory information. Disability information. Past salary levels. Birth date or education dates. Driver’s license information, unless driving is a job

requirement.

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Screening Interview

Usually conducted by telephone. Not done in all organizations. A few straight-forward questions. Can eliminate those less qualified early in

the selection process.

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Selection Tests SELECTION TEST: Any instrument that is used to make

a decision about a potential employee.(1)

STANDARDIZATION: Uniformity of procedures and conditions related to administering tests.(2)

RELIABILITY: The extent to which a selection test provides consistent results.(2)

VALIDITY: The extent to which a test measures what it claims to measure.(2) Do higher test scores relate to higher success on the job?

(1) Myrna L. Gusdorf(2) R. Wayne Mondy

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Kinds of Selection Tests Cognitive aptitude tests measure reasoning, vocabulary,

verbal and numeric skills. Job knowledge tests measure knowledge regarding a

particular job. Work sample tests allow candidates to demonstrate how

they would work on the job. Psychomotor abilities tests assess the skill level of tasks

required on the job. Personality tests assess traits and personal

characteristics. They are used to determine if the applicant is the right fit for the organization.

Vocational interests tests identify occupations in which the candidate is most interested.

Honesty and integrity tests try to measure a candidate’s truthfulness .

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Interviewing Candidates Team or individual interviewer? Structured or patterned interview:

Pre-set questions asked of all candidates. Nondirective interview:

Minimum of questions, not planned in advance. Open-ended questions; interviewer follows the candidate’s

lead. Situational and problem-solving interview:

Candidate describes how he or she would solve a problem. Behavioral interview:

Candidate describes how he or she responded to a specific situation.

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Background Verification and Reference Checks

The importance of checking: 40 percent of applicants lie about work

histories and educational backgrounds. 20 percent of applicants falsify credentials

and licenses. 30 percent of applicants make

misrepresentations on their resumes.

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Evaluating the Recruitment and Selection Process

Cost: Did you stay within your recruitment budget?

Time: How long did it take you to fill the position?

Quality: Were your applicants well qualified for the job?

Longevity: What about turnover? Do your new hires stay for the

long term?

Recruitment http://www.youtube.com/watch?

v=N-3j8fWMyE8

See case studies - Asda and Tesco recruitment

Exercise – case study Read through the case study of the

organisations provided, compare and contrast their recruitment and selection process.

Evaluate the effectiveness of their recruitment and selection process

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CONGRATULATIONS!You have a new employee!