HUMAN Resources (532) Staffing & Recruitment

Human Resources Staffing & RecruitmentCh. (1) introduction Staffing is all about hiring the right people with the right skills at the right time.

. Committed, motivated, qualified employees help your organization achieve its purpose.

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Hiring mistakes can be a huge financial burden. Hiring the wrong person is a poor use of resources for recruiting and orienting a new staff member. Plus, the cost is compounded when a hiring mistake effects employee morale, disrupts your office and perhaps even causes a valued employee to quit. Repairing the damage can take a lot of time and effort. This Course will explore the considerations for getting the right people - with the right skills, at the right time - into your organization. 3/52

In this Course, we will explore topics such as:

Job Descriptions Recruitment Selection & Hiring The offer & the contract Orientation

GETTING THE RIGHT PEOPLE Laying the Groundwork The hiring process usually starts with the need to fill a vacant or new position. For a vacant position, this is a good time to assess if the job still helps your organization serve its purpose and achieve its mission. Hiring a new employee needs to be rooted in a larger staffing plan that is connected to your organization's strategic plan. PRE-REQUESITS: Bus. Strategy & HRP 5/52

Developing your staffing plan Here are some key questions to ask: What are the critical positions or roles that need to be filled - now and in the future? What are the tasks your organization needs done? What is your organization's culture? What characteristics do you need to look for in potential new staff to assess cultural fit? What positions require little or no experience and therefore would be good for attracting young and/or inexperienced candidates to your organization? Is it possible to fill positions through an assignment or secondment from another organization? Are the roles suitable for permanent, temporary, fulltime, part-time or some other contractual arrangement? 6/52

Related Important Issues to Staffing: HR policies & procedures can assist the process of bringing a new employee into the organization. Up-to-date, clear policies on recruitment and staffing make the hiring process straightforward and less time consuming. Policies on probation, employee orientation, workplace health and safety and training and development - to name a few topics - clarify what management and employees expect of each other. HR policies are considered a great source of information for a new employee 7/52

Other Important Requirements for Successful STAFFING & RECRUETMENT:1- updated organizational structure 2- updated salary structure, and compensation systems 3- updated career path program. 4- updated training and development programs required for new staff 5- updated performance appraisal systems 6- updated motivation/ retention systems In Addition to an updated Orgal. Strategy, and an updated HR Plan. 8/52

HENCE, The purpose of this course will focus on the steps following the accomplishment of all previous requirements. In other words, the objectives of this course are to carry on the fulfillment of the existing systems set forth by the HR manager , and cleared effective by the Board of Directors. Therefore, Staffing is a job of an executioner nature.9/52

Getting the Right People Job Descriptions Staffing new employees needs jobs descriptions and job specifications to compose the so called: job profiles . The job profiles provide a broad overview of the typical types of duties and responsibilities performed by staff in a position and the qualifications that are most common for that position. In this section, we will address the following Questions:10/52

1- Why are job descriptions important? 2- How is a job description developed? 3- Who approves a job description? 4- What information is included in the job profiles?

SO, Lets Address the first Question. Why are Job Descriptions Important????11/52

A job description is a basic HR management tool that can help to increase individual and organizational effectiveness. For the employee , a good job description helps the incumbent to understand: Their duties and responsibilities The relative importance of their duties in terms of how their position contributes to the mission, goals and objectives of the organization.

For the organization, good job descriptions contribute to organizational effectiveness by: Ensuring that the work carried out by staff is aligned with the organization's mission Helping management clearly identify the most appropriate employee for new duties and realigning work loads

Job descriptions are also the foundation for most HR management activities such as :13/52

Recruitment Job descriptions are used to develop a recruitment campaign that clearly articulates the duties to be performed and qualifications required by the organization for the position Selection Interview questions, hiring criteria and the screening process are based on the duties and qualification outlined in the job description Orientation The job description helps the employee see how their position relates to other positions in the organization 14/52

Training The job description can be used to identify areas where the employee does not adequately meet the qualifications of the position and therefore needs training Supervision The job description can be used by the employee and the supervisor to help establish a work plan Compensation Job descriptions can be used to develop a consistent salary structure, which is based on relative level of duties, responsibility and qualifications of each position in the organization15/52

Performance Management The job description and the work plan are used to monitor performance. Legal Defense If an employee is terminated for poor performance, an accurate, complete and upto-date job description will help the organization defend its decision.16/52

