HRMmaimunah aminuddin 02

© 2008 Prentice Hall, Inc. © 2008 Prentice Hall, Inc. All rights reserved.All rights reserved.

PowerPoint Presentation by Charlie CookPowerPoint Presentation by Charlie CookThe University of West AlabamaThe University of West Alabama

1

Human Resource Human Resource ManagementManagement

ELEVENTH EDITIONELEVENTH EDITION

G A R Y D E S S L E RG A R Y D E S S L E R

Recruitment, Selection & InductionRecruitment, Selection & Induction

Chapter 2Chapter 2

Part 2 | Recruitment and PlacementPart 2 | Recruitment and Placement

© 2008 Prentice Hall, Inc. All rights reserved. 4–2

After studying this chapter, you should be able to:After studying this chapter, you should be able to:

1.1. Explain the importance of job analysis in the recruitment Explain the importance of job analysis in the recruitment & selection process& selection process

2.2. Describe the steps in the recruitment processDescribe the steps in the recruitment process

3.3. Describe how to select new recruitsDescribe how to select new recruits

4.4. Discuss the issues & problems relating to recruitment & Discuss the issues & problems relating to recruitment & selectionselection

5.5. Clarify the importance of the contract of employmentClarify the importance of the contract of employment

6.6. Recommend the terms to be included in a contract of Recommend the terms to be included in a contract of employmentemployment

7.7. Explain the reasons for holding an induction programmeExplain the reasons for holding an induction programme

8.8. Recommend methods & techniques which can ensure an Recommend methods & techniques which can ensure an induction programme is effectively organizedinduction programme is effectively organized


IntroductionIntroduction

• RecruitmentRecruitmentThe process of attracting suitable The process of attracting suitable

people to apply for job vacanciespeople to apply for job vacancies

• SelectionSelectionThe process of choosing a suitable The process of choosing a suitable

applicant to fill an available job vacancyapplicant to fill an available job vacancy


Bad Hiring DecisionBad Hiring Decision

Costs of mistakes, accidents & loss of

customersCost of lowered morale

amongst the employee’s supervisor

& co-workers

Cost of recruiting a replacement

Cost of training a replacement

Cost of defending a claim of dismissal

without just cause or excuse

Costs of bad hiring decision


1

2

3

4

5

Conduct job analysis

Make decision to recruit new employee

Source for applicants

Collect information on applicants

Select most suitable applicant

6

7Hold induction once employee reports for duty

Offer employment to successful applicant

Steps in Recruitment & Selection Process


• Recruitment Requisition Recruitment Requisition FormsFormsRequire the HOD concerned to provide Require the HOD concerned to provide

a job description of the job to be filled & a job description of the job to be filled & to justify why there is a need to hire to justify why there is a need to hire new staffnew staff


Alternatives to Hiring DecisionAlternatives to Hiring Decision

Can the work be outsourced?

Can the work be reorganized & carried out by existing employees?

Can the work be carried out by existing employees

working overtime?

If an employee is needed, should he/she be hired on

a part-time of full-time basis?

Can the work be automated?Potential alternatives


Job AnalysisJob Analysis• A technique of studying A technique of studying

a job to identify the a job to identify the skills, knowledge, skills, knowledge, experience & other experience & other requirements necessary requirements necessary to perform the jobto perform the job


Conducting Job AnalysisConducting Job Analysis

Interviews Observation

Job Analysis

Questionnaires


Methods of Collecting Job Analysis Methods of Collecting Job Analysis Information: Information: The InterviewThe Interview

• Information SourcesInformation Sources Individual employeesIndividual employees Groups of employeesGroups of employees Supervisors with Supervisors with

knowledge of the jobknowledge of the job

• AdvantagesAdvantages Quick, direct way to Quick, direct way to

find overlooked find overlooked informationinformation

• DisadvantagesDisadvantages Distorted informationDistorted information

• Interview FormatsInterview Formats Structured (Checklist)Structured (Checklist) UnstructuredUnstructured


Methods of Collecting Job Analysis Methods of Collecting Job Analysis Information:Information: QuestionnairesQuestionnaires• Information SourceInformation Source

Have employees fill out Have employees fill out questionnaires to questionnaires to describe their job-describe their job-related duties and related duties and responsibilitiesresponsibilities

• Questionnaire Questionnaire FormatsFormats Structured checklistsStructured checklists Open-ended questionsOpen-ended questions

• AdvantagesAdvantages Quick and efficient way Quick and efficient way

to gather information to gather information from large numbers of from large numbers of employeesemployees

• DisadvantagesDisadvantages Expense and time Expense and time

consumed in preparing consumed in preparing and testing the and testing the questionnairequestionnaire


Methods of Collecting Job Analysis Methods of Collecting Job Analysis Information: Information: ObservationObservation

• Information SourceInformation Source Observing and noting Observing and noting

the physical activities the physical activities of employees as they of employees as they go about their jobsgo about their jobs

• AdvantagesAdvantages Provides first-hand Provides first-hand

informationinformation Reduces distortion of Reduces distortion of

informationinformation

• DisadvantagesDisadvantages Time consumingTime consuming Difficulty in capturing Difficulty in capturing

entire job cycleentire job cycle Of little use if job Of little use if job

involves a high level of involves a high level of mental activitymental activity


Methods of Collecting Job Analysis Methods of Collecting Job Analysis Information: Information: Participant Diary/LogsParticipant Diary/Logs

• Information SourceInformation Source Workers keep a Workers keep a

chronological diary/ log chronological diary/ log of what they do and of what they do and the time spent on each the time spent on each activityactivity

• AdvantagesAdvantages Produces a more Produces a more

complete picture of the complete picture of the jobjob

Employee participationEmployee participation

• DisadvantagesDisadvantages Distortion of Distortion of

informationinformation Depends upon Depends upon

employees to employees to accurately recall their accurately recall their activitiesactivities


Typical questions:Typical questions:

1.1. What are your main duties/tasks?What are your main duties/tasks?

2.2. How much time per day/week/month do you spend on each?How much time per day/week/month do you spend on each?

3.3. What machines/computers/tools/other equipment do you What machines/computers/tools/other equipment do you use?use?

4.4. If you are required to use a computer, what software do If you are required to use a computer, what software do you use?you use?

5.5. What decisions are you required to make?What decisions are you required to make?

6.6. Does your work require you to work together with staff Does your work require you to work together with staff from any other department?from any other department?

7.7. If you work with other departments, name them & your If you work with other departments, name them & your contactscontacts

8.8. Are you required to work/interact with any persons who are Are you required to work/interact with any persons who are not employeesnot employees

9.9. If you are required to work/interact with non-employees, If you are required to work/interact with non-employees, describe these partiesdescribe these parties


Job DescriptionJob Description• A list of tasks that a A list of tasks that a

person working within a person working within a specific position must specific position must performperform

• A written profile of a job A written profile of a job include:include: Job title, location & gradingJob title, location & grading RelationshipsRelationships Brief statement on the purpose of Brief statement on the purpose of

the jobthe job List of duties & responsibilitiesList of duties & responsibilities Terms & conditions of employment Terms & conditions of employment

to be given to the job-holderto be given to the job-holder


Writing Job DescriptionsWriting Job Descriptions

JobIdentification

JobSummary

Responsibilities and Duties

Authority of the Incumbent

Standards of Performance

Working Conditions

JobSpecifications

Sections of a Typical Job Description


Writing Job SpecificationsWriting Job Specifications

Specifications for Trained

Versus Untrained Personnel

Specifications Based on Statistical Analysis

“What traits and experience are

required to do this job well?”

Specifications Based on Judgment


Job SpecificationJob Specification

• Describes the profile of a Describes the profile of a person who should be able person who should be able to succeed in the job & will to succeed in the job & will guide the recruitment officer guide the recruitment officer to the best candidateto the best candidate


Typical headings;Typical headings;

1.1. Knowledge, skills & abilitiesKnowledge, skills & abilities required to do the jobrequired to do the job

2.2. Educational qualifications & Educational qualifications & work experiencework experience requiredrequired

3.3. Physical requirementsPhysical requirements of the jobof the job

4.4. Personality Personality requirements, where requirements, where relevantrelevant

5.5. Career pathCareer path


CompetenciesCompetencies

1.1. Oral communicationOral communication

2.2. Problem-solving skillsProblem-solving skills

3.3. Written communication abilitiesWritten communication abilities

4.4. leadershipleadership

5.5. flexibilityflexibility

6.6. Self-directionSelf-direction

7.7. Creative thinkingCreative thinking

8.8. Vision Vision

9.9. The ability to manage conflictThe ability to manage conflict

10.10. External awarenessExternal awareness

11.11. Working with a teamWorking with a team


The Recruitment The Recruitment ProcessProcess

Internal applicants

Attracting

applicants

External applicants


Finding Internal CandidatesFinding Internal Candidates

Hiring from Within

Job Posting

Succession Planning (HRIS)

Rehiring Former

Employees


Methods of attracting people to Methods of attracting people to applyapply

Employment agencies

Campus, educational institutions

Unsolicited applicant files

Advertising in mass media, through the

internet

Employee referralsMethods


• May be in form of notices, posters & May be in form of notices, posters & banners, put in strategic placesbanners, put in strategic places

• Inserts in the classified columns of Inserts in the classified columns of newspaper & journalsnewspaper & journals

• Can be aired over radio & televisionCan be aired over radio & television

• Good job recruitment advertisement Good job recruitment advertisement has the qualities;has the qualities; Eye-catchingEye-catching HonestHonest Not excessively longNot excessively long Detailed enough to ensure only qualified Detailed enough to ensure only qualified

candidates applycandidates apply Able to provide information on how to applyAble to provide information on how to apply

Advertising in mass media, through the internet


Selection ProcessSelection Process

• A process of choosing the A process of choosing the most suitable applicant most suitable applicant from a group of from a group of applicants, for an applicants, for an available vacancyavailable vacancy


Techniques for Collecting Techniques for Collecting Information & ApplicantsInformation & Applicants

Application form & CV

Reference checks

Interviews

Assessment centre activities

testsSources


1

2

3

4

5

Educational qualifications

Personal details of the applicant

Working experience

Specific skills

Interests or recreational activities

Information in CV


• Two crucial concepts; tests must Two crucial concepts; tests must be valid & reliablebe valid & reliable

• Valid test – one that measures Valid test – one that measures what it intends to measure, test what it intends to measure, test the ability to perform a particular the ability to perform a particular jobjob

• Reliable test – one which gets Reliable test – one which gets consistent results if repeated or if consistent results if repeated or if different testers are useddifferent testers are used

• Popular types of test;Popular types of test; Performance testsPerformance tests Aptitude testsAptitude tests Personality testsPersonality tests Intelligence testsIntelligence tests Medical testsMedical tests

Selection tests


Selection InterviewsSelection Interviews

INTERVIEW

Planning the interview

After the interview

Conducting the interview


Planning the InterviewPlanning the Interview

The timingThe topics for

discussion

Roles of the interviewer

The venue


Conducting the interview;Conducting the interview;

1.1. Avoid stress techniquesAvoid stress techniques

2.2. Establish rapportEstablish rapport

3.3. Ask the right questionsAsk the right questions


Interviewer’s ChecklistInterviewer’s Checklist

Study job description & person specification

Prepare interview timetable

Prepare interview assessment form

Ensure suitable interviewing room is

booked

Study application form & note areas for discussionPrepare


1

2

3

4

5

Ask relevant questions

Welcome applicant

Listen, listen & listen

Do not argue or criticize

Invite questions

Interview

6 End politely


InductionInduction• The process by which the The process by which the

new recruit is new recruit is familiarized with the familiarized with the working environmentworking environment


Induction of New EmployeesInduction of New Employees

Purpose of Induction

Contents of a Formal

Induction Programme

Scheduling of Induction

Organizing the Induction Programme

Duration of an Induction

Programme

Documents

HRMmaimunah aminuddin 02