Recruitment & Selection:

HUMB 313

TOPIC 10:
STRATEGIES FOR
SELECTION
DECISION MAKING

DECISION MAKING

Learning Outcomes:
1. Discuss the characteristics of Selection Decision
2. Discuss Employment Contract
3. Propose strategic approach for employment

1-2

1-2

Recruitment & Selection:

HUMB 313

Characteristics of Selection Decision

The objective of staffing is to get the

right number of people with the right
KSAOs at the right time to support the
organizations objectives.
There are many methods that were
discussed in the earlier topics with
regards on how to achieve this objective.
The key to implement a successful
staffing drive is through a sound
understanding of which method is best
for which situation.

Recruitment & Selection:

HUMB 313

Characteristics of Selection Decision

A smart manager will always look into

the need of different situation in order to
suggest the right set of selection
methods to be used.
One key to get this done is through
understanding of factors that affect the
selection process itself.
Here are some factors that need to be
considered:
1. Type of position
2. HR budget
3. Time needed to fill up vacancy

Recruitment & Selection:

HUMB 313

Employment Contracts
The establishment and enforcement of
employment contract is very complex.
However complex it is, it is very crucial to
understand the elements that compose a
legally enforceable contract and to be able to
identify the people involved in the contract
developing and implementation process.
There are three basic elements required for
a contract to be legally binding and
enforceable:
1.
2.
3.

Offer Made by the employer

Acceptance Acceptance by employee must
be based on agreeing to the terms in the
contract offered by the employer
Consideration entails the exchange of
something of value. Labor versus Salary

Recruitment & Selection:

HUMB 313

Form of contract
Written contract
Oral contract
Disclaimers
Oral or written statement explicitly
limiting an employee right and
reserving that right for employer

Recruitment & Selection:

HUMB 313

Form of contract
Written contract
Oral contract

Disclaimers

Oral or written statement explicitly

limiting an employee right and
reserving that right for employer
Contingencies
Extending a job offer contingent on
certain conditions being fulfilled by
offer receiver

Employment Contracts
(continued)
Unfulfilled promises
Organizational HR issues
Do not make promises unwilling to keep
Be sure promises made are kept

Potential legal claims

Breach of contract
Promissory estoppel
Fraud

12-8

Ex. 12.1: Strategic Approach to Job

Offers

12-9

Job Offer Content

Starting date
Duration of contract
Compensation
Starting pay

Flat vs. differential

rates
Exh. 12.2: Example
of Starting Pay
Policies

Variable pay

Short term
Long term

Benefits - Ex. 12.3

Hours

Special hiring
inducements

Hiring bonuses
Relocation assistance
Hot skill premiums
Severance packages

Restrictions on
employees
Other terms and
conditions
Acceptance terms
Sample job offer
letter-Ex. 12.4
12-10

Job Offer Process

Formulation of job offer
Presentation of job offer
Job offer acceptance and rejection
Reneging

12-11

Formulation of Job Offer

(continued)
Applicant truthfulness
Minimal evidence exists on degree of applicant
truthfulness
To combat deceit, organizations are pursuing
verification of all applicant information

Likely reactions of offer receivers

Approaches to assess reactions to offers
Gather information about various preferences from
offer receiver during recruitment/selection process
Conduct research on why offer receivers accept or
decline job offers
12-12

Formulation of Job Offer

(continued)
Policies on negotiations and initial
offers
Job offers occur for both external /
internal staffing
Consider costs of job offer being
rejected by candidate
Candidates may be receiving
counteroffers from current employer
Currently employed candidates incur
costs for leaving and expect a make
12-13
whole offer

Formulation of Job Offer

(continued)
Strategies for presenting initial offer
Lowball
offering the lower bounds of terms and
conditions to the receiver

Competitive
an offer that is on the market, neither too
high nor too low

Best shot
gives a high offer, one right at the upper
bounds of feasible terms and conditions

12-14

Presentation of Job Offer

Two approaches
Mechanical approach
Sales approach

12-15

Job Offer Process:

Acceptance, Rejection, Reneging
Acceptance must come in a written form
Rejection
By organization
By offer receiver

Reneging
Exh. 12.6: The messy process of reneging

12-16

Recruitment & Selection:

HUMB 313

THE END