Performing a thorough job analysis If your organization does not have job descriptions or if your job descriptions are out of date, the first task is to

conduct a job analysis. 18/52

Ch. ( 3+4) planning & Job analysis Job analysis is a process for systematically collecting information to help you fully understand and describe the duties and responsibilities of a position as well as the knowledge, skills and abilities required to do the job. The aim is to have a complete picture of the position (i.e.. what is actually done and how?) The purpose of job analysis is to provide the information necessary for writing job descriptions. Job descriptions are used as the basis of most other HR management practices from selection to training to performance management.19/52

. Job analysis information can also be used in the job evaluation process, which is the process for assigning value to a job for the purpose of setting compensation. The types of information collected during job analysis will be specific to each organization. However, typical kinds of information that are gathered are:20/52

Summary of duties Details of most common duties Supervisory responsibilities Educational requirements Special qualification Experience Equipment/tools used Frequency of supervision Others the incumbent must be in contact with Authority for decision making Responsibility for records/reports/files Working conditions Physical demand of the job Mental demands of the job21/52

* Information about jobs can be gathered using qualitative techniques such as interviews, questionnaires, observations and activity logs. Interviews The employee and/or manager are asked a series of questions about the job, the essential tasks of the job, and the abilities required to perform it well Questionnaires Ask the employee to fill out a standard questionnaire about the essential tasks of the job

Observation The person collecting the data observes the activities of the employee and records these on a standardized form Direct observation of the employee at work is a useful technique if the activities are easily observable Activity Logs The employee is asked to keep a log of every activity and the time spent on it for a set period of time23/52

Job analysis can also be done using a combination of the above techniques. For example: staff may be asked to complete a Job Analysis Questionnaire and then it could be discussed during an informal interview to clarify information and to provide the supervisor's observations on the work done

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Designing satisfying and motivating jobs Job design is the process of combining responsibilities and duties into jobs that enhance organizational effectiveness and employee satisfaction. When designing jobs some of the issues to consider are: How will the job contribute to the goals of the organization? Do the duties that are grouped together require a similar or complimentary skill set? Will grouping certain tasks together be efficient? Do the tasks that are grouped together make sense for workflow at the individual and organizational level? Are there ergonomic factors that should be taken into account when grouping tasks?25/52

One of the well-known theories on job design looks at jobs from the employee's perspective. Richard Hackman and Greg Oldham link employee motivation and job satisfaction to the following characteristics of a job: Skill Variety The degree to which the job involves different tasks and uses different skills Task Identity The degree to which the job requires the completion of a whole/complete piece of work doing the task from beginning to end.26/52

Task Significance The degree to which the job has importance to the organization and/or others Autonomy The amount of independence and discretion the employee has in completing her/his work Feedback The degree to which the employee is given direct information about the effectiveness of his/her performance Keep these five characteristics in mind when designing jobs for your organization. Jobs that are interesting, motivating and satisfying usually lead to enhanced retention

How is a job description developed? The jobs appropriate for an organization come directly from the organization's mission and structure. Based on an analysis of the organization's mission, goals and programs or activities: Identify the values that should be reflected by all staff Establish the tasks or functions that need to be done Group the tasks into meaningful and challenging jobs Determine the experience, knowledge, skills and other characteristics that are required Consider any special working conditions or physical requirements Consider the internal equity and external recognition implications of job titles Write or update the job description

A Good Advice: Actively involve the incumbent in the process if a job description is being developed or revised for a position that already exists and is filled. Any significant changes to the responsibilities of an employee need to be discussed and negotiated with them and their written consent to the changes should be obtained. Fundamental changes may attract claims of constructive dismissal. What information is usually included in the job profiles? 29/52

Qualifications The minimum qualifications necessary to successfully perform the job Minimum qualifications are used to ensure that qualifications are not inflated and therefore potentially discriminatory and to ensure that capable individuals are not screened out during the recruitment process The qualifications described are: education, professional designation, knowledge, skills and abilities plus personal characteristics Experience The number of years of experience to be successful in the position Working conditions Common working conditions 30/52

Benchmark Each position is linked to the appropriate occupational description in the (Canadian) National Occupational Classification as a comparison The National Occupational Classification provides a standardized framework for describing occupations and can be used to make a link to labor market information In Saudi Arabia, we have the so called: (NOSS )? National Occupational Standardization System

RecruitmentCh.(5): External recruitment: The objective of the external Recruitment process is to identify and attract job applicants from outside the organization. Here, the organization is trying to sell itself to potential applicants. Hence, many principles from marketing are applied. From among these applicants hiring decisions are to be recruitment is normally followed by Selection, then Hiring. So, where do we begin????

