Recruitment and Selection: Module 4: Chs.

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Dr. Noel Jones, PhD International Business & Management Consultant
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Outline of Module 4
Recruitment selection Process Linking Employers Strategy to Plans Planning and Forecasting Recruitment, Selection and Staffing Functions at Different Stages Advantages and Disadvantages of Internal & External Recruiting Strategies for Managing Employee Shortages & Surpluses Recruitment Steps The Job Characteristics Model Hiring Process for Person-Organization Fit Job descriptions & job specifications Top Five Very Imp Aspects for Employees by Gender Person-Job Fit Job Advertisements Employment agencies and recruiters Alternative search methods Internet recruitment Applicant pre-screening Person Specification Job Interviews Selection Tests Model of the Selection Process

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The Recruitment and Selection Process

1. Decide what positions to fill through personnel planning and forecasting. 2. Build a candidate pool by recruiting internal or external candidates.

3. Have candidates complete application forms and undergo initial screening interviews.
4. Use selection tools to identify viable candidates.

5. Decide who to make an offer to, by having the supervisor and others interview the candidates.
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FIGURE 51

Steps in Recruitment and Selection Process

The recruitment and selection process is a series of hurdles aimed at selecting the best candidate for the job.

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FIGURE 52

Linking Employers Strategy to Plans

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 Employment or Personnel Planning

Planning and Forecasting

The process of deciding what positions the firm will have to fill, and how to fill them.

Succession Planning
The process of deciding how to fill the companys most important executive jobs.

What to Forecast?
Overall personnel needs The supply of inside candidates The supply of outside candidates
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Forecasting Personnel Needs

Forecasting Tools

Trend analysis

Ratio analysis

Scatter plotting

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Recruitment, Selection & Staffing Functions at Different Stages

Start-up
Attract the best technical & professional talent (through meeting or exceeding labor market rates)

Growth

Recruit adequate numbers & mix of qualified workers Manage succession planning and rapid internal labor market movements through meeting external market rates but also with due consideration for internal equality effects. Less emphasis on recruitment. Encourage sufficient T/O to minimize lay-offs & provide new openings. Encourage mobility, through controlled compensation

Maturity

Decline Little recruitment & selection, rather planning & implementing workforce reductions and reallocation with very tight pay controls.
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Ref: Legge (1995)

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Advantages and Disadvantages of Internal & External Recruiting

Advantages
Have performance data available Motivational Less training/socialization time Faster Less Expensive

Disadvantages
Possible politics Loser effects Inbreeding Promotion chains

When Useful
Stability strategy Stable external environment Limited time and money

Internal

External

Fresh ideas and viewpoints Expand knowledge base

Unknown critics Detrimental to internal applicants Training & socialization time Time-consuming Can be expensive
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Need for change Volatile external environment

Ref: Mello, (2006)

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Strategies for Managing Employee Shortages & Surpluses

Strategies for managing shortages: Recruit new permanent employees Offer incentives to postpone retirement Rehire retirees part-time Attempt to reduce turnover Work current staff overtime Subcontract work out Hire temporary employees Redesign job processes so that fewer employees are needed Strategies for managing surpluses: Hiring freezes Do not replace those who leave Offer early retirement incentives Reduce work hours Voluntary severance, leaves of absence Across-the-board pay cuts Layoffs Reduce outsourced work Employee training Switch to variable pay plan Expand operations

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Recruitment Steps
Identify what jobs(s) need to be filled. Prepare Job Description(s) Prepare Person Profile to match jobs Advertise job(s) using newspapers, trade journals, recruitment agencies, internet sites Do initial applicant screening Prepare short-lists Interview those on the short-list Make selection Make job offer Hire best candidate
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The Job Characteristics Model

Core Job Dimensions Critical Psychological States Personal & Work Outcomes

Skill variety Task identity Task significance

Experienced meaningfulness of the work

Experienced responsibility for the outcomes of the work Knowledge of the actual results of the work activities

High internal work motivation

High-quality work performance

High satisfaction with the work Low absenteeism and turnover

Autonomy

Feedback

Employee Growth Need Strength

Ref. Hackman & Oldham (1974)

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Hiring Process for Person-Organization Fit

1.Assess the Overall Work Environment Job Analysis Organizational Analysis 2.Infer the Types of Person Required Technical Knowledge, Skills & Abilities Personal Needs, Values & Interests 3.Design Rites of Passage for Organization Entry that Allow the Organization and the Applicant to Assess Their Fit Tests of Cognitive, Motor, and Interpersonal Abilities Interviews by Potential Co-Workers and Others Personality Tests Realistic Job Previews, Including Work Samples 4.Reinforce Person-Organization Fit at Work Reinforce Skills & Knowledge. Through Task Design & Training Reinforce Personal Orientation Through Organization Design
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Writing Job Descriptions

