Professional Documents
Culture Documents
Getting it wrong
Productivity shortfall Reduced the quality of product or services High staff turnover Low morale Loss of revenues and customers High costs (cost of getting it right, costs of dismissal) Loss of strategic direction and market credibility
Getting it right
Sustained teamwork Stable workforce and management Seamless progression Better morale Increased performance Customer satisfaction Strategic goals achieved
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Definitions
Recruitment:
Process of establishing that vacancies exist and communicating these vacancies to an appropriate pool of candidates.
Selection:
Process of filtering candidates in order to select the individual best suited to a particular vacancy.
Senior managers
Recruiting people for senior positions For other positions, recruitment is delegated to HRD Responsible for HRP, by identifying overall skills required for the organization and the types of candidates they wish to be part of the workforce Usually have the final say in the recruitment process
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Line managers
In small businesses line managers will recruit the staffs they require In big organizations:
Asking for more human resources: notifying vacancies or issuing a job requisition Advising on skill requirements and attributes required Selection interviewing (perhaps collaborating with HR specialists) Having a final say in the selection decision
Recruitment consultants
Helping to draw up, or offering advice on, job descriptions, person specifications and other recruitment and selection aids Designing job advertisements Screening applications Helping with short-listing for interview Advising on, or conducting, first-round interviews Offering a list of suitable candidates with notes and recommendations
The recruitment and selection process is a series of hurdles aimed at selecting the best candidate for the job.
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If the job already exists then it will be important to start with a job analysis If the job requires getting specific tasks done then again a job analysis would be a sensible place to start If the role of the job is likely to change then a person specification may be more appropriate
Job analysis
The process of collecting and analyzing information about the content of the existing job and will be relevant when the organization is looking for someone with particular skills and experience and/or when the job involves the completion of specific tasks. From the job analysis, the organization can prepare a job description.
Person specification
Describes the sort of person suitable for the job. It specifies the education, qualifications, training, experience and personal attributes required to perform the job to the required standard.
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A job description
A written statement of what the worker actually does, how he or she does it, and what the jobs working conditions are.
Person Specification
Job title Sections of job description Wages / Salaries
Purpose of job
Principal duties
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Matching
Ineffective recruitment
Main reasons include:
Poor human resource planning, inadequate job analysis, job description, personnel specification Inappropriate job advertising Failure to obtain all necessary documentation Poor short listing of candidates Inadequate selection procedures and poor interview technique Failure to follow up from interview Failure to meet the promises made in interview Failure to ensure a correct culture fit
Recruitment Methods
1. 2. 3. 4. Internal Using existing contacts External contacts Advertising/media
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Recruit or Promote?
There are several alternatives to external recruitment:
Promotion of existing staffs Secondment of existing staffs Closing the job down, by sharing out duties and responsibilities among existing staffs Rotating jobs among staffs
Factors to be considered
Availability in the current staff of the skills and attributes required to fill the vacancy Availability in the external labor pool of the skills and attributes required Accuracy of selection decisions Time for induction Staff development (succession planning) Fresh blood
Succession planning
The process of ensuring a suitable supply of successors for current and future senior or key jobs.
Disadvantages:
They may have less-than positive attitudes. Rehiring may sent the wrong message to current employees about how to get ahead.
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Disadvantages
Failed applicants become discontented and get jealous Time wasted interviewing inside candidates who will not be considered Must fill the position vacated by the promoted employee Lack of new ideas and creativity that may come from a new person
Constructing an effective ad
Wording related to job interest factors should evoke the applicants attention, interest, desire, and action (AIDA) and create a positive impression of the firm.
The selection of a media depend on the type of organisation, the type of job, the cost of advertising, readership and circulation and frequency.
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Internet technology and specialization trends are changing how candidates are attracted and how searches are conducted.
College recruiting
Recruiting goals
To determine if the candidate is worthy of further consideration To attract good candidates
On-site visits
Invitation letters Assigned hosts Information package Planned interviews Timely employment offer Follow-up
Internships
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Employee referrals
Applicants who are referred to the organization by current employees
Referring employees become stakeholders. Referral is a cost-effective recruitment program. Referral can speed up diversifying the workforce
Walk-ins
Direct applicants who seek employment with or without encouragement from other sources. Courteous treatment of any applicant is a good business practice.
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Key Questions
Is there a need for this job? What does the job involve? What kind of person do we need? How do we get that person? How do we make them welcome?