1- Develop selection criteria for the position Based on the job description for the position, develop the criteria that will be used to screen resumes and select the best person for the job. Consider the following: What skills are essential to the position? How will you ensure the new employee fits the culture of your organization? How will you make certain that your criteria are not discriminatory? How will you ensure that your criteria are specific, measurable and job-related?

2- Choose your methods of recruitment When deciding what method of recruitment to use, think about where your employees currently come from. Do most of your current employees come from colleges or universities? Do they come from other voluntary and non-profit sector organizations? Do they come from your volunteer base? Assessing where potential applicants usually come from can help you choose the best methods of recruitment for the position 3- SET your recruitment plan: This includes the following steps:

1- decide on organizational issues:(in-house vs. an external rec. Agency which steps??cost?) ( large Org. vs. small Org.)

2- decide on Administrative issues:1- Requisition:- is a formal document that authorizes the HR department the filling of a Job opening indicated by the top management signature (see sample on page 206). 2- Timing:- two factors or concerns: Lead time concern: when to look for applicants ? And Time Sequence Concern: how long does it take to fill in a position in terms of the sequence of the process?

3 -Number of contacts: the pool of applicants to be selected MUST always be larger than the number of applicants that eventually be hired. So, what do you think the ratio should be? In the USA, the ratio for large Org. is 90:1. they contact 90 applicants to recruit one for each vacancy. 4- Types of Contacts: It is all about knowing your market Niche Who to contact, and how to contact depends on 2 factors: how thorough is your Job Analysis, and knowledge of the local labor market dynamics.

5- Recruitment Budget: Areas of Costs: Staff Equipments, rentals, Hospitalities, Travel, Lodging/ accommodations. etc. 3- decide on strategic issues: 1- Open vs. targeted recruitment: The pool of potential applicants can be the whole labor force ( employed, unemployed, discouraged workers, new entrants, and re-entrants) OR it can be narrowed down into segments or strata of workers believed to be the most desirable for the organization. COST??? (SEE Exhibit 5.4 page 216)

Ch. 6 (Internal recruitment)Definition: Internal recruiters are the Existing Employees who already hold jobs in the Organization. They should have the opportunity to apply for a new opening if one should exist. The objective of internal recruitment is to identify and attract applicants from individuals already holding jobs in your organizations. Prior to identifying and attracting internal applicants, attention must be directed to some important issues. 1- organizational issues: Similar to the external labor market, organizations should create an internal labor market as well. To do so, each internal market must have two components:

1- The Mobility paths which depict the paths of mobility between jobs, 2- and The Mobility path policies which cover the operational requirements needed to move people between jobs. Mobility paths are of two types: Hierarchical (an up ward mobility), and alternative (up, down, and from side to side). Both types determine who is eligible for a new job in the organization. (see the book, Exhibit 6.1/2 page 268/9) {which one is more flexible?} The mobility paths Policies depict the rules by which people move between jobs. These rules must be specific in written policies which must be developed and should specify eligibility criteria ( what is this?) Seniority, Experience, KSAs, the amount of training taken in the area(s) required for the new opening. These criteria must be communicated to all levels of the org.

2- Administrative issues: A)Requisitions filled by higher- level mgmt is essential to fill in a position internally. B)Coordination between internal and external recruitment efforts. (why?) C)Budget should also be considered for internal recruitment to cover expenses such as testing, interviewing, preparation sessions, and sometimes Counseling for the rejected internal applicants where an apology letter for the external rejects would suffice. 3- Timing: a) Lead time concern, and, b) Time sequence concern Internal Recruitment Guide: (see exhibition 6.3 page 273) Post the position, collect and review applications, select and hire

How to look for candidates Internally?? 1- Job Posting (advertising or announcing a post on boards or on the intranet) 2- Talent Magmt System that tracks down the KSAs around the org. and save them in a pool or a cluster. 3-Nominations (solicited or volunteered) 4-In-House pools of data 5-Promotions through replacements & Succession Plans. This requires a clear (what??) How to reach the internal candidates?? via internal memos, or verbally via supervisors, or through employee referrals, or even through the grape vine.

