HRM - Recruitment & Selection Process

Chapter 9
Premium Lecture Outlines
Human Resource Management
Chapter Objectives
1. Define the term human capital, and identify at least four of Pfeffers people-centered practices. 2. Identify and briefly explain the seven steps in the PROCEED model of employee selection. 3. Distinguish among equal employment opportunity, affirmative action, and managing diversity. 4. Explain how managers can be more effective interviewers.
Copyright Houghton Mifflin Company. All rights reserved.
Premium Lecture Outlines, 92
Chapter Objectives (contd)

5. Discuss how performance appraisals can be made legally defensible. 6. Contrast the ingredients of good training programs for both skill and factual learning, and explain the role of training in preventing sexual harassment.
Human Resource Strategy: A People-Centered Approach

Human Resource Management (HRM)
The proactive acquisition, retention, and development of human resources necessary for organizational success. HRM has moved from a support staff function (personnel) to a more strategic role in organizations.
Human Capital
A term that recognizes the greater societal value of developing all present and future work force participants to their fullest potential.
A General Model for Human Resource Management
People-Centered Organizations Enjoy a Competitive Advantage

People-centered Practices:
Protection of job security Rigorous hiring process Employee empowerment Compensation linked to performance Comprehensive training Reduction of status differences Sharing of key information
Recruitment and Selection

Getting the right people on the bus.
Recruiting for diversity Goal is to generate a pool of qualified applicants through many different sources that are demographically representative of the population at large. Networking appears to be the most successful jobhunting method.
The Selection Process: An Overview

Screening and Selection
Similar to a hurdle race: Rsum screening Reference and background checks Psychological tests, physical examinations, interviews, work-sampling
Steps in the PROCEED Model

Prepare Review Organize Conduct Evaluate Excha nge Decide
The Selection Process: An Overview (contd) Job Analysis

The process of identifying basic task and skill requirements for a specific job by studying superior performers.
Job Description
A concise document that outlines the role expectations and skill requirements for a specific job.
Job Specification
The knowledge, skills, and abilities required for the job incumbent.
Equal Employment Opportunity (EEO)

EEO and Title VII of the Civil Rights Act of 1964
In virtually all aspects of employment, it is unlawful to discriminate on the basis of race, color, sex, religion, age, national origin, disability, or veteran status. Aimed at preventing future discrimination.
Affirmative Action Program (AAP)

Actively seeking out, employing, and developing the talents of those groups traditionally discriminated against in employment in the past.
Implementing an Affirmative Action Program

Measures Employed in AAPs to Prevent Discrimination:
Active recruitment of women and minorities. Elimination of prejudicial questions on employment application forms. Establishment of specific goals and timetables for minority hiring. Statistical validation of employment testing procedures.
Toward Managing Diversity

From Affirmative Action to Managing Diversity
The objective is to develop an appreciation of interpersonal differences and to create a dominant heterogeneous culture.
Accommodating The Needs of People with Disabilities

Americans with Disabilities Act of 1990 (ADA) Requires that employers to make reasonable accommodations to the needs of present and future employees with physical and mental disabilities.
ADA Policy Guidelines for Employers

Audit the workplace to eliminate barriers and bias. Train all managers in ADA compliance and all employees to be sensitive to others with disabilities. Do not hire anyone who cannot safely perform the basic duties of a particular job with reasonable accommodation.
Recruitment and Selection

Employment Selection Tests
Any procedures used in the employment decision process such as Pencil-and-paper tests Unscored application forms Informal and formal interviews Performance tests Physical, education, or experience requirements Tests must be unbiased, statistically valid, and reliable predictors of job success.
Recruitment and Selection (contd)

Interviewing
Interviews are the most common selection tool. There is unsubstantiated confidence in the traditional interview.
Unstructured Interviews
No fixed question format or systematic scoring Shortcomings: Susceptible to distortion and interviewer bias Open to legal attack; legally indefensible if contested. Apparent but no real validity; may not be totally job-related and possibly invasive of privacy. Highly inconsistent in application as selection tool. Lack of feedback to interviewers about selection errors.
Recruitment and Selection (contd)

