(C) 2007 by Prentice Hall 5-1
Recruiting and SelectingRecruiting and Selecting
EmployeesEmployees
Chapter 5Chapter 5
(C) 2007 by Prentice Hall 5-2
• Understand approaches to matching labor
supply and demand
• Weigh the advantages & disadva...
(C) 2007 by Prentice Hall 5-3
• A simplified explanation of forecasting laborA simplified explanation of forecasting labor...
(C) 2007 by Prentice Hall 5-4
The Hiring ProcessThe Hiring Process
• RecruitmentRecruitment
• SelectionSelection
• Sociali...
(C) 2007 by Prentice Hall 5-5
• Determining the characteristics mostDetermining the characteristics most
important to perf...
(C) 2007 by Prentice Hall 5-6
• RecruitmentRecruitment
– Sources of recruitingSources of recruiting
• Current employeesCur...
(C) 2007 by Prentice Hall 5-7
Meeting the Challenges ofMeeting the Challenges of
Effective StaffingEffective Staffing
• Re...
(C) 2007 by Prentice Hall 5-8
• External vs. internal candidatesExternal vs. internal candidates
• Recruiting protected cl...
(C) 2007 by Prentice Hall 5-9
• Reliability and ValidityReliability and Validity
• Selection tools as predictors of jobSel...
(C) 2007 by Prentice Hall 5-10
• ReliabilityReliability – Consistency of measurement,– Consistency of measurement,
usually...
(C) 2007 by Prentice Hall 5-11
• Selection tools as predictors of jobSelection tools as predictors of job
performance –per...
(C) 2007 by Prentice Hall 5-12
• Selection tools as predictors of jobSelection tools as predictors of job
performance – co...
(C) 2007 by Prentice Hall 5-13
SelectionSelection
Personality TestsPersonality Tests
• ExtroversionExtroversion
• Agreeabl...
(C) 2007 by Prentice Hall 5-14
Structured Job InterviewStructured Job Interview
• Situational InterviewSituational Intervi...
(C) 2007 by Prentice Hall 5-15
Six Simple TasksSix Simple Tasks
• Be preparedBe prepared
• Put applicants at ease in the f...
(C) 2007 by Prentice Hall 5-16
Reactions to Selection DevicesReactions to Selection Devices
1.1. Applicant reactions to se...
(C) 2007 by Prentice Hall 5-17
Legal Issues in Staffing
• DiscriminationDiscrimination
LawsLaws
• Affirmative ActionAffirm...
(C) 2007 by Prentice Hall 5-18
• Human resource supply and demand
• The hiring process
• Challenges in the hiring process
...
Upcoming SlideShare
Loading in …5
×

Managing Human Resources, Luis Gomez Mejia, David Balkin,Ch1, Managing Human Resources 6e Luis Gomez Mejia David Balkin, Ch4, Vahdi Boydaş, Mensur Boydaş

1,522 views
1,333 views

Published on

Managing Human Resources, Luis Gomez Mejia, David Balkin,Ch1, Managing Human Resources 6e Luis Gomez Mejia David Balkin, Ch4, Vahdi Boydaş, Mensur Boydaş

Published in: Education
0 Comments
0 Likes
Statistics
Notes
  • Be the first to comment

  • Be the first to like this

No Downloads
Views
Total views
1,522
On SlideShare
0
From Embeds
0
Number of Embeds
5
Actions
Shares
0
Downloads
64
Comments
0
Likes
0
Embeds 0
No embeds

No notes for slide

Managing Human Resources, Luis Gomez Mejia, David Balkin,Ch1, Managing Human Resources 6e Luis Gomez Mejia David Balkin, Ch4, Vahdi Boydaş, Mensur Boydaş

  1. 1. (C) 2007 by Prentice Hall 5-1 Recruiting and SelectingRecruiting and Selecting EmployeesEmployees Chapter 5Chapter 5
  2. 2. (C) 2007 by Prentice Hall 5-2 • Understand approaches to matching labor supply and demand • Weigh the advantages & disadvantages of internal & external recruiting • Distinguish among the major selection methods & use the most legally defensible of them • Make staffing decisions that maximize the hiring & promotion of the best people • Understand the legal constraints on the hiring process Chapter 5 OverviewChapter 5 Overview
  3. 3. (C) 2007 by Prentice Hall 5-3 • A simplified explanation of forecasting laborA simplified explanation of forecasting labor demand & supplydemand & supply • Labor SupplyLabor Supply –– The availability of workers withThe availability of workers with the required skills to meet the firm’s laborthe required skills to meet the firm’s labor demand.demand. • Labor DemandLabor Demand – How many workers the– How many workers the organization will need in the future.organization will need in the future. • Human resource planningHuman resource planning – The process an– The process an organization uses to ensure that it has the rightorganization uses to ensure that it has the right amount and the right kind of people to deliver aamount and the right kind of people to deliver a particular level of output or services in the future.particular level of output or services in the future. Human ResourceHuman Resource Supply & DemandSupply & Demand
  4. 4. (C) 2007 by Prentice Hall 5-4 The Hiring ProcessThe Hiring Process • RecruitmentRecruitment • SelectionSelection • SocializationSocialization
  5. 5. (C) 2007 by Prentice Hall 5-5 • Determining the characteristics mostDetermining the characteristics most important to performanceimportant to performance • Measuring the characteristics thatMeasuring the characteristics that determine performancedetermine performance • The motivation factor : performance =The motivation factor : performance = ability x motivationability x motivation • Who should make the decision?Who should make the decision? Challenges in the Hiring ProcessChallenges in the Hiring Process
  6. 6. (C) 2007 by Prentice Hall 5-6 • RecruitmentRecruitment – Sources of recruitingSources of recruiting • Current employeesCurrent employees • Referrals from current employeesReferrals from current employees • Former employeesFormer employees • Print and radio advertisementsPrint and radio advertisements • Internet advertising and career sitesInternet advertising and career sites Meeting the Challenges ofMeeting the Challenges of Effective StaffingEffective Staffing
  7. 7. (C) 2007 by Prentice Hall 5-7 Meeting the Challenges ofMeeting the Challenges of Effective StaffingEffective Staffing • Recruitment - continuedRecruitment - continued – Sources of recruitingSources of recruiting • Employment agenciesEmployment agencies • Temporary workersTemporary workers • College recruitingCollege recruiting • CustomerCustomer
  8. 8. (C) 2007 by Prentice Hall 5-8 • External vs. internal candidatesExternal vs. internal candidates • Recruiting protected classesRecruiting protected classes • Planning the recruitment effortPlanning the recruitment effort • Planning your job searchPlanning your job search Meeting the Challenges ofMeeting the Challenges of Effective StaffingEffective Staffing
  9. 9. (C) 2007 by Prentice Hall 5-9 • Reliability and ValidityReliability and Validity • Selection tools as predictors of jobSelection tools as predictors of job performanceperformance • Combining predictorsCombining predictors • Selection and the person/organizationSelection and the person/organization fitfit • Reactions to selection devicesReactions to selection devices SelectionSelection
  10. 10. (C