Why Internal Recruitment???? Rewards the employee/volunteer for past performance Gives the employee/volunteer an opportunity for career development Retains the organization's investment in the employee/volunteer Reduces the amount of time necessary to orient the person to the new position Reduces the costs of recruitment Provides a limited number of people to select from Reduces the opportunity for increasing diversity within your organization

Employee referrals Employees recommend a person for the job opening. Considerations The quality of employee referrals is usually high because employees usually only refer people that they are confident would be a good match for the position and organization People tend to recommend others with similar backgrounds - therefore it is important to ensure that the practice of employee referrals does not lead to a decrease in diversity within your organization People recruited by your staff usually have some understanding of the work of the organization There can be a tendency to feel that you must hire someone who is referred by an employee even if your assessment is that the person is not the best match 35/52

However, Relying on employee referrals may not provide a wide enough scope of prospective candidates and you may end up hiring more of the same type of employees with similar backgrounds and experiences rather than diversifying your workforce. Printed advertisements Posting the opportunity in a newsletters or posters/banners ads hard or on the intranet, and the new social media (fb, bb, twitter). All of the above need a careful media design in terms of the text ( the wordings of the Ad) see ch. 7 next

The Communication Message: 3 types of messages: 1- Realistic Recruitment Message 2- Targeted Messages, & 3-Employment Brand The Realistic msg portrays both the organization and the job as really are not what the applicants want to hear. These are called RJP realistic job preview = it shows numerous attributes for the job that are specific and either positive and/or negative (tell it as it is)

The Targeted Messages focuses on matching the recruitment message to a particular audience. Different audience maybe looking for different jobs satisfactions. College grads, handicaps, retirees, misplaced employees, housewives. Employment Brand tends to attract applicants by using the so called good company tag that places the image of being a great place to work OR the employees choice. These are usually brand names Organizations such as : Apple, Google, Exxon, Goldman Sachs, Citicorp (locally): Aramco, Sabic, NCB, Bin Laden, ALJetc

These high profile companies usually have many more applicants than they need. Low profile companies can emphasize their unique and attractive attributes/advantages in their recruitment message. Both hi/Low profile companies can also build their branding on Values, Culture, diversity, benefits, social responsibility, or career paths. For example: Goldman Sachs emphasizes performance and success, Coca-Cola and P&G emphasize global opportunities , MacDonalds emphasizes SCR, and Exxon emphasizes professional development. What are the emphasis of some of our local Companies??See Page (239) for a Comparison of the 3 choices of communications.

What should you include in the Job announcement Communication?

Your job announcement should include: A brief description of your organization, its mission or purpose The title and a description of the position Duties and responsibilities Qualifications The supervising authority The salary and benefits attached to the position specify the starting salary or salary range, or say the salary depends on experience. The application deadline Start date A request for references The format in which you would like to receive the information A contact name and address Your organizations website address43/52

Considerations of the Comm. Msg You can reach a large audience in a specific area The content of the advertisement will impact on the number of applicants - if the ad is general you will most likely receive more applications but you may receive a significant number of applications from unqualified candidates May be expensive Remember to target diverse networks and community agencies in order to develop a diverse workforce Exercise : Analyze 3 ads in local Saudi papers or else in termsof the 3 mesg. Types???

Other types of Recruitment methods are: 1- Internet recruiting Posting the opportunity on an internet job site, on your own website or on professional association websites. Considerations Internet recruiting is cost effective One study has shown that 96% of people in the west looking for jobs use the internet Internet job postings as available to potential candidates 24/7. You can minimize the number of unqualified candidates by directing people to more information on your organization's website The number of applications may be overwhelming.38/52

2- Internship/ coop trainees Upon graduation, recruiting students who come to your organization as part of their education. Considerations You will have a good understanding of the fit between the person and the organization, as well as their abilities The former student will have good knowledge of your organization and require less time to become productive Often first jobs are seen as stepping stone and people move on to new challenges after a relatively short period of time39/52

3- Recruitment Agencies Hiring a private company that specializes in recruitment to find suitable candidates. Considerations This is a very expensive method of recruitment Hiring professional recruiter does not guarantee a positive result The firm will do most of the preparation for the posting and the preliminary screening May be an appropriate recruitment method for the most senior positions 40/52

4- Unsolicited resumes Individuals interest in working for your organization send in resumes all year around. Considerations The percentage of resumes with skills appropriate for your organization may be small How you treat unsolicited resumes may have an impact on the image of your organization - it is best to respond with courteous and frank information about whether or not the application will be kept for future reference 41/52

5- Other Broadcast emails to other voluntary and nonprofit organizations Campus recruitment (especially with institutes that offer relevant social services courses or organized career days or job fairs) Outreach recruitment targeting a specific audience to fill a specific need

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