Structured Interview
A set of job-related questions with standardized answers. Question types used in structured Interviews Hypothetical situations Job knowledge Job sample simulation Worker requirements
Behavioral Interviewing
Posing detailed questions to candidates about their personal, specific behaviors in actual past job-related situations.
Performance Appraisal
Performance Appraisal
Evaluating individual job performance as a basis for making objective personnel decisions.
Making Performance Appraisals Legally Defensible

1. Use job analysis to develop the appraisal system. 2. Check that the appraisal system is behaviororiented, not trait-oriented. 3. Have evaluators follow specific written instructions when conducting appraisals. 4. Have evaluators review results with the ratees.
Performance Appraisal (contd)

Alternative Performance Appraisal Techniques
Goal setting (MBO) Written essays Critical incidents Graphic rating scales Behaviorally anchored rating scales (BARS) Weighted checklists Rankings and comparisons Multirater appraisals 360-degree review
Sample Behaviorally Anchored Rating Scale for a College Professor
Training
Training
Guided experience to change employee behavior and/or attitudes
Training Facts
54.2 billion dollars were spent on employee training in 2002, although most of it was spent on well-educated managers and professionals. Remedial education and basic skills training for nonmanagement personnel is both a business necessity and a good investment for employers.
Figure 9.1
The Content and Delivery of Todays Training
Source: Republished with permission of Training from Tammy Galvin, "2001 Industry Report," Training, 38 (October 2001): 54, 66; permission conveyed through Copyright Clearance Center.
Figure 9.1 The Content and Delivery of Todays Training
(contd)
Figure 9.1 The Content and Delivery of Todays Training
(contd)
Training (contd)
The Ingredients of a Good Training Program
Maximize similarity between the training and the job. Provide as much experience as possible. Provide a variety of examples. Label or identify important task features. Understanding general principles enhances transfer. Reward trained behaviors and ideas. Design training content for obvious applicability. Use questions to guide trainees attention.
Training: Skill Versus Factual Learning

Effective skill learning ingredients
Goal setting Modeling Practice Feedback
Effective factual learning sequence

Goal setting Meaningful presentation of materials Practice Feedback
Needed: Training to Discourage Sexual Harassment

Sexual Harassment
Unwanted attention that creates an offensive or intimidating work environment. Unwanted physical contact Gestures, displays, joking, and language Organizations are responsible for the actions of their employees and others. It is the managers job to be aware of and to correct cases of harassment. Ignorance of harassment activity is not a valid legal defense.
Discouraging Sexual Harassment

What can victims do?
Live with it Fight back Complain to higher-ups Find another job Sue their employer
Factors leading to victims winning harassment lawsuits:

Harassment was severe. There were witnesses. Management was notified Management failed to act. There is supporting documentation.
Discouraging Sexual Harassment (contd)

What Can the Organization Do?
Garner top-management commitment to eliminate sexual harassment. Issue a clear sexual harassment policy statement. Provide appropriate awareness training. Establish a grievance procedure for reporting incidents of harassment.
Macro View of Recruitment Process

