Lecture 3 - Recruitment & Selection

7/30/2019 Lecture 3 - Recruitment & Selection

1/31

SESSION 3:HR PLANNING

RECRUITMENT & SELECTION

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

PROFESSIONAL CERTIFICATE IN HUMAN RESOURCE MANAGEMENT


2/31

HR PLANNING


3/31

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


4/31


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


5/31

HUMAN RESOURCE PLANNINGDIAGNOSTIC (SOFT) PROCESS

Manpower plans and policies

Operations

Monitored through qualitativeand quantitative techniques

Understanding ofcauses

Plan of action to control


6/31


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


7/31



8/31

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


9/31

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


10/31


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.


11/31


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.


12/31

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


13/31

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


14/31

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


15/31

SELECTION METHODS

Application Forms

CVs and covering letters

Shortlists

Interviews

Tests

References

Medical examinations

Group selection methods

Situational tests

Assessment centres



16/31

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



17/31

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?



18/31

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.



19/31

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



20/31

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.



21/31

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



22/31

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



23/31

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



24/31

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



25/31


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


26/31

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



27/31

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.



28/31

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



29/31

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.



30/31

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



31/31

CHOOSING SELECTION TOOLS


Sufficiency

Authenticity

ReliabilityCost

Validity

Documents

Lecture 3 - Recruitment & Selection