Human Resource Management

Recruitment and selectionRecruitment and selection..

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Engr. Attaullah Shah Engr. Attaullah Shah BSc. Civil ( Gold Medal), MSc. ( Str. Engg), BSc. Civil ( Gold Medal), MSc. ( Str. Engg),

MBA, MA ( Eco), MSc ( Envir design) , PGD ( Comp Sc) MBA, MA ( Eco), MSc ( Envir design) , PGD ( Comp Sc) PhD Scholar ( UET TAXILA)PhD Scholar ( UET TAXILA)

Project Director Allama Iqbal Open University Project Director Allama Iqbal Open University

E-mail: E-mail: pd@aiou.edu.pkpd@aiou.edu.pkpdaiou@yahoo.compdaiou@yahoo.com

Website: Website: www.aiou.edu.pkwww.aiou.edu.pkTelephone/Fax: 051-9250100Telephone/Fax: 051-9250100

Cell: 0333-5729809Cell: 0333-5729809

Human Resource Strategy: A People-Centered Approach Human Resource Management (HRM)Human Resource Management (HRM)

The proactive acquisition, retention, development, adjustment and The proactive acquisition, retention, development, adjustment and managing changes of human resources necessary for organizational managing changes of human resources necessary for organizational success.success.

HRM has moved from a support staff function (personnel) to a HRM has moved from a support staff function (personnel) to a more strategic role in organizations.more strategic role in organizations.

Human Capital or Human Resource.Human Capital or Human Resource. A term that recognizes the greater societal value of developing all A term that recognizes the greater societal value of developing all

present and future work force participants to their fullest potential.present and future work force participants to their fullest potential.

Is your HRD playing these functions. If No then Why?Is your HRD playing these functions. If No then Why?

People-Centered Organizations Enjoy a Competitive Advantage People-centered Practices:People-centered Practices:

Protection of job securityProtection of job security Rigorous hiring processRigorous hiring process Employee empowermentEmployee empowerment Compensation linked to performanceCompensation linked to performance Comprehensive trainingComprehensive training Reduction of status differencesReduction of status differences Sharing of key informationSharing of key information

HRM activities and Responsibilities of Line Manager and the HR Department

Activity Activity Line Manager Line Manager HRD HRD Staffing Staffing Data for job, Min qualification, Data for job, Min qualification,

integrating strategic plans with HR integrating strategic plans with HR plan, Interviewing candidates, making plan, Interviewing candidates, making final decision on entry level hires and final decision on entry level hires and promotion promotion

Job AnalysisJob Analysis

HRPHRP

Recruitment & Selection Recruitment & Selection

Employees Laws and Regulations.Employees Laws and Regulations.

Retention Retention Fair TreatmentFair Treatment

Open Communication, team work, Open Communication, team work, performance based pay increases, performance based pay increases, Respect and dignity of employees.Respect and dignity of employees.

-Compensation and benefits.-Compensation and benefits.-Health and Safety Health and Safety -Employee Services.Employee Services.

DevelopmentDevelopment -On job training, On job training, - Job enrichment, Job enrichment, -Motivational strategies, Motivational strategies, -performance feedback to employees, performance feedback to employees, -Coaching Coaching

-Dev legally sound performance Mangt.-Dev legally sound performance Mangt.-Technical Training Technical Training -Moral Surveys Moral Surveys -Managerial and ODManagerial and OD-HR researchHR research

Adjustments Adjustments -Discipline, Discipline, -Discharge Discharge -Lay offsLay offs

- Investigate Employees Complaints.- Investigate Employees Complaints.-Replacement Services Replacement Services -Retirement Counseling Retirement Counseling

Managing Managing Changes Changes

- Provide vision to unit as to where the - Provide vision to unit as to where the Organization is going?Organization is going?

- Provide expertise to manage the overall - Provide expertise to manage the overall process of managing change.process of managing change.

Human Resource Planning What is planningWhat is planning??

To establish the long term and short objectives and identify To establish the long term and short objectives and identify the ways and means to achieve these.the ways and means to achieve these.

Planning TypesPlanning Types: : - Strategic: Creating the tomorrow’s Org.Strategic: Creating the tomorrow’s Org.- Tactical: Dealing with growth of current operations.Tactical: Dealing with growth of current operations.- Operational: Day to day operations.Operational: Day to day operations.

