a. austen ii recruitment and seselect

8/11/2019 A. Austen II Recruitment and Seselect

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Recruitment and selectionin public service

Agata Austen-Tynda, PhDChair in Public ManagementUniversity of Economicsin Katowice


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Agenda

Precursors to Successful Recruitment andSelection

The civil service staffing process (recruitment andselection)

Public service motivation

Trends in recruitment and selection Best practices in improving recruitment selection

process


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Why is recruitment andselection so important?

Reversing the Erosion of the Public ServiceEthicPersonnel has long been perceived (and

even defined) in terms of control , ratherthan service to the broader organizationCivic Culture and Tradition

Sound recruitment andselection practices alsodepend on complementaryHRM systems


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Why is recruitment andselection so important?

Costs of mistakes:engaging incompetent,underqualified,unmotivated employees;employing anotherperson requires repeatingthe process andgenerates costs

Element of PRstrategy


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Rules of recrutiment andselection

CommonalityOpenessCompetitivenessLegality

Non-discriminationConstancy of criteriaNeutralityObjectivismTransparencyPersonal data securityActing without delay


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The civil service staffingprocess

Planning and approval for staffing

Position announcement

Selection of recruitment strategies

Selection of tests

Screen, interview, and checks (reference and other)

Final selection / Negotiate and hire

Postselection considerations

R e c r u

i t m e n

t

S e l e c

t i o n


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Employer recruitment

Elements influencing effectiveness ofrecruitment:The breadth and quality of the process

The size of the labour pool and the location of jobsOffered pay and benefitsJob quality and requirements of the position

Organizational image


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Applicants perspective

Avoiding cold, unthoughtful and dilatorytreatment:Timing to minimize anxiety

Feedback to optimize scarce job searchresourcesInformation that makes distinctions

Enthusiastic, informative, and crediblerepresentatives


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Planning and approval

1. Taking review of the need for the position to takeinto account the following:strategic and operational plans for theorganization

fundingcurrent staffing structuretargets for diverse staffing profiles across alllevels;

current staffing and skill levels;anticipations in terms of new positions,restructured positions, eliminated positionshow the needs for the position might best be met


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Planning and approval

2. Labour market survey:

trends in terms ofavailability, salaries,education levels


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Title and agency affiliation

Salary rangeDescription of duties and responsibilitiesMinimum qualificationsSpecial conditions

Application proceduresEqual opportunity employmentClassificationCareer potentialSpecial benefits

Time and place of applications

Positionannouncement


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Capabilities

Technical skills knowledge and abilitiesconnected with particular job position

policy development and analysis,improved systems for monitoring and evaluation

and systems to improve financial management;planning,budgetingreporting.

Other criteria:Diversity and broad representation of minorityand protected classPSM


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Manager Ministerial andParliamentary Services (516394)

Applications Close: Friday, 12 September 2008. Salary: $76,007 per annum.Community and Health Services (Public Sector) Award,Administrative and Clerical Stream Level 10.Permanent full-time day work. Location: Hobart.Enquiries to Sharon Trueman, Department of Healthand Human Services, phone (03) 6233 3761, [email protected] .You are encouraged to apply online (below) or forward

your hard copy application quoting the vacancynumber to: Recruitment Services, Human Resources,Department of Health and Human Services, GPO Box125, Hobart, Tasmania, 7001.
mailto:[email protected]:[email protected]:[email protected]


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Duties :Manage the operations of the Ministerialand Parliamentary Services functionincluding provision of high level co-ordination, information and advice servicesto the Department and to the Ministerincluding the timely preparation andprovision of high quality correspondence,briefings, speeches and other documentsfor and on behalf of the Minister.


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Desirable Requirements :High level analytical, conceptual, strategic, researchand creative skills and the ability to understand thepolitical, social and organisational environment in thecontext of the health and human services sector;

identify relevant issues and priorities and make sound judgementshigh level interpersonal skills including written and oralcommunication skills, negotiation and conflictresolution skills;the ability to develop, manage and maintaincollaborative stakeholder and client networks; and towork collaboratively with senior executives and peersto achieve common goals and objectives.


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Who should work in publicservice?