SYSTEMATIC APPROACH
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Selection Approach
Assess each application against key criteria in the job advertisement. Categories applicants (based on their CVs or application forms) according to their suitability. Consider:
availability (e.g. now or 6 months) reasons for gaps in employment record education (e.g. subject/class of degree, school examination record)
Selection Tools
Application forms/CVs Interviews: individual, panel Selection tests : Intelligence, aptitude, personality, proficiency, medical etc Assessment centres Reference checking: job or character references Work sampling: Trial periods, exercises
Short list the candidates for interview Invite candidates for interview
Application forms
Usual contents include:
Personal information Education Trade/Professional qualifications Employment history Interests Other information Referees Confirmation
Interviews
Still the principle way of selection an interview is a conversation with purpose The objectives are:
Find out whether candidate is suitable for the task Find out whether task is suitable for the candidate Make the candidate feel that they have been given fair treatment in the interview
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Open Questions: Which give the candidate the opportunity to express his or her opinion. ('Who? What? Where? When? Why.?) 1. Why do you want to be an accountant?, Why are you interested in a Business Studies degree, Jo? Probing Questions: These aim to discover the deeper significance of the candidate's answers (to give further and more specific details) 2. Why particularly Business Studies, Jo?, But what was it about accountancy that particularly appealed to you? Closed Questions: Invite only 'yes' or 'no' answers: ('Did you?, 'Have you?') 3. Did you pass your exam?, So, you're interested in a Business Studies degree, are you, Jo? Problem solving Questions: Present the candidate with a situation and ask him/her to explain how s(he) would deal with it 4. How would you motivate your staff to do a task that they did not want to do? Leading Questions: Encourage the candidate to give a certain reply 5. We are looking for somebody who likes detailed figure work. How much do you enjoy dealing with numbers?, Don't you agree that?, Surely you're interested in Business Studies, Jo?
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Advantages
Disadvantages The candidate may be able to disguise lack of knowledge in a specialist area of which the interviewer knows little. The interviewer's perception may be selective or distorted, and this lack of objectivity may go unnoticed and unchecked. The greater opportunity for personal rapport with the candidate may cause a weakening of the interviewer's objective judgment.
One-to-one interviews
Candidates are interviewed by single interviewer More likely to be thorough and rigorous questioning and should encourage candidates to relax and talk freely
Direct face-to-face communication, with opportunities for the interviewer to use both verbal and non-verbal cues to assess the candidate Rapport between the candidate and the interviewer Flexibility in the direction and follow-up of questions
Panel interviews
Team of interviewers meeting the candidate together It is less time consuming and more convenient administratively than one to one interview Each interviewer may have different areas to be interviewed
Selection Board
Large formal panels, or selection boards, may also be convened where there are a number of individuals or groups with an interest in the selection.
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Advantages of interview
Places candidate at ease Highly interactive, allowing flexible questions and answers Opportunities to use non-verbal communication Opportunities to assess appearance, interpersonal and communication skills Opportunities to evaluate rapport between the candidate and his or her potential colleagues/bosses
Disadvantages of interview
They are artificial Too brief to get to know candidates They require the interviewer to be skilled and well-prepared They can lead to the halo effect, contrast effect, cloning and stereotyping They are time consuming First impression are not always right Some qualitative factors such as motivation, honestly and integrity are difficult to assess
Selection Testing
Selection tests must be sensitive, standardized, reliable and valid Two basis types of tests are:
Proficiency and attainment tests: competency Psychometric tests: aptitude, intelligence and personality
Proficiency tests
These determine the competency of an individual to perform a specified task These are common where an easily tested skill is required Secretarial skills or ability to speak a foreign language Can give a typing test to check speed (words per minute) Candidates could be notified of such tests in advance
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Psychological tests
To assess aspects of candidates such as motivation, personality, and attitudes. Those involved with the application and interpretation of such tests should be well trained Results must be handled with caution
Proficiency Tests Measuring the ability to perform simulated job tasks and situations
Selection Tests
Physiological and personality Test measure a variety of characteristics such ability to deal with others
Limitations
Job situation and test situation will be different Candidates can practice and be coached in performing tests The interpretation of test results is a skilled task, for which training and experience is essential. It is also highly subjective. Biased It is possible to fake a test Costly
Assessment centres
A small group of participants who undertake a series of test and exercises under observation with a view to the assessment of their skills and competencies, suitability for particular roles and potential for development. Trained assessors observe and evaluate individuals through a selection of preprogrammed exercise or trials.
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Written Tests
Assessment centre
Self Appraisal Peer Rating
Speeches
Questionnaires
Planning and leadership Analytical skills and problem solving Decision making ability Sensitivity and creativity Social skills Communication Assertiveness Energy Initiative Stress tolerance
Advantages
They can be used to see how candidates deal with others The candidates can be observed over a longer period of time The candidates can be given practical tasks that reflect the job Avoidance of single assessor bias Reliability in predicting potential success Benefits to assessed individuals
Disadvantages
Candidates will do well in some areas and not others It is possible to coach candidates to perform well at practical tests May be expensive
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References
The purpose is to confirm facts about the employee and increase the degree of confidence felt about information given during interviews and from application forms and CVs References could be in two forms:
Straightforward factual information Opinions about the applicant's personality and other attributes
References
This is very common once a primary selection is done To confirm choice or final check on candidates Must be treated with caution. A reference can be:
Biased in favor of candidates due to personal friendship Biased against the candidate due personal dislike Biased in favor of candidates as referee wants to get rid of them Biased against the candidates as referee wants to keep them Impartial and accurate
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