staffing
DESCRIPTION
Staffing HRMTRANSCRIPT
STAFFING: RECRUITMENT & SELECTION
INTERNAL RECRUITMENT
INTERNAL LABOUR MARKETS No substitute for knowing a
candidate’s strengths and weaknesses Inside candidates may be more
committed to the company and can increase morale
POLICIES INBREEDING
RECRUITMENT (INFORMAL)
EMPLOYEE REFERRALS DIRECT APPLICANTS DIRECT CONTACTS PROBLEM
Nepotism Favouritism
RECRUITMENT (FORMAL)
ADVERTISING Marketing
PRIVATE SEARCH FIRMS CAMPUS RECRUITING EMPLOYMENT EXCHANGES SUMMER INTERNS ‘TEMPS’
ON-LINE RECRUITING INTERNET
‘Passive’ candidates Chat rooms Company intranets monster.com may have 5 million online
resumes, there may be 2-3 times that on the internet
COST AND TIME EFFECTIVE INTERNAL JOB MARKET STANDARDISATION DISCRIMINATION
MANAGING RECRUITMENT
FEEDBACK FROM SELECTION AND PERFORMANCE APPRAISAL
YIELD ANALYSIS DATA GENERATION AND ANALYSIS
INITIAL SCREENING APPLICATION BANK
Privacy QUALIFICATION
Education Experience
TECHNOLOGY FOR PROCESSING Software Outsourcing Some firms use job applications as a tool to
predict future performance
INITIAL SCREENING (Contd.)
Initial interviews Involve lower levels Line persons
FINAL SELECTIONS
APPLICATION BLANKS REFERENCE CHECKS TESTS: PERSONALITY/ COGNITIVE
Biases Applicability
INTERVIEWS ASSESSMENT CENTRES
AVAILABLE TESTS Psychological Intellectual Technical Aptitude Interest
inventories Reliability
inventories
Clerical skills test Telemarketing
ability tests Service ability
tests Management
aptitude test Team skills test Sales ability test
VALIDATING THE TESTS
Concurrent validation
Give tests to employees
Compare scores with current performance
Predictive validation Test applicant before
hiring Use alternate
selection technique to hire
Compare real performance with test results – determines suitability of test
INTERVIEW CONTENT
SITUATIONAL BEHAVIORAL JOB RELATED STRESS
PITFALLS OF INTERVIEWS
Snap Judgments Negative Emphasis Job Knowledge Candidate Order Nonverbal Behaviour District Attorney Psychologist
STRUCTURED INTERVIEW
Job Analysis & Job Specification Question Set Benchmark Answers Training Guidelines Feedback Practitioners vs. theoreticians
STRUCTURING INTERVIEWS
Base questions on actual job duties Use knowledge, situational
questions and objective criteria to evaluate
Train interviewers Use same questions
Streamlining Interviews
Interviewer must get questions around these four factors answered Knowledge and experience Motivation Intellect Personality
MANAGEMENT ASSESSMENT CENTRE SIMULATION UNOBTRUSIVE OBSERVATION
In Basket Group Discussion Mgmt. Games Presentations Tests/ Interviews
RESOURCE INTENSIVE
TOYOTA TOTAL SELECTION PROGRAMME 20 HOURS/ SIX PHASES/ 5-6 DAYS
Initial screening: blanks/ co. video Technical knowledge and potential: aptitude
tests, skills tests Interpersonal and decision skills:
assessment centre/ assy. simulation One hour group interview Physical tests On the job assessment for six months
SYSTEM FEEDBACK TRACKING AND RECORD KEEPING
Yield Cost Quality GE medical applies benchmarked purchasing
techniques to dealing with recruiters SELECTION VALIDATION CLIENT SATISFACTION ROLE OF HR
Line involvement for speed Law?
PROBLEMS
HALO EFECT STEREOTYPING DIVERSITY
MINORITIES SELECTION VS. ELIMINATION JOB VS. ORGANISATION FIT
‘Red flags’
CANDIDATE’S POINT OF VIEW
IN AN ORGANISATION JUNGLE ASYMMETRY OF RELATIONSHIP STATE UNION