1357719350.0189recruiting and selection11 (1)

8/11/2019 1357719350.0189Recruiting and Selection11 (1)

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Recruitment, Selection, &

Placement


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The recruitment and selection

processEmployment

planning and

forecasting

Recruiting:Build a pool of

candidates

Applicants

completeapplication

forms

Utilize various

techniques toidentify viable

job candidates

Interview finalcandidates to

make final

choice


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RecruitmentRecruitment involves searching for and

obtaining qualified job candidates in such

numbers that the organization can select the

most appropriate person to fill its job needs.

In addition to filling job needs, the recruitment

activity should be concerned with satisfying the

needs of the job candidates.

Consequently, recruitment not only attracts

individuals to an organization, but also increases

the chance of retaining them once they are hired.


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Key Purposes of Recruitment

;


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Internal Sources and Methods of

RecruitmentSources

promotions

transfers and

relocations

job rotation

rehires and recalls

Methods

job posting skills

inventories


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Job Postings

Job posting: the organization announcesposition openings through bulletinboards,company publications, and

internet/intranet. Some union contractsrequire job posting to ensure that unionmembers get first choice of new and betterpositions.

Advantages and Problems with JobPostings


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Skills Inventories and HRIS

Manual or computerized systematic records

listing employees' education, career and

development interests, languages, special skills,

and so on to be used in forecasting inside

candidates for promotion.


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HRIS skills inventory should include:Work experience codes:experience within the

company Produc t know ledge:level of familiarity with the

employer's product lines or services as an indicationof where the person might be transferred or promoted.

Indus try experience:

Formal educat ion: Training cou rses:

Foreign language ski l ls :

Relocat ion l imi tat ions:Employee's willingness torelocate and the locales to which he/ she wouldprefer to go.

Career interests :Whether the employee's mainqualification for the work he or she wants to do isexperience, knowledge, or interests.

Perform ance app raisals:


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External Sources and Methods of

Recruitment

Sources employee referral

programs

walk-ins

other companies

employment agencies

temporary help agencies

trade associations and

unions

schools

foreign nationals

Methods

radio and television

newspapers and

journals

computerized services

acquisitions and

mergers

work flow management


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Advantages & Disadvantages

of Sources of ApplicantsINTERNAL SOURCES

Advantages Morale

Better assessment of abilities

Lower cost for some jobs

Motivator for good

performance

Have to hire only at entry level

Disadvantages

Inbreeding Possible morale

problems of those not

promoted

political?infighting for

promotions Requires strong

management

development program


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Advantages & Disadvantages

of Sources of ApplicantsEXTERNAL SOURCES

Advantages new blood,new perspectives

Cheaper than training a

professional

No group of political

supporters in organization

already

May bring competitors,secrets,

new insights

Helps meet equal

employment needs

Disadvantages May not select

someone who will fit

May cause morale

problems for those

internal candidates

Longer adjustment or

orientation time

May bring in an

attitude from pervious

Company.


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Recruiting Yield Pyramid

50

100

150200

1,200

New hires

Offers made (2:1)

Candidates interviewed (3:2)Candidates invited (4:3)

Leads generated (6:1)


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Succession Planning

Succession planning refers to the plans a

company makes to fill its most importantexecutive positions.

It includes the following activities:

Analysis of the demandfor managers andprofessionals by company level, function, and skill.

Audit of existing executives and projectionof

likely future supplyfrom internal and external

sources.

Planningof individual career pathsbased on

objective estimates of future needs and drawing

on reliable performance appraisals andassessments of otential.


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Succession Planning

Career counselingundertaken in the context

of a realistic understanding of the futureneeds of the firm, as well as those of the

individual.

Accelerated promotions, with developmenttargeted against the future needs of the

business.

Performance-related trainingand

developmentto prepare individuals for futureroles as well as current responsibilities.

Planned strategic recruitment not only to fill

short-term needs but also to provide people

for development to meet future needs.


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Management

Replacement ChartShowing Development

Needs of Future

Divisional Vice President

Figure 54


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M j l ti & Pl t


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Major selection & Placement

issues

How to collect information on job

applicant

How to make selection and placement

decision

How selection can be used to improve

the profitability of the company

How selection ties into the basic

philosophy of a company


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Considerations in the Choice of SelectionTechniques

Predictors

Reliability

Validity

Criteria

Selection decisions in organizations are generally

made on the basis of job applicants'predictorscores

on various tests. These tests predict how wellapplicants, if hired, will perform.