Human Resource Planning ( HRP) Human Resource Planning ( HRP)

The process of understanding the available competencies The process of understanding the available competencies in an Org and allow the Org to plan for changes to new in an Org and allow the Org to plan for changes to new jobs required to achieve the Org goals. jobs required to achieve the Org goals.

Four Phases to HR Planning ““What will we need?”What will we need?”

Determine future HR requirementsDetermine future HR requirements

““What’s available?”What’s available?” Determine future HR availabilitiesDetermine future HR availabilities

InternallyInternally ExternallyExternally

Reconcile requirements and availabilitiesReconcile requirements and availabilities Anticipate “gaps”Anticipate “gaps” Develop action plansDevelop action plans

Control and evaluateControl and evaluate

HR Planning Process

Current Workforce

Business Plans

External & Internal Scanning

Losses,Internal Moves,

Accessions

Organization Plans

ForecastedHR

Availabilities

Reconciliation (Gaps)

Forecasted HR

Requirements

ActionPlans

StaffingActivities

OtherHR

Activities

HR Planning Strategy

Seven Seven strategic strategic staffing staffing decisions:decisions:

OrganizationMission

Goals & Objectives

Organization Strategy HR Strategy

Staffing StrategyAcquire or Develop Talent

Staffing as a Lag or Lead SystemSpecific or General Competencies

Exceptional or Acceptable Workforce QualityExternal or Internal Hiring

Active or Passive Pursuit of DiversityCore or Flexible Workforce

Recruiting and Selection Recruitment: Recruitment: The process of generating potential job The process of generating potential job

candidates for actual or anticipated candidates for actual or anticipated organization’s vacancies.organization’s vacancies.

Selection: Selection: The process of eliminating or sort out those The process of eliminating or sort out those

judged unqualified to meet job and judged unqualified to meet job and organizational requirement. organizational requirement.

Recruitments is termed positive Recruitments is termed positive Selection is termed negative Selection is termed negative Why? Why?

Recruitment, Selection and HR Recruitment and selection are two-way Recruitment and selection are two-way

processes that affect each otherprocesses that affect each other Applicants self-select throughout Applicants self-select throughout

recruitmentrecruitment Organizations select throughout recruitmentOrganizations select throughout recruitment Recruitment goes on throughout evaluation Recruitment goes on throughout evaluation

of candidatesof candidates

Recruitment, Selection and HR Recruitment affects other activitiesRecruitment affects other activities

Selection system effectivenessSelection system effectiveness TrainingTraining CompensationCompensation Employee relationsEmployee relations Affirmative action goalsAffirmative action goals If incumbents are not qualified, recruiters If incumbents are not qualified, recruiters

have to look at different populationshave to look at different populations Overqualified employees become boredOverqualified employees become bored Public relations activitiesPublic relations activities

Common Recruitment Mistakes Lack of specificity in job adsLack of specificity in job ads

Too many unqualified applicantsToo many unqualified applicants

Word of mouth recruitment used Word of mouth recruitment used exclusivelyexclusively Perpetuates the current workforcePerpetuates the current workforce

Not communicating accurate information Not communicating accurate information about the job and/or organizationabout the job and/or organization Employees may become dissatisfied and leaveEmployees may become dissatisfied and leave

Designing Recruitment Programs

Must be integrated into the strategic Must be integrated into the strategic planning process planning process

Must be carefully doneMust be carefully done Potentially qualified candidates may not hear Potentially qualified candidates may not hear

of openingof opening Treatment candidates receive during Treatment candidates receive during

recruitment will impact job choicesrecruitment will impact job choices

Recruitment Philosophy Internal Internal

advantagesadvantages Easier to evaluate Easier to evaluate

applicantsapplicants Less expensiveLess expensive FasterFaster More familiar with More familiar with

organization; less organization; less trainingtraining

Motivational for Motivational for current employeescurrent employees

External advantagesExternal advantages New ideas and innovationNew ideas and innovation Reduces some training costsReduces some training costs Does not disrupt current Does not disrupt current

organizational chartorganizational chart Usually more rapid Usually more rapid

accomplishment of accomplishment of affirmative action goalsaffirmative action goals

Signal to employees that Signal to employees that business is changingbusiness is changing

Often no viable internal Often no viable internal candidatecandidate

Recruitment Strategy Where to recruitWhere to recruit Whom to recruitWhom to recruit How to recruitHow to recruit When to recruitWhen to recruit Choice of recruitersChoice of recruiters Information to communicateInformation to communicate