Public service motives

Rational Participation in the process of policyformulationCommitment to a public program because

of personal identificationAdvocacy for special or private interestNorm-based A desire to serve public interest

Loyalty to duty and to government as awholeSocial equity

Affective Commitment to a program from a genuineconvinction about its social importancePatriotism of benevolence


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Public service motivation

1. attraction to policymaking2. commitment to the public interest3. social justice4. civic duty5. compassion

6. self-sacrifice


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Recruitment strategies

Job postingElectronic postingPersonal contact recruitmentRecruitment by mailHead-hunting

Noncompetive recruitmentDevelop a recruiting DVD


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Recruitment strategies:Partnerships

University/college/high schoolcommunications,art and computer

science programs

Student Interns

Professional

productioncompanies andadvertisingagencies

Other citydepartments oragencies toadvertise


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Analysis: recruitment strategies

What has worked or not worked in terms of recruitmentstrategies and advertising in the past?Are signing bonuses or other incentives important?How can current employees be ambassadors for the agencyand help recruit qualified candidates?

What recruitment materials does the agency already haveand how current are they?Does the agency have a recruitment website and how manyhits is it generating?Has the agency used paid advertisement in the past and, if

so, what value did it ad to the recruitment process?What strategies is the agency using to attract the interestof grade school up to high school students?


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Selection criteria

Electoral popularity policy-making jobsPatronage designating officials or employeeswithout a requirement for a formalized applicationprocess

Merit based-system using processes thatanalyze job competencies and require openapplicaton proceduresSeniority internal candidates; provides senseloyaltyRepresentativeness minorities should getpositions in areas of underrepresentation


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Selection criteria

Selection criteria should be expressed in terms of: Essential requirements that are critical tosuccessful performance in the position withoutwhich a person could not be appointed; and

Desirable requirements that would enablethe person to perform at a higher level in theposition, but without which the person couldstill be appointed.

The total number of essential anddesirable criteria shall not exceed10.


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Selection criteria

Selection criteria shall:be written in simple and clear language;be specific and not overlapping or repetitive;be based on the real requirements of the position;

not be excessive in number (i.e. not more than 10in total)not discriminate unlawfully either directly orindirectly against applicantsnot favour either internal or external applicants;

andbe consistent with the classification standards ofthe position.


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Screening

Retention Survey found that nationally smallagencies took an average of 6.84 weeks toconduct the screening processes, while largeagencies took an average of 11.51 weeks (U.S.

Department of Justice, Office of Justice Programs,Hiring and Keeping Police Officers)GOAL: reduce this time so that valuablecandidates are still available


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Screening

Discriminating among the qualified andthe unqualified

Identifying most highly qualifiedcandidates

Confirming the qualifications and abilityof the chosen candidate; it may includethe first period of employment

Screening particular candidates;results in offering position to the best

candidate


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Principles of the screening

A fair set of screening criteriaThe criteria must be in line with the job content andappointment as well as advertised requirementsApplicants should be clear on the criteria that applyThe criteria should apply to all applicants in aconsistent mannerAny waivers should be fully motivated and approvedDeclarations should be made of whether anycandidate is related to or friends of an official in thecomponent where the vacancy exists

The various activities of the screening process shouldbe documented and put on record


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Initial reviewing and testing

Education and experienceevaluationsLetters of recommendationSelf-assessmentGeneral aptitude andtrait testPerformance test forspecific jobs


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Reducing the pool: interview

1. Plan how it should proceed: persons, place,roles

2. Prepare list of written questions asked of allcandidates

3. Use a work sample as part of the processCritique or evaluate sthSolve a problemDeliver oral presentation, etc

4. Explain basic facts about the position5. Use the job description and advertisement

guides to ensure that the focus is on essential job functions


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6. Set up interviews in private job-settings where distractionsare unlikely

7. Concentrate on listening toapplicants answers and takenotes during the interview

8. Be careful that no oral commitments orsuggestions about employment prospects are

made9. Complete your evaluation notes when

impressions are fresh


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Subjects to AvoidMarital statusChildren and other dependantsReligionPoliticsEthnic origins


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Final selection

1. Keep a list of all applicants considered for finalselection.

2. Identify fair selection criteria for the finalselection phase.

3. Ensure that the criteria are in line with theadvertised requirements as well as the jobcontent.

4. Ensure that each selection committee member isprovided with all the relevant information

pertaining to each short-listed applicant.


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Final selection

5. Ensure that the interviews are conducted in a fairand effective manner and that each candidate isweighed comprehensively against therequirements as advertised.

6. Ensure that a comprehensive motivation iscompiled in respect of all the applicantsinterviewed.

7. Ensure that all applicants are informed about theoutcome of the final selection phase.

8. Ensure that all relevant information is put onrecord.


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Closing selectionClosing selection

1. Phone call and further clarification2.Letter of intent3. Completing employment forms4. Protocols may be available for intetested

individuals5. Number of candidates6. Names, surenames and adresses of 5 top

candidates7. Recruitment and selection criteria8. Justification of the decision

T d i it t d


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Trends in recruitment andselection

Procedural Changes: Eliminating arbitrary rules and regulations thatrestrict the choices of hiring managers andsupervisors

Adopting flexible and appealing hiring procedures.Screening applicants quicklyValidating entry requirements and examinations.Instituting worker-friendly personnel policies,

Creating more flexible job descriptions.

Trends in recr itment nd


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Improvements to the Recruitment andSelection Process:The decentralization movement "New PublicManagement" is known in many quarters asdevolution, often characterized by thedecentralization of HR responsibility.Aggressive outreach effortsCurrent employees as recruiters

Trends in recruitment and


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Use of Technology:Many scholars believe that technology will be themost notable HRM trend of the next few decadesMany large public organizations use computer

bulletin boards and electronic mail to improverecruitment processManagers can have online access to applicants'test scores, qualifications and contact informationSoftware programs: to administer online

examinations, track applicants, match resumeswith skill sets, expedite background checks, andshepherd job candidates through a paperlessstaffing process


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Best practices

National Nuclear Security Administration (NNSA)

Problem: A review of the hiring practices found that job

announcements were filled with jargon, lots offacts and information, and extensive list of jobduties which made it difficult to identify majorfeatures and selling points of the job.

Recruitment was passive NNSA waited forapplicants to apply.


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Makeover: A new look to convey the importance and excitement of their

positions, as well as why they were a great place to work Added photos to depict the unique work environment at

NNSA. Implemented an internet-based targeted recruitment

strategy to identify potential candidates from job boards andother locations

They sent recruiters to fifteen universities in the South andWest to recruit interns with an emphasis on diversity

The results produced 28 qualified candidates, up from threeunqualified candidates in the previous recruitment process+ 30 highly qualified interns


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Best practices

U.S. Department of EducationProblem:

The hiring process took too long and did not always deliverqualified candidates.

Upon mapping out the hiring process, it was discovered thatthere were discrete steps with over 45 handoffs betweendifferent managers, administrative officers and HRspecialists.

Managers were disengaged from the hiring process. Jobdescriptions were problematic. When managers could notfind good candidates they had a tendency to sit on the list,until ultimately it was re-posted.


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Makeover: The hiring process was streamlined by eliminating

redundancies and unnecessary steps resulting in a

reduction of more than half of the stepsdown to 53 . The automated process for assessing applicants hasbeen overhauled and questions are more closelyaligned with skills needed to be successful on the job.

The process of change has not been easy and hastaken a commitment of time and effort on the part ofleaders, HR, managers and others involved in thehiring process.


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Best practices

Centers for Medicare & Medicaid Services

Problem: Federal law changed requiring the agency to add 500

new positions. The length of time to complete thehiring process was long and the quality of candidateswas lacking.

The automated staffing system in place was believedto be inadequate to meet the demands of the hiringneeds. The agency wanted top talent and a fasterprocess.


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Makeover: The agency started with an end -to- end mapping of the

hiring process and identified both short and long term fixes.They used focus groups to document the process, identifyroles and responsibilities, and assess obstacles. Through the process the agency eventually reduced thenumber of steps in the hiring process by more than twentypercent.

Other key things they did included better marketingpositions using visually appealing, plain-English

announcements, proactively targeting qualified candidatesvia internet, resume databases and built tools to effectivelyscreen applicants to ensure they were a good fit for theposition.

They eventually assigned responsibility for the process toone person at the executive level.


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10 golden rules of recruitmentand selection

1.Develop a Recruitment Plan2.Conduct Research3.Personalize the Recruitment Process

4.Select and Train the Right People asRecruiters5.Build Strong Partnerships6.Develop an Employee Referral Program7.Improve the Selection Process8.Develop an Advertising Plan9.Develop an Internet Presence10.Employ Effective Recruitment Strategies


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Agata Austen-Tynda, PhD

Chair in Public ManagementUniversity of Economics in Katowice

[email protected]
mailto:[email protected]:[email protected]

a. austen ii recruitment and seselect

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