The usefulness of predictors depend on their

reliability and validity


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Basic Testing Concepts--Validity

Test validityanswers the question: "Does this testmeasure what it's supposed to measure?

Whether the performance on the test is a valid predictor

of subsequent performance on the job? There are two main

ways to demonstrate a test's validity, criterion validityandcontent validity.

Criterion validity-- A type of validity based on

showing that scores on the test (predictors) are related to

job performance (criterion).Content validity-- A test that is content valid is one in

which the test contains a fair sample of the tasks and skills

actually needed for the job in question.


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Validation process consists of five steps:

Step 1. Analyze the Job:To define what you mean by "success on the job."The standards of success are called criteria.

You could focus onproduction-related criteria(quantity,

quality, and so on),personnel data(absenteeism, length ofservice, and so on), orjudgmentsof worker performance by

persons like supervisors).


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Step 2. Choose Your Tests :Choose tests that you think measure the attributes(predictors) important for job success.

This choice is usually based on experience,previous

research, and "best guesses."


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Step 3.Administer Test:Concurrent validation: administer the tests toemployeespresentlyon the job. You then would compare

their test scores with their currentperformance.

Predictive validation: the test is administered toapplicants before they are hired. After they have been on

the job for some time, you measure their performance and

compare it to their earlier tests.


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Step 4. Relate Test Scores and CriteriaTo determine the statistical relationship between

(1) scores on the test and (2) performance through

correlation analysis.

Step 5. Cross-validation and Revalidation.

performing steps 3 and 4 on a new sample of

employees


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What are you looking for?

Bill Gates has been quoted as looking for fouressential qualities in new hires: ambition, IQ, technical

experience, andbusiness judgment, with IQ most

important.

At Lincoln Electric, hiring is done very carefullybecause employees are expected to make a life-time

commitment to the company. Lincoln selects for both

the desire to succeedand the capacity for growth.

Q: What are the most important qualities in your

organization?


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Obtaining the information

Application

Interviews

Written testReference verification

Other test


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Biographical information blank

and biodata test

Biodata tests are records of past achievements

and activities such as what you did in high school.

Datemonth &

year

Name & Adress of

Employer

TEL no. May

we call? Salary Position

Reasonfor

leaving


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Work Samples and Simulations

Also calledperformance teststest the ability to dosomething rather than the ability to know something.

The basic procedure of work sample tests is to choose

several tasks crucial to performing the job in question

and test applicants on each. Their performance on each

task is monitored by an observer who indicates on a

checklist how well the applicant performs that tasks.

EX)


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Management Assessment Centers

In a two- to three-daymanagement assessment center6 to 12 management candidatesperform realistic

management tasks (like making presentations) under

the observation of expert appraisers; each candidates

management potential is thereby assessed orappraised.


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In-basket exerciseRealistic situations and problems encountered on the job are

written on individual sheets of paper and set in the in-basket.

The applicant is then asked to arrangethe papers bypriority.

Occasionally, the applicant may need to write an actionresponse. The problems or situations described to the applicant

involve different groups of people--peers, subordinates, and

those outside the organization.

The applicant is usually given a set time limit to take the test

and is often interruptedby phone calls meant to create more

tension and pressure.


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The leaderless group discussion.A leaderless group is given a discussion question and

told to arrive at a group decision. The raters then

evaluate each group member's interpersonal skills,

acceptance by the group, leadership ability, andindividual influence.


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Management Assessment CentersManagement games.

Participants engage in realistic problem solving, usuallyas members of two or more simulated companies that are

competing in the marketplace.

Individual presentations

Objective tests.

All types of paper-and-pencil tests of personality, mental

ability, interests, and achievements might also be a part of

an assessment center.

The interview.

The participants current interests, background, past

performance, and motivation are assessed.


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Validity of Various Selection DevicesPREDICTOR VALIDITY

Cognitive Ability and Special Aptitude Moderate

Personality Low

Interest Low

Physical Ability Moderate-High

Biographical Information ModerateInterviews Low

Work Samples High

Seniority Low

Peer Evaluations High

Reference Checks LowAcademic Performance Low

Self-Assessments Moderate

Assessment Centers High

1357719350.0189recruiting and selection11 (1)

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