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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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Validation process consists of five steps:
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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Validation process consists of five steps:
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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Validation process consists of five steps:
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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Management Assessment Centers
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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Management Assessment Centers
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