Job identification

Job specifications Sections of a Typical Job Description

Job summary

Working conditions

Responsibilities and duties

Standards of performance

Authority of the incumbent

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The Job Description

Job Identification
Job title FLSA status section Preparation date Preparer

Responsibilities and Duties

Major responsibilities and duties (essential functions) Decision-making authority Direct supervision Budgetary limitations

Job Summary
General nature of the job Major functions/activities

Standards of Performance and Working Conditions

What it takes to do the job successfully

Relationships
Reports to: Supervises: Works with: Outside the company:
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Job Descriptions
This is a document that provides information regarding the tasks, duties and responsibilities of the job. The minimum acceptable qualifications that a person should possess in order to perform a particular job are contained in the job specification. Job specifications include the knowledge, skills and abilities required for the job.
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Writing Job Specifications

What human traits and experience are required to do this job well?

Job specifications for trained versus untrained personnel

Job specifications based on judgment

Job specifications based on statistical analysis

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Writing Job Specifications (contd)

Steps in the Statistical Approach
1. Analyze the job and decide how to measure job performance.
2. Select personal traits that you believe should predict successful performance. 3. Test candidates for these traits. 4. Measure the candidates subsequent job performance.

5. Statistically analyze the relationship between the human traits and job performance.
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Job Analysis in a Worker-Empowered World

Job Design: From Specialized to Enriched Jobs

Job Enlargement

Job Rotation

Job Enrichment

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Other Changes at Work

Changing the Organization and Its Structure

Flattening the organization

Using self-managed work teams

Reengineering business processes

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Competency-Based Job Analysis

Competencies
Demonstrable characteristics of a person that enable performance of a job.

Reasons for Competency-Based Job Analysis

To support a high-performance work system (HPWS). To create strategically-focused job descriptions. To support the performance management process in fostering, measuring, and rewarding: General competencies Leadership competencies Technical competencies
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How to Write Job Competencies-Based Job Descriptions

Interview job incumbents and their supervisors
Ask open-ended questions about job responsibilities and activities. Identify critical incidents that pinpoint success on the job.

Use off-the-shelf competencies databanks

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Top Five Very Imp Aspects for Employees by Gender

Males: Benefits (62%) Job Security (61%) Compensation/Pay (58%) Communication (55%) Work/Life Balance (53%) Females: Work/Life Balance (72%) Communication (71%) Job Security (70%) Benefits (67%) Compensation/Pay (61%)
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Job Descriptions and Job Specifications

These impact on:
HR Planning Recruitment Selection Training & Development Performance Appraisal Compensation & Benefits Safety & Health Employee & Labor Relations Legal Considerations Job Analysis for Teams
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Person Profiles or Person-job Fit

The knowledge, skills and abilities required for the job.

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Job Advertisements
A way of communicating an organizations employment needs to the public through media such as radio, newspapers, industry publications, trade journals and the internet. Different positions may require the use different media. Job ads start with the corporate image the firm wants to project. Appeal to the self-interest of prospective employees, emphasizing the jobs unique qualities. The ad must tell potential employees why they should be interested in the job and the firm. It should also indicate how an applicant is to respond: apply in person, apply by telephone, apply on firms website, or submit a Resume/CV by fax or email.
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Employment Agencies and Recruiters

Employment Agencies are organizations that assist firms in recruiting employees and also aids individuals in their attempts to locate jobs. Some Agencies specialize in certain job categories such as Managerial, Technical, IT, or Finance etc. Many focus on the employer as their client and charge a fee for their services. Some countries also have Public Employment Agencies. Professional Recruiters (head-hunters) are generally highly specialized and maintain large data banks of prospective employees. They are also skilled in sourcing candidates for specific jobs. Executive Search Firms are retained by a company to search for the most qualified executive available for a specific position.
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Alternative Search Methods

Besides those mentioned above there are also other search methods used by many employers. Professional Associations for specific professionals such as Finance, HR, IT etc. Job Fairs (including virtual job fairs) and Event Recruiting Open Houses University and school recruitment Internships Employee Referrals Unsolicited Walk-in Applicants
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Internet Recruitment
Increasingly firms are using the Internet for their recruitment. This can include using their own corporate websites or intranet. Others use external job sites such as www.careerbuilder.com www.kforce.com www.hotjobs.com or www.monster.com etc.

