STAFFING: RECRUITMENT & SELECTION

INTERNAL RECRUITMENT

INTERNAL LABOUR MARKETS No substitute for knowing a

candidate’s strengths and weaknesses Inside candidates may be more

committed to the company and can increase morale

POLICIES INBREEDING

RECRUITMENT (INFORMAL)

EMPLOYEE REFERRALS DIRECT APPLICANTS DIRECT CONTACTS PROBLEM

Nepotism Favouritism

RECRUITMENT (FORMAL)

ADVERTISING Marketing

PRIVATE SEARCH FIRMS CAMPUS RECRUITING EMPLOYMENT EXCHANGES SUMMER INTERNS ‘TEMPS’

ON-LINE RECRUITING INTERNET

‘Passive’ candidates Chat rooms Company intranets monster.com may have 5 million online

resumes, there may be 2-3 times that on the internet

COST AND TIME EFFECTIVE INTERNAL JOB MARKET STANDARDISATION DISCRIMINATION

MANAGING RECRUITMENT

FEEDBACK FROM SELECTION AND PERFORMANCE APPRAISAL

YIELD ANALYSIS DATA GENERATION AND ANALYSIS

INITIAL SCREENING APPLICATION BANK

Privacy QUALIFICATION

Education Experience

TECHNOLOGY FOR PROCESSING Software Outsourcing Some firms use job applications as a tool to

predict future performance

INITIAL SCREENING (Contd.)

Initial interviews Involve lower levels Line persons

FINAL SELECTIONS

APPLICATION BLANKS REFERENCE CHECKS TESTS: PERSONALITY/ COGNITIVE

Biases Applicability

INTERVIEWS ASSESSMENT CENTRES

AVAILABLE TESTS Psychological Intellectual Technical Aptitude Interest

inventories Reliability

inventories

Clerical skills test Telemarketing

ability tests Service ability

tests Management

aptitude test Team skills test Sales ability test

VALIDATING THE TESTS

Concurrent validation

Give tests to employees

Compare scores with current performance

Predictive validation Test applicant before

hiring Use alternate

selection technique to hire

Compare real performance with test results – determines suitability of test

INTERVIEW CONTENT

SITUATIONAL BEHAVIORAL JOB RELATED STRESS

PITFALLS OF INTERVIEWS

Snap Judgments Negative Emphasis Job Knowledge Candidate Order Nonverbal Behaviour District Attorney Psychologist

STRUCTURED INTERVIEW

Job Analysis & Job Specification Question Set Benchmark Answers Training Guidelines Feedback Practitioners vs. theoreticians

STRUCTURING INTERVIEWS

Base questions on actual job duties Use knowledge, situational

questions and objective criteria to evaluate

Train interviewers Use same questions

Streamlining Interviews

Interviewer must get questions around these four factors answered Knowledge and experience Motivation Intellect Personality

MANAGEMENT ASSESSMENT CENTRE SIMULATION UNOBTRUSIVE OBSERVATION

In Basket Group Discussion Mgmt. Games Presentations Tests/ Interviews

RESOURCE INTENSIVE

TOYOTA TOTAL SELECTION PROGRAMME 20 HOURS/ SIX PHASES/ 5-6 DAYS

Initial screening: blanks/ co. video Technical knowledge and potential: aptitude

tests, skills tests Interpersonal and decision skills:

assessment centre/ assy. simulation One hour group interview Physical tests On the job assessment for six months

SYSTEM FEEDBACK TRACKING AND RECORD KEEPING

Yield Cost Quality GE medical applies benchmarked purchasing

techniques to dealing with recruiters SELECTION VALIDATION CLIENT SATISFACTION ROLE OF HR

Line involvement for speed Law?

PROBLEMS

HALO EFECT STEREOTYPING DIVERSITY

MINORITIES SELECTION VS. ELIMINATION JOB VS. ORGANISATION FIT

‘Red flags’

CANDIDATE’S POINT OF VIEW

IN AN ORGANISATION JUNGLE ASYMMETRY OF RELATIONSHIP STATE UNION