RECRUITMENT AND SELECTION

1. RECRUITMENT AND SELECTION

2. Recruitment • Searching for, and obtaining, potential job candidates in sufficient numbers and quality, and at the right cost, for the organisation to select the most appropriate people to fill its jobs. (Kramar et al 1996)

3. Purposes • Increase size of applicant pool at minimum cost • Identify & prepare potential job applicants • Increase success rate of selection process by reducing over/under qualified applicants • Decrease early turnover of new hires • Increase individual/organisational effectiveness

4. A Simplified Model of the Recruitment Process • Recruitment philosophy • Internal vs External job • filling • Job vs Career orientation • St-term vs long term • orientation • Recruitment planning • Estimated no. of contacts needed • Job specifications • Recruitment strategy development • choosing reqd. applicant qualifications • choosing recruitment sources and • communication channels • choosing inducements • choosing the message : realism vs flypaper

5. Recruitment Activities • Job posting • Ads • Other recruitment sources • Follow up actions • Record keeping Screening / Selecting employees • Recruitment Evaluation • No. of jobs filled ? • Jobs filled in timely fashion ? • Cost per job filled ?

6. Recruiting Yield Pyramid New hires 50 Offers made (2 : 1) 100 Candidates interviewed (3 : 2) 150 Candidates invited (4 : 3) 200 Leads generated (6 : 1) 1,200

7. Internal Job Postings Newsletters Succession Planning eg. promotion How to Recruit External • Advertising • Employment Agencies • Govt. employment exchange • Private agencies • Headhunters • Campus • Referrals / Word of Mouth / Unsolicited Applications • Internet

8. Advantages of Internal Recruiting • Better assessment of (KSAO’s) • Lower cost • Motivator for good performance • Hire at entry-level only • Familiarity with organisation • Improved morale and security • Can identify long-term interests

9. Disadvantages of Internal Recruiting • Inability to find appropriate people • Morale problems • Political in-fighting • Need for strong T&D programs

10. Advantages of External Recruiting • Introduces new ideas and knowledge • Reduced need for training • Larger skilled pool available

11. Disadvantages of External Recruiting • Problems of fit • Morale problems for internals • Adjustment period • Relocation costs • Decreased incentive value of promotions

12. Recruitment Evaluation Measuring past recruitment can help predict: • Timeliness of recruitment • Budget needed • Methods that yield greatest number of best quality candidates • Assess performance of recruiters

14. SELECTION Selection is the process of gathering information for the purposes of evaluating and deciding who should be hired, under legal guidelines, for the short and long term interests of the individual and the organisation. (Schuler, Dowling, & Smart, 1992)

15. Steps in Selection Process • Screening of applications • Tests • Interviews • Reference Checks • Medical Examination

16. TESTS AptitudeAchievementPersonality Mental Mechanical Job knowledge Work sample Objective Projective Situational • Guidelines for the use of TESTS • should supplement not substitute other methods • are a screening device • are not precise measures • test conditions are important • must be conducted/assessed by competent persons

17. Types of Interviews • Unstructured / Non-directive • Structured / Patterned • Panel • Group • Stress • Behavioural (BDI) • Situational (SI) • Interviews using other media

18. Behaviour Description Interview (BDI) • Assumption: "Best predictor of future performance is past performance in similar circumstances.” • Overcomes excellence assumption "Experience equals excellence" (i.e. tasks have been performed well.) • Requires candidate to give specificexamples of how they performed job duties.

19. Example BDI: Middle Manager • “Meetings & presentations are an important part of a Manager's job. Tell me about your most successful presentation to a management meeting.” • What was the topic of the presentation? • What were your objectives for the meeting? • When did you start preparing for the meeting? What did you do to prepare? • What was your role at the meeting?

20. Situational Interview (SI) • Hypothetical • Questions focus on what an applicant would do in a hypothetical situation. e.g. scenario

21. Why Situational Interviewing • Based on goal-setting theory which states that intentions are related to behaviour • Job Experts Develop Questions and sample GOOD, AVERAGE & POOR answers.

22. 1.0 0.9 0.8 0.7 0.6 0.5 0.4 0.3 0.2 0.1 0.0 -0.1 Perfect prediction Work sample tests (0.54 corrected) General mental ability (0.53 corrected) Assessment centres (0.41) Biodata (0.37 corrected) Structured interviews (0.35) Personality tests (up to 0.33) Unstructured Individual Interviews (0.11) References Astrology (0.0) Graphology (0.0) Chance prediction Meta-Analysis - What Works? (Corrected = corrected for measurement error / range restriction)

24. Problems with Selection Interviews The selection interview is a subjective process and prone to: • bias • stereotypes • initial impressions • memory capacity of interviewers

25. Decision Strategies Non-Compensatory Compensatory Combination Multiple Cut-Off Multiple Hurdle Additive Mix of both approaches

26. Costs of Poor Selection • Direct Costs • Re-advertising costs • Panel time and effort • HR staff time and effort • Hidden Costs • Reduced productivity • Lost productivity whilst position vacant • Time taken for new hire to become productive

27. Staffing System Components Applicant (Person) Organization (Job) Recruitment (identification & attraction) Selection (assessment & evaluation Employment (decision making & final match)

28. ORIENTATION or INDUCTION a planned introduction of employees to their jobs, co-workers and the organisation

29. WHY INDUCTION • Reduce the cost and inconvenience of early leavers • Increase commitment • Socialization • Accelerate progress up the ‘learning curve’

30. 3 BASIC COMPONENTS • Company / Organisational Induction • Departmental Induction • Follow Up

31. CHOICES IN DESIGNING INDUCTION PROGRAMS • Formal or Informal • Individual or Collective

32. PLACEMENT The assignment or allocation of people to jobs in the organization

33. 2 ways Placement can happen • Match 1 – looking for an individual for a specific job • Match 2 – looking for a job to match an individual