Lecture 3 - Recruitment & Selection

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    SESSION 3:HR PLANNING

    RECRUITMENT & SELECTION

    Lecturer: Shelly-Ann Daniel. MSc., GRP, WLCP

    PROFESSIONAL CERTIFICATE IN HUMAN RESOURCE MANAGEMENT

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    HR PLANNING

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    HUMAN RESOURCE PLANNING

    HR planning links people management to the organization's mission, vision, goals

    and objectives, as well as its strategic plan and budgetary resources.

    A key goal of HR planning is to get the right number of people with the right skills,

    experience and competencies in the right jobs at the right time at the right cost.

    HR planning is therefore:

    Quantitative (HARD) based on numbers designed to ensure the right number

    of the right sort of people is available when needed

    Diagnostic (SOFT) looking at the underlying causes of the supply and demandfor labour and how shaping the organisation and its culture can influence

    demand and supply

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    HUMAN RESOURCE PLANNING

    QUANTITATIVE (HARD) PROCESS

    Organisation strategy and targets

    Organisation practices and methods

    Manpower review andanalysis

    Internal External

    Demand Forecast

    Supply

    Adjust to balance

    Assessment of

    labour

    requirements if

    orgs overall

    objectives are tobe achieved on-

    time

    Evaluation of

    existing manpower

    resources

    Estimation of

    proportion of

    current resources

    that will be with the

    organisation by

    forecast date

    Recruit Retain ReduceThe measures that ensure that the necessaryresources are available as and when required

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    HUMAN RESOURCE PLANNINGDIAGNOSTIC (SOFT) PROCESS

    Manpower plans and policies

    Operations

    Monitored through qualitativeand quantitative techniques

    Understanding ofcauses

    Plan of action to control

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    HUMAN RESOURCE PLANNING

    CHALLENGES

    Impact of change and difficulty of predicting the future

    Shifting of priorities and strategies

    Distrust of planning theory

    Lack of evidence that HR planning works

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    RECRUITMENT & SELECTION

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    STRATEGIC RECRUITMENT

    - AIMS

    To make the organisation attractive to potential candidates by being the

    employer of choice

    Pay and benefits package

    Career opportunities

    Training opportunities

    Career structure Technology and equipment available

    The design of the job itself

    The values of the organisation

    The organisations culture

    Reputation of the organisation

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    STRATEGIC RECRUITMENT

    - AIMS

    To plan the best methods of defining what is needed in terms of skills and

    competencies

    Conducting a skill and competence analysis and/or using existing

    competence frameworks

    Concerned with planning the most effective methods of obtaining the

    number and type of people required

    Analysis of labour market identify main competitors and what does the

    organisation offer which is superior

    Reviewing alternative strategies Outsourcing, re-engineering,increasing flexibility, skills training, multi-skilling, downsizing

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    RECRUITMENT & SELECTION

    DIFFERENCE BETWEEN RECRUITMENT & SELECTION

    Both recruitment and selection are the two phases of the employment

    process. The differences between the two are:

    1. Recruitment is the process of searching the candidates for employment and

    stimulating them to apply for jobs in the organisation WHEREAS selection

    involves the series of steps by which the candidates are screened for choosing

    the most suitable persons for vacant posts.

    2. The basic purpose of recruitment is to create a talent pool of candidates to

    enable the selection of best candidates for the organisation, by attracting moreand more employees to apply in the organisation WHEREAS the basic purpose

    of selection process is to choose the right candidate to fill the various positions

    in the organisation.

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    RECRUITMENT & SELECTION

    3. Recruitment is a positive process i.e. encouraging more andmore employees to apply WHEREAS selection is a negative processas it involves rejection of the unsuitable candidates.

    4. Recruitment is concerned with tapping the sources of humanresources WHEREAS selection is concerned with selecting themost suitable candidate through various interviews and tests.

    5. There is no contract of recruitment established in recruitment

    WHEREAS selection results in a contract of service between theemployer and the selected employee.

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    RECRUITMENT PROCESS

    The recruitment process involves:

    Detailed HR planning defines what resources the organisation

    needs to meet its objectives

    The sources of labour should be forecast Job analysis produces two outputs:

    A job description a statement of the component tasks,

    duties, objectives and standards

    A person specification a reworking of the jobspecification in terms of the kind of person needed to

    perform the job

    Identification of vacancies

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    RECRUITMENT PROCESS

    The recruitment process involves:

    Preparation and publication of advertising information:

    o Attract the attention and interest of potentially suitable candidates

    o Give a favourable (but accurate) impression of the job and the

    organisationo Equip those interested to make an attractive and relevant application

    Recruitment merges into SELECTION at the stage of processing

    applications and short-listing applicants for interview

    Interviewing and selecting the best person for the job

    Notifying applicants of the results of the selection process

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    THE SELECTION PROCESS

    PROCEDURE

    Step 1 Deal with responses to job advertisements

    Step 2 Assess applications against criteria in ad

    Step 3 Sort applications

    Step 4 Invite candidates for interview

    Step 5 Reinforce interviews with selection testing

    if suitableStep 6 Review possible candidates

    Step 7 Send responses to unsuccessful applicants

    Step 8 Make a provisional offer to the recruit

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    SELECTION METHODS

    Application Forms

    CVs and covering letters

    Shortlists

    Interviews

    Tests

    References

    Medical examinations

    Group selection methods

    Situational tests

    Assessment centres

    THE SELECTION PROCESS

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    SELECTION METHODS - Application Forms

    Personal details

    Education and experience history

    Present employment terms and experience Social and leisure interests

    Purposes

    To eliminate unsuitable candidates To act as a useful preliminary to selection interviews

    THE SELECTION PROCESS

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    SELECTION METHODS CVs and Covering Letters

    Provides employers with a summary of the applicants relevant

    life experiences and skills to date.

    A good covering letter introduces the prospective employee

    and stimulates interest in the attached CV

    What is the difference between sending in a CV versus filling

    out an application form?

    THE SELECTION PROCESS

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    SELECTION METHODS References

    The reference check is usually the last stage in the selection

    process and referees should only be contacted after the

    applicant has given permission

    Contains two types of information

    Factual confirmation of the nature of the applicants

    previous job (s), period of employment and circumstances ofleaving

    Opinions about the applicants personality and other

    attributes.

    THE SELECTION PROCESS

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    SELECTION METHODS References

    Written references save time and generally cover the following:

    Job title

    Main duties and responsibilities

    Period of employment

    Pay/salary

    Attendance record

    Telephone references timesaving and may elicit a more honest

    opinion

    THE SELECTION PROCESS

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    SELECTION METHODS Shortlists

    Shortlisting applicants is undertaken by comparing information

    provided about the applicants against the essential and

    desirable characteristics listed in the person specification.

    THE SELECTION PROCESS

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    SELECTION METHODS Group Selection Methods

    May be used as the final stage of the selection process.

    Tend to be used for posts requiring leadership,

    communication or team working skills.

    Tools and techniques include:

    Group role-play exercises Case studies

    THE SELECTION PROCESS

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    SELECTION METHODS Group Selection Methods

    Advantages

    Gives the selectors a longer opportunity to study the

    candidates

    The reveal more than application forms, interviews and tests

    alone about the ability, personality and attributes of

    candidates

    THE SELECTION PROCESS

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    SELECTION METHODS Work Sampling

    Purposes

    Discover the proportions of total time devoted to the various

    components of a job

    Used to describe a performance test designed to be a

    miniature replica of behaviour required on the job

    THE SELECTION PROCESS

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    SELECTION METHODS Assessment Centres

    Combination of many forms of selection.

    Main purpose has been to contribute to management

    decisions about people

    They are better predictors of future performance

    THE SELECTION PROCESS

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    THE SELECTION PROCESS

    Psychological testing

    Psychological tests are sometimes called Psychometrics to denote that they are

    concerned with identifying the mental characteristics of people (psycho-) and

    putting a measurement (-metric) against such characteristics.

    Types of tests commonly used are:

    Intelligence tests

    Aptitude (ability) tests

    Personality tests

    Proficiency tests

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    Tests must be:

    Sensitive enough to discriminate between candidates

    Standardised to a representative sample of the population, so

    that a persons results can be interpreted meaningfully

    Reliable it should measure the same thing whenever and to

    whomever it is applied

    Valid it measures what it is supposed to measure

    THE SELECTION PROCESS

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    INTELLIGENCE TESTS

    Tests of general intellectual ability and generally test:

    Memory

    Ability to think quickly and logically

    Problem-solving skills

    Issues:

    Not necessarily a good measure of general intellectual capacity

    There is no agreed definition of intelligence

    PROFICIENCY TESTS

    These are the most closest related to an assessors objectives as they measureability to do the work involved.

    THE SELECTION PROCESS

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    APTITUDE TESTS

    These are designed to simulate the work requirements so that a

    consistent sample of work is required to be undertaken by a range

    of candidates and their relative performance can then be

    measured.

    General tests include:

    Reasoning verbal, numerical and abstract

    Spatio-visual ability pratical intelligence, non-verbal ability and

    creative ability

    Perceptual speed and accuracy clerical ability

    Manual ability mechanical, musical, athletic and manual

    THE SELECTION PROCESS

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    PERSONALITY TESTS

    These aim to gauge the innate traits and characteristics of people,

    codify them and compare them with others.

    The measures are therefore comparisons, rather than absolute

    values.

    It is important to realise that the personality factors are inthemselves neither good nor bad, nor have they good or bad ends

    to their scales. They are merely differences which make some

    personalities more suitable for certain activities than others.

    Hence, the combination of factors is a very important

    consideration.

    THE SELECTION PROCESS

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    LIMITATIONS OF TESTING

    Tests are not outstanding predictors of future performance

    Validation procedures are very time consuming

    Criteria that are used to define good performance in developingthe test are often inadequate

    Tests are often job specific

    Tests may not always be fair

    Can be difficult to relate competencies to psychological tests

    THE SELECTION PROCESS

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    CHOOSING SELECTION TOOLS

    THE SELECTION PROCESS

    Sufficiency

    Authenticity

    ReliabilityCost

    Validity