8 steps: The Selection Process:

Screening and SelectionScreening and Selection Completed Application Completed Application Employment tests Employment tests Comprehensive InterviewsComprehensive Interviews Conditional job offer Conditional job offer Background ExaminationBackground Examination Medical/Physical testsMedical/Physical tests Permanent Job offer Permanent Job offer

Steps in the PROCEED ModelSteps in the PROCEED Model PreparePrepareReviewReviewOrganizeOrganizeConductConductEvaluateEvaluateExchangeExchangeDecideDecide

Systematic processes that define job (work) contentJob analysis

Tasks

KSAOs

Test

Steps in Developing Selection Tests

Knowledge, skills, abilities & other characteristics

Elements of work that are organized around one unique purpose

Anything having an effect on the terms & conditions of employment

Job analysis

Tasks Tests that measure ability on the task: Job content valid tests

Examples: Word processing tests“Ten-key” testsRole plays of tasksDriving testsWork samples tests

Steps in Developing Selection Tests

Job analysis

Tasks

KSAOs Tests that measure the underlying KSAO which the task requires

Examples: Intelligence testsPersonality testsAptitude testsAbility tests

Steps in Developing Selection Tests

Screening and Selection Methods Drug testingDrug testing Integrity testsIntegrity tests Mental ability testsMental ability tests Objective personality and interestObjective personality and interest Employment interviewsEmployment interviews Work sample testsWork sample tests

Recruitment and Selection (cont’d) InterviewingInterviewing

Interviews are the most common selection tool.Interviews are the most common selection tool. There is unsubstantiated confidence in the traditional There is unsubstantiated confidence in the traditional

interview.interview. Unstructured InterviewsUnstructured Interviews

No fixed question format or systematic scoringNo fixed question format or systematic scoring Shortcomings:Shortcomings:

Susceptible to distortion and interviewer biasSusceptible to distortion and interviewer bias Open to legal attack; legally indefensible if contested.Open to legal attack; legally indefensible if contested. Apparent but no real validity; may not be totally job-related and Apparent but no real validity; may not be totally job-related and

possibly invasive of privacy.possibly invasive of privacy. Highly inconsistent in application as selection tool.Highly inconsistent in application as selection tool. Lack of feedback to interviewers about selection errors.Lack of feedback to interviewers about selection errors.

Recruitment and Selection (cont’d)

Structured InterviewStructured Interview A set of job-related questions with standardized answers.A set of job-related questions with standardized answers. Question types used in structured InterviewsQuestion types used in structured Interviews

Hypothetical situationsHypothetical situations Job knowledgeJob knowledge Job sample simulationJob sample simulation Worker requirementsWorker requirements

Behavioral InterviewingBehavioral Interviewing Posing detailed questions to candidates about their personal, Posing detailed questions to candidates about their personal,

specific behaviors in actual past job-related situations.specific behaviors in actual past job-related situations.

Common Interviewing Mistakes & biases Snap judgments Negative bias Contrast error (comparing candidates) Pressure to hire Influence of nonverbal behavior

Why is it important to have an effective selection process?

Ensure person can perform job (person-job fit). Ensure person will support organizational culture

(Person-organization fit). A “fair” selection process helps create a positive

company image. Turnover is costly – hire the right person in the

first place! Avoid negligent or illegal hiring.

How to Make Interviews More Valid

Interviews SHOULD be: Structured Focused Standardized Job-related Situational or behavioral-oriented Legal – avoid potentially discriminatory

questions.

Choosing the Right Predictor Depends onDepends on

The nature of the jobThe nature of the job Established validity of the predictorEstablished validity of the predictor Selection ratio (ratio of hires to applicants)Selection ratio (ratio of hires to applicants) Cost of the predictorCost of the predictor Adverse impact caused by the predictorAdverse impact caused by the predictor

Discussion Questions?

Would it be desirable to hire people only according to the person/jobWould it be desirable to hire people only according to the person/job match, ignoring the person/organization match? Whymatch, ignoring the person/organization match? Why

Would it be desirable to hire people only according to the Would it be desirable to hire people only according to the person/organization match, ignoring the person/job match? Why?person/organization match, ignoring the person/job match? Why?

What would be the potential problems with a staffing process in which vacancies were filled:

• On a lottery basis from among job applicants?•On a first come-first hired basis?

What would be the advantages of using one of the above processes?