recruiting human resources modified

8/7/2019 Recruiting Human Resources modified

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2.3. Recruitment, selection and

Orientation of Human

Resources


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The Recruitment function:

putting HRP into action

What is recruiting?


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The Recruitment function: putting HRP into

action

Recruiting consist of any activity carriedon by the organization with the primary

purpose of identifying and attracting

potential employees

The goal of recruiting is encouraging

qualified people to apply for the jobs


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Recruiting Human Resources

Areas of recruiting that require decisionsinclude:

Personnel policies,

Recruitment sources, and

The characteristics and behavior of the

recruiter


action


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Jobchoice

Recruitment Influences

The Recruitment function: putting HRP

into action


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A. Personnel policies relevant to recruitment:

1. Internal Vs External Recruiting- this decisionaffects the nature of jobs, recruitment sources, and thenature of applicants

2. Lead-the-market pay strategies- lead-the-marketapproach to pay

3. Employment at will policies- the employer andemployee may end an employment relationship at any

time, if there is no employment contract sayingotherwise.

4. Image advertising- designed to create a favorableimpression of the organizations.


action


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B. RECRUITING SOURCES

1. Internal sources: Job posting,

communicating information about thevacancy on company bulletin boards, in

employee publications, or corporate

intranets and any where else the

organization communicates with employees.


action


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B. RECRUITING SOURCES

2. External sources: Direct applicants (walk-

ins/Unsolicited applicant files) andReferrals, advertisement in newspapers

and magazines, electronic recruiting,

Employment agencies public andprivate), colleges and universities, etc


action


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Advantages of Internal Recruiting

Better assessment of candidates

Reduces training time

Faster and cheaper

Motivates employees


action


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Disadvantages of Internal Recruiting

Promulgates old ways of doing things

Hinders creative problem solving lack of new blood

Encourages managerial inbreeding.

Politics probably have a greater impact oninternal recruiting than external recruiting


action


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Advantages of External Recruiting

Facilitate the introduction of new ideas

and thinking into corporate decisionmaking.

The new blood comes with noownership of past strategies that canhinder an objective assessment of futurestrategy


action


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Disadvantages of External Recruiting

The introduction of new personnel may have anegative impact on work group cohesion and

morale The new personnel takes longer to learn the

ropes of the job

External recruiting can be costly

You typically have less data on externalcandidates( Thus, a good assessment need to beused such as tests, interviews and backgroundchecks)

The Recruitment Function: Putting HRP into

Action


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What method of recruiting is

most effective?


Action


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Measures of Effectiveness of Recruitment methods:

Cost per hire

Number of applicants generated

Time to fill

Interview/invitation ratio

Applicant performance on the job after specified period oftime and

Retention or turnover rates

EEO/Diversity impact Total cost of recruiting


Action


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C. RECRUITERSTRAITSAND BEHAVIORS

Persons characteristics and behavior

The recruiter affects the nature of the jobvacancy and the applicants generated


Action


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How to enhance recruiters impact?

Recruiters should provide timely feedback,

Recruiters should avoid offensive behavior, Recruit with teams rather than an

individual recruiters

Recruiters should be warm and informative A Recruiter should provide a realistic job

preview(RJP)


Action


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Selection: It sounds simple-

match employees with jobs Selection begins with the candidate identified

through recruitment and attempts to reduce

their number to the individuals best qualified

to perform the available jobs.

At the end of the process, the selected

individuals are placed in jobs with the

organization


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Steps in the selection process

Screening applications andresumes

Testing and Reviewing

work samples

Interviewingcandidates

Checking

references andBackground

Making aselection


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Step 1:Job applications and Resumes

Nearly all employers gather background

information on applicants at thebeginning of the selection process using

application forms and resumes.

Organizations also verify theinformation by checking references and

conducting background checks.


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Step one

Application forms/Application Blanks and

Biographical Data low cost way to gatherbasic data from many applicants andallows organizations to collect standardinformation from all applicants

Employment applications include areas forapplicants to provide several types ofinformation:

Contact information

Work experienceEducational background

Applicants signature


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Step one

The application form may include other areas

of the applicant to provide additionalinformation, such as specific work experiences,

technical skills, or memberships in

professional or trade groups

By reviewing applications form, HR personnelcan identify which candidates meet minimum

requirements for education and experiences.

Revision of applications enable the

organization to narrow the pool of candidates

to a number it can afford to test and interview


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Step one

Resumes:

Applicants control the content of theinformation, as well as the way it ispresented.

This type of information is biased infavor of the applicant and may not evenbe accurate.

It is inexpensive way to gather

information and used as a basis fordeciding which candidates to investigatefurther.


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Step one Resumes

As with employment applications, an HRstaff member reviews the resumes toidentify candidates meeting such basicrequirements as educational background,related work, and types of equipment theperson has used.

Resumes indicates the ability of thecandidate to communicate and presentthemselves.

Employers tend to decide applicants whoseresumes are unclear, sloppy, or full ofmistakes


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Step Two: Employment Tests

Aptitude tests

Job knowledge and proficiency Test

Interest Test

Personality Tests


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1. Aptitude Tests

Measure a persons capacity or potential

to learn and perform a job

Some of the tests include:

verbalability, numerical ability,

perception speed test, spatial tests,

Reasoning Tests


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2. Job knowledge and

proficiency test Job knowledge tests are used to measure

the job related knowledge possessed by

the applicant( either written or oral)

It include questions that differentiate

experienced worker from inexperienced

ones

Proficiency test measures how well the

applicant can do a sample of work that

is to be performed.


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3. Interest Test

Measure how a persons interests

compare with the interest of successful

people who do the same type of job. For

example, a persons interest to work with

or deal with people measure a persons

interest in a salespersons position.

The underlying assumption of this testis that people perform better if placed in

positions that interest them.


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4. Personality Tests

It measures the basic aspect of an

applicants personality: introversion,

stability, and motivation

They are expressed as self-confidence,

tact, emotional control, optimism,

decisiveness, conformity, objectivity,

patience, fear, distrust, initiative,judgment, dominance, impulsiveness,

sympathy, integrity and stability.


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Five major personality Dimensions

Measured by personality inventoriesNo Dimensions Characteristics

1. Extroversion Sociable, gregarious, assertive,

talkative, expressive

2. Adjustment Emotionally stable, no depressed,secure, content

3. Agreeableness Courteous, trusting, good- natured,

tolerant, cooperative, forgiving

4. Conscientiousness

Dependable, organized, preserving,thorough, achievement-oriented

5. Inquisitiveness Curious, imaginative, artistically

sensitive, broad- minded, playful


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Step Three: Comprehensive

Interview Used to supplement information gained

in other steps in the selection process.

Designed to probe into areas that cannotbe addressed by the application forms or

tests

The interview could be structured or

unstructured


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Types of Interviews

Interviewing techniquesNon directive interview

A Structured interview

A Situational interview

A behavior description interview

Panel interview


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How to Interviewing Effectively

Be prepared Assign responsibilities

Put the applicant at ease

Ask about past behaviors Figure out what your best employees do,

and ask questions that look for similarbehaviors

At the end of interview, make sure thecandidate knows what to expect next


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Step Four: Reference checking/

Background Investigation It involves contacting individuals who

are listed as references of the applicant.

It may include contacting formeremployers to confirm the candidates

work record and performance level,

contacting other job related, personal,

and educational reference to verifyaccomplishments shown in the

application.


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Step Five: Physical

examinations It is given to determine whether an

applicant is physically capable of

performing the job

Employees eligibility for group life,

health, and disability insurance


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Step Six:Final Employment

Decision Given all the above processes, this is

made by the hiring department as per

the qualifications set up for the job to be

filled.


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Approaches to selection

How organizations select employees?

Multiple- Hurdle Model: process of

arriving at a selection decision by

eliminating some candidates at each stageof the selection process

Compensatory Model: process of arriving

at a selection decision in which a very highscore on one type of assessment can make

up for a low score on another.


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Selection Decisions

Communicating the DecisionThe Human Resource department is often

responsible for notifying applicants about

the results of the selection process.When a candidate has been selected, the

organization should communicate the offer

to the candidate including job

responsibilities, work schedules, rate of pay,starting date, and other relevant details.


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Basic Testing Concepts

SelectionMethods:Are they Effective?

Three key terms related to Effectiveness are:

reliability, validity, and utility


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match employees with jobs

1. Reliability- the extent to which a

measurement is free from random error

2. Validity- the extent to which performance ona measure( such as test score) is related to

what the measure is designed to assess( such

as job performance).


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match employees with jobs

3. Practical value/utility

Not only should selection methods such as testsand interview responses accurately predict how

well individuals will perform, but they shouldalso produce information that actually benefitsthe organization.

Selection procedures such as testing and

interviewing cost money. They should costsignificantly less than the benefits of hiring thenew employees.


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Orientation/induction

Once suitable applicants have beenselected to join the organization, it isdesirable to integrate them into theorganization and the job to which they are

responsible. Helping new employees fit in,i.e. designing orientation programme is oneof the functions of human resourcedepartment.

Orientation, therefore, is a plannedintroduction of new employees to theirjobs, coworkers, and the organization.


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Purposes of Orientation The overall goal of orientation is to help

new employees learn about their new workenvironments and get their performances

to acceptable levels as soon as possible. Theorientation process has several specificpurposes:To create initial favorable impression

To enhance interpersonal skills

To reduce turnover


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Create Initial Favorable ImpressionA good orientation programme creates afavorable impression of the organization and itswork. This impression begins even before the new

employees report to work.Providing sufficient information about whenand where to report the first day, handling allrelevant paper work efficiently, and havingpersonable and efficient people assist the new

employees all contribute to creating a favorableimpression of the organization.


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To enhance interpersonal skillsAnother purpose is to ease the employees entry

into the work group. New employees often areconcerned about meeting the people in theirwork units.

Furthermore, the expectations of the workgroup do not always matching with thosepresented at managements formal orientation.

Also if a well planned formal orientation is

lacking, the new employees may be orientedsolely by the group, and thus possibly in waysnot beneficial to the organization.


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To reduce turnover

Over half of all new hires may leave

their jobs within the first six months in

some organization if the orientation isnot proper.

Research has found that individuals who

had been through more orientationsessions had a lower turnover rate than

those who had less orientation.


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Some other benefits of betterorientation include the following:

Stronger loyalty to the organization

Greater commitment to organizationvalues and goals

Lower absenteeism

Higher job satisfaction

recruiting human resources modified

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