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Applicant Pre-Screening
The best use of an interviewer's time is spent prior to meeting the applicant. A quality prescreen of each candidate does two things: It saves the interviewer time by identifying undesirable candidates up front and allows the interviewer to prepare more fully and tailor the interview to each candidate. REVIEWING THE EMPLOYMENT APPLICATION Most studies indicate that more than 1 in 3 applications contain inaccuracies. Consequently, while reviewing any application you are looking for completeness, accuracy, and consistency. First, look over the entire application and ensure that it is filled out (in ink) in its entirety, signed, dated, and legible. Do not consider the application if it is not in order. If necessary, call the candidate back and have it completed it to your satisfaction. Make notes on a copy of the application, highlighting the following areas (this will make it easier to quickly find important information later):
o Social Security Number o Name and Address o Previous addresses that are not within the local area o Convictions, if any o Education institutions beyond high school

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Applicant Pre-Screening cont.

o Supervisor's name, phone number, dates and wage of prior employment o Reasons for leaving prior employers o Relatives and personal references that live outside of the local area

Consider the following "red flags" that will need further explanation by the candidate:
o Any blanks o Unexplained gaps in time between previous employers o Other irregularities with dates o Previous supervisors with the same last name as listed relatives or other personal references o When the reason for leaving doesn't relate to the next job (i.e. "left for better wages or benefits") or if the next job doesn't support the assertion o Periods where salaries or promotions increase sharply or decrease o Skills that are included when there are no obvious reasons in prior employment or education to support learning the skill o Any periods of self-employment o Instability in job history "job hopping" o Any other inconsistencies
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Person Specification
Physical make-up: health, appearance, hearing & speech Attainment: education, qualifications, experience General intelligence: intellectual capacity Special aptitudes: mechanical, manual dexterity, communications Interests: intellectual, practical, constructional, physically active, social, artistic Disposition: acceptability, influence over others, steadiness, dependability, self-reliance Circumstances: any special demands of the job, e.g, work unsocial hours, travel abroad etc. Ref. A. Rodger Impact on others: physical make-up, appearance, speech and manner Acquired qualifications: education, vocational training, work experience Innate abilities: quickness of comprehension and aptitue for learning. Motivation: individual goals, consistency, and determination in following them up, success rate Adjustment: emotionality stability, ability to stand up to stress and ability to get on with people

Ref. J. Munro Frazer

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Traditional vs Internet Based Recruitment

1. A job vacancy is advertised in the press 2. A job seeker writes or telephones for more details and /or an application form 3. A job seeker returns the application form and/or CV by mail 4. Personnel review the written application forms or CVs. A job vacancy is advertised on the internet All the company and job details are on the website together with an online application form A job seeker returns completed application form electronically Specialized computer software reviews the application forms for initial match with the organizations requirements
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Professional Reference & Background Checks

Previous employment Educational qualifications Personal references get additional information and insights on the candidate and verify the accuracy of information supplied Criminal history Driving record Civil litigation Workers compensation history Credit history Social security number
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Types of Selection Tests

Cognitive Aptitude Tests measures general reasoning ability, memory, vocabulary and numerical ability Psychomotor Tests measures strength, coordination and dexterity Job Knowledge Tests of the duties of the job Work-Sample Tests (Simulations) ability to perform a task or set of tasks that are representative of the job Vocational Interest Tests to determine what jobs are best suited to the candidate Personality Tests self reported measures of traits, temperaments or dispositions Drug & Alcohol Tests based on blood samples etc. Genetic Testing determines whether a person carries certain genes that may be diseases such as heart, colon cancer, breast cancer etc. Internet Testing to test various skills required for applicants

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Characteristics of Properly Designed Selection Tests Properly designed selection tests are standardized, objective, based on sound norms, reliable, and valid. The main characteristics are: Standardization uniformity of procedures and conditions for administration Objectivity the condition achieved when all individuals scoring a given test get the same results
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Characteristics of Properly Designed Selection Tests cont.

Validity the extent to which a test measure what it purports to measure Sound Norms a frame of reference to compare candidates Reliable the extent to which a test provides consistent results

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Model of the Selection Process

Applicant applies for job Initial Selection
Goal: Use for preliminary rough cuts to decide whether an applicant meets the basic qualifications for a job. Examples: Application forms, background checks

Applicants who dont meet basic qualifications are rejected

Applicant meets basic qualifications Substantive Selection

Goal: Determine the most qualified applicants from among those who meet basic qualifications. Examples: Written tests, performance tests, interviews

Applicants who meet basic qualifications, but are less qualified than others, are rejected

Applicant among best qualified Applicants who are among best qualified, but who fail contingent selection (positive drug test) are rejected

Contingent Selection
Goal: Make final check before making offer to applicants. Examples: Drug tests, background checks

Applicant receives job offer

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Questions
Explain the external and internal environment of recruitment? Describe internal recruitment methods? Identify external recruitment methods? Explain how to recruit for diversity?

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References
Beardwell, I, Holden, L. and Clayden, T. (2004) Human Resource Management: A Contemporary Approach. 4th ed. FT/Prentice Hall Hackman, J. R. and Oldham, G. R. (1974) The Relationship Among Core Job Dimensions. The Job Diagnostic Survey: An Instrument for the Diagnosis of Jobs and the Evaluation of Job Redesign Projects. Legge, K. (1995) Human Resource Management: Rhetorics and Realities. Basingstoke, McMillan Business. Mondy, Wayne R., Noe, Robert M, and Premeaux, Shane, R. (2002) Human Resource Management. Pearson Education, Inc., Upper Saddle River, New Jersey.

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