Tagged to the Recruiter based on the Requirement Resumes are screened and if relevant interviews are conducted Recruiter fills in details like joining ratio, location for Recruitment, skills, source etc DRM approves the Job & BURH if source is adv. Or consultant
Job Flagged for Recruitment in PAS
If selected fitment by recruiter & approved by DRM offer is released to the candidate
Responsibilities of Recruiters
With reference to Background Verification No recruitment from blacklisted companies (NASSCOM) Physical visit to any new company Face to Face interviews Collection of minimum mandatory documents before releasing offer Candidate to fill online BV & CAM form Resolve information queries in co-ordination with candidate with in 5 working days Resolve integrity discrepancies with in 7 working days. Inform central BV/TED teams of terminations immediately.
Background Verification
Screening Process Points Covered: 1. Place of employment 2. Duration of employment 3. Position held 4. Department/Reporting to 5. Performance history 6. Reason for leaving 7. Rehire status whether the company would be willing to re-hire the candidate? How BV is done? 1. Call to the HR manager of the company 2. Call to the supervisor 3. Check with ROC on whether the company is registered 4. Check internet updates on the company
Lateral Hiring
Start
Candidate has been selected for hire
The BV Form filled by the candidate is uploaded into System
Information regarding the candidates previous employment (Prior to the current organization the candidate is working in) is sent to the BV agency by central BV Team
1 BV Agency sends the report back to central BV team within 7 working days Insufficient Information Mail sent to candidate for further information to be provided Documen ts provided are clear Discrepanc y Recruiter to meet the candidate Ye s Documen ts provided are clear No Abort the offer/Terminate the employee
Clear Report
Offer Released to the candidate
Candidates Joins Firm
Stop

HRM - Recruitment &amp; Selection Process

Uploaded by

Document Information

Original Description:

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

HRM - Recruitment &amp; Selection Process

Uploaded by

Copyright:

Available Formats

Chapter 9

Premium Lecture Outlines

Human Resource Management

Copyright Houghton Mifflin Company. All rights reserved.

Premium Lecture Outlines, 92

Chapter Objectives (contd)

Copyright Houghton Mifflin Company. All rights reserved.

Premium Lecture Outlines, 93

Human Resource Strategy: A People-Centered Approach

Copyright Houghton Mifflin Company. All rights reserved.

Premium Lecture Outlines, 94

A General Model for Human Resource Management

Copyright Houghton Mifflin Company. All rights reserved.

Premium Lecture Outlines, 95

People-Centered Organizations Enjoy a Competitive Advantage

Copyright Houghton Mifflin Company. All rights reserved.

Premium Lecture Outlines, 96

Recruitment and Selection

Copyright Houghton Mifflin Company. All rights reserved.

Premium Lecture Outlines, 97

Copyright Houghton Mifflin Company. All rights reserved.

Premium Lecture Outlines, 98

The Selection Process: An Overview

Steps in the PROCEED Model

Copyright Houghton Mifflin Company. All rights reserved.

Premium Lecture Outlines, 99

Copyright Houghton Mifflin Company. All rights reserved.

Premium Lecture Outlines, 910

Copyright Houghton Mifflin Company. All rights reserved.

Premium Lecture Outlines, 911

The Selection Process: An Overview (contd) Job Analysis

Copyright Houghton Mifflin Company. All rights reserved.

Premium Lecture Outlines, 912

Equal Employment Opportunity (EEO)

Affirmative Action Program (AAP)

Copyright Houghton Mifflin Company. All rights reserved.

Premium Lecture Outlines, 913

Implementing an Affirmative Action Program

Copyright Houghton Mifflin Company. All rights reserved.

Premium Lecture Outlines, 914

Toward Managing Diversity

Accommodating The Needs of People with Disabilities

Copyright Houghton Mifflin Company. All rights reserved.

Premium Lecture Outlines, 915

ADA Policy Guidelines for Employers

Copyright Houghton Mifflin Company. All rights reserved.

Premium Lecture Outlines, 916

Recruitment and Selection

Copyright Houghton Mifflin Company. All rights reserved.

Premium Lecture Outlines, 917

Copyright Houghton Mifflin Company. All rights reserved.

Premium Lecture Outlines, 918

Copyright Houghton Mifflin Company. All rights reserved.

Premium Lecture Outlines, 919

Recruitment and Selection (contd)

Copyright Houghton Mifflin Company. All rights reserved.

Premium Lecture Outlines, 920

Recruitment and Selection (contd)

Copyright Houghton Mifflin Company. All rights reserved.

Premium Lecture Outlines, 921

Copyright Houghton Mifflin Company. All rights reserved.

Premium Lecture Outlines, 922

Copyright Houghton Mifflin Company. All rights reserved.

HRM - Recruitment & Selection Process

HRM - Recruitment & Selection Process