4 denisi hr ppt ch04

8/17/2019 4 Denisi Hr Ppt Ch04

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Recruiting and Selecting Employees

© 2014 Cengage Learning India Pvt Ltd. All rights reserved.


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Recruiting

The process of developing a pool of

qualified applicants who are interested in

working for the organization and fromwhich the organization might reasonably

select the best individual or individuals to

hire for employment.


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Recruitment is defined as the process to

discover sources of manpower to meet staffing

requirements schedule

To employ effective measures for attracting

the right talent in adequate number.

Resorted to when all avenues to redeploy

existing manpower exhausted.

Very vital for successful growth of theorganization.


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Purpose and Importance of Recruitment

•Recruitment is essential for filling up vacancies thatmay arise time to time due to transfer, resignation,

termination or death of eisting employees.

• To fill up eisting employees! critical skill gapsorganizations may need to recruit.

• "mplicit costs of wrong hire include dissatisfied

customers, poor quality of product and service, low

productivity, low employee morale of eisting

employees, and threat to company!s overall image. © 2014 Cengage Learning India Pvt Ltd. All rights reserved.


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Purpose and Importance of Recruitment

•#egligence hiring can put organizations

under legal threat.

•$y ensuring legal compliance %through hiring

ethnic minority, women, disabled, and aged

individuals& organizations help to achievebroader goal of providing social 'ustice.



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Recruitment Policy

Necessary for adopting a scientific process for

recruitment. A sound recruitment policy needsto

!dentify the recruitment needs of the

organization !dentify the preferred sources of

organization

"rame suitable criteria for selection. #onsider cost of recruitment.


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The Recruitment and SelectionProcess(. )ecide what positions to fill through personnel planning

and forecasting .

*. $uild a candidate pool by recruiting internal or eternal

candidates.

+. ave candidates complete application forms andundergo initial screening interviews.

-. se selection tools to identify viable candidates.

/. )ecide who to make an offer to, by having the

supervisor and others interview the candidates.


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FIGURE 5–1 Steps in Recruitment and Selection Process

The recruitment and selection process is a series of hurdles aimed at selecting the best candidate for the job.


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Factors governing Recruitment

Internal Factors Inl!encing "ecr!it#ent

•Co#$an%&s 'i(e 0 1rganizations with big size usually find it

easier to recruit compared to small organizations.

•Cost2 1rganizations can reduce this cost by ensuring high

retention of eisting employees.

•)!tso!rcing 0 #on2core activities of organizations are

nowadays getting outsourced to specialized eternal agencies.

• F!t!re e*$ansion $lans2 3hen organizations have future

epansion plans, either in the eisting or new markets then

recruitment from outside becomes essential.



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Factors governing Recruitment

+*ternal Factors Inl!encing "ecr!it#ent

•Co#$an%&s i#age 0 4ompany!s image plays a vital role in

attracting potential candidates.

• La,or -aret Condition 03hen there is surplus manpower

available for a particular skill set then a simple walk2in ad in thenewspaper may help originations to fill up vacant positions.

• Legal $rovisions in the co!ntr%/ 5overnment time to time

announces how much percentage of vacancies should belong to

ethnic minorities %S46STs6 physically disabled individuals&.

•Co#$etitors/3hen competitors give better offers to eisting or

potential employees, then this may force companies to have a

relook at their eisting recruitment policy.



11/52 © 2014 Cengage Learning India Pvt Ltd. All rights reserved.

Fig 4.1 Organizational and Individual Goalsin Recruiting


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Sources of Recruitment

$mployment $xchanges

#onsultants % private employment agencies&internet 'ob sites.

Advts. in newspaper& periodicals& Radio(TV

)ources of existing employees % Referals

*niversities % +gt institutes

Trade *nions

,eputation



Sources for Recruiting

•"nternal Recruiting7ooking inside the organization

8ob posting

Supervisory recommendations

•Eternal recruiting7ooking to sources outside

the organization

for prospectiveemployees



Table 4.1 dvantages and!isadvantagesof Internal and "#ternal Recruiting


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Internal $andidates% &iring from'ithin

• 9oreknowledge of

candidates! strengths and

weaknesses

• :ore accurate view of

candidate!s skills• 4andidates have a

stronger commitment to

the company

• "ncreases employee

morale• 7ess training and

orientation required

• 9ailed applicants become

discontented

• Time wasted interviewing

inside candidates who will

not be considered• "nbreeding strengthens

tendency to maintain the

status quo.

Advantages Disadvantages



"#ternal Recruiting (ethods

Word-of-mouth

Employment

agencies

College placement

offices

Electronic

recruiting

Advertisements



"lectronic Recruiting

•

;dvantages<4ost effective

Time saver

Reaches a large

number of

applicants


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5–18

• Recruiting via the "nternet ;dvantages

4ost2effective way to publicize 'ob openings

:ore applicants attracted over a longer period

"mmediate applicant responses

1nline prescreening of applicants

7inks to other 'ob search sites

;utomation of applicant tracking and evaluation

)isadvantages

Eclusion of older and minority workers Ecessive number of unqualified applicants

=ersonal information privacy concerns of applicants


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"m)lo*ment gencies

•

=ublic employment agencies•=rivate employment agencies

•Eecutive search firms



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Internshi)s% (i#ed (odel

•

; form of temporary employment• "ntern must be a good fit

•iring an intern is a form of internal

and eternal recruiting


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Realistic +obPrevie, -enets

•elps ensure that 'ob seekers understand

the actual nature of 'obs available to them.

•=rovides 'ob applicants with an

opportunity to observe others performing

the work.


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The Selection Process

•

Selection =rocess"s concerned with identifying the bestcandidate or candidates for 'obs from among

the pool of qualified applicants developed

during the recruiting process.•$asic Selection 4riteriaEducation

EperienceSkills and abilities


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5–2

Recruiting Yield Pyramid


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Ste)s in the Selection Process

5ather information about

pool of qualified applicants

:ake decisions about

employment offers

Evaluate the qualifications

of each applicant

he recr!iting$rocess


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-ig Five Personalit* Traits

Neuroticism

Openness to

experience

Agreeableness Conscientiousness

Extraversion


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5–2

Outside Sources of $andidates

1

2

3

4

5

Advertising

Recruiting via the !nternet

$mployment Agencies

Temp Agencies and Alternative

)taffing

-ffshoring(-utsourcing

!

"

#

-n ,emand Recruiting )ervices

-,R)/

$xecutive Recruiters

#ollege Recruiting

Referrals and 0al12ins

$ocating %utside &andidates


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5–27

!evelo)ing and /sing ))licationForms

'pplicant(s

education and

e)perience

'pplicant(s

li*elihood of

success

'pplicant(s

progress and

gro+th

,ses of 'pplication

-nformation

'pplicant(s

employment

stability


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Fig 4.0 Sam)le

SelectionS*stem


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$iodataapplication3eightedapplication

Types of employment

applications

"m)lo*ment ))lications


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Fig 4.4 Sam)le

"m)lo*ment))lication


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Fig. 4.4 Sam)le

"m)lo*ment))licationcont2d3


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Testing ))licants

•

Employment Tests:easure the characteristics of an individual,such as personality, intelligence, or aptitude. 4ognitive ability tests

=sychomotor ability tests

•=ersonality Tests:easure traits, or tendencies to act, that are

relatively unchanging in a person. Self2report inventory

=ro'ective technique


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Fig 4. Sam)le Items from an "m)lo*ment Test


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"m)lo*ment Tests cont2d3

•

"ntegrity Tests ;ttempt to assess an applicant!s moralcharacter and honesty.

•3ork Simulations %or 3ork Samples& ;sk the prospective employee to perform

tasks or 'ob2related activities that simulate

or represent the actual work for which the

person is being considered.


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"m)lo*ment Tests cont2d3

•

"n2$asket Eercises ; type of work simulation for prospectivemanagers> consist of collections of

hypothetical<

:emos 7etters

#otes that

require responses


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Personal Intervie,s

; selection technique that uses a face2to2

face conversation between the 'ob

applicant and a representative of theorganization as part of the selection

process.


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Personal Interviews (cont’d)Personal Interviews (cont’d)

Structured

employment

interview

Semi-

structured

employmentinterview

nstructured

employment

interview

Situational

interview

!ypes of "nterviews


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STRT"GI"S FOR S"5"$TIO6!"$ISIO6 (7I6G

• :7T"=7E RE5RESS"1#• :7T"=7E 4T 199S• :7T"=7E R)7E

• 41:$"#;T"1# :ET1)• 13 T1 9"? 4T 199• $;#)"#52;==7"4;#T!S S41RE 3"T"# ;

R;#5E TRE;TE) S;:E

• SE RE7";$7E ;#) @;7") SE7E4T"1#=R14E)RE• SEE =ER91R:;#4E 1#4E SE7E4TE) 91R

=ER"1)"4 ;)"T


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PR"!I$TORS OF +O-P"RFOR(6$"

• ;==7"4;T"1# 91R:S• TR;"#"#5 A E?="ERE#4E E@;7;T"1#•RE9ERE#4E 4E4BS•3E"5TE) ;==7"4;T"1# $7;#BS•$"15R;="4;7 );T;•SE7E4T"1# "#TER@"E3S

• ;$"7"TC TESTS


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PR"!I$TORS OF +O-P"RFOR(6$"8$O6T!

•=ERS1#;7"TC ;SSESS:E#T•=ER91R:;#4E TESTS• ;SSESS:E#T 4E#TRES

• "#TE5R"TC TEST"#5•5R;=1715C


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Selection "rrors

• 9alse =ositives ;pplicants who are predicted to be successful

and are hired but ultimately fail.

• 9alse #egatives ;pplicants who are predicted to fail and are

not hired, but had they been hired, they

would have been successful.


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Fig 4.9 Selection "rrors


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Reliabilit* and :alidit*

•Reliability

The consistency of a particular selection

device> not the same as accuracy

•@alidity

3hether or not an assessment tool

measures what it is supposed to

:ust be determined empirically to defendagainst charges of hiring discrimination


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ompetitive !dvantage t"roug" Selection

• Strategic :anagement has argued that resources which are rare,

valuable, inimitable and non2substitutable give long term competitiveadvantage to organization2 uman capital in general has all these

critical characteristics.

• "ndividualDs knowledge, skill, and attitude contribute to a great etent

in sustaining corporate culture and competitiveness.

• $y choosing the right kind of human resource organizations can

ensure long term sustainability.

• Research suggests good fit between strategic skills of eecutives and

organizational strategy ensures high rate of return.



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#rientation$ Induction$ #n%oarding and Placement

•1rientation provides an overview to newly hiredemployees about organizational history, mission, rules

and procedures, but onboarding is about helping new

employees develop right attitude.

• 1rientation is one day %first day& activity, and may

include simple things as telling employees where to park

the car or duration of lunch time.

• 3hereas at least first F days of integrating new hire into

the new organization can be referred as on boarding.



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•1nboarding starts even much before an employee formally 'oins the organization> it begins 'ust after an employee gets

the offer letter and continues much beyond three months

period.

•"nduction is process focused, whereas onboarding is a

much broader term and includes complete acclimatization

of employees and engaging them within the organization.

•"nduction Training may impart varying degree of

knowledge ranging from generic material to very specific

aspects of the 'ob, internal and eternal contact points,

workplace policies and procedures. © 2014 Cengage Learning India Pvt Ltd. All rights reserved.


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• For eective on,oarding organi(ations #a% incl!de the

ollo3ingTraining employees using videos6lectures for letting them know companyDs

history, values, culture

anding over eisting organizational chart, relevant contact details

Sharing policy and procedural documents.:entoring64oaching of employees who can offer advice and provide support

for understanding organization!s culture

4onducting meeting with new employees for clarifications of any rule or

procedure

Team building eercises, special luncheons between new and eistingemployees

Rotating assignments if the 'ob permits that.

•Place#ent involves act!al $osting o an e#$lo%ee to a

$artic!lar o, 3ith a s$eciic ran and res$onsi,ilit% © 2014 Cengage Learning India Pvt Ltd. All rights reserved.

Placement


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Placement

,efined as assigning employees 'obs for which

they have been selected +ost organizations 1eep probation period to

ascertain suitability % placement.

-rganization to identify true potential o anemployee for best fit.

Adoption of a periodic 'ob rotation policy.


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E#)



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Criterion-

related

validity

Content

$alidity

Construct

validity

#orms of !est $alidity

ValidityValidity


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Fig 4.; Scatter Plots for Five $orrelation$oe

4 denisi hr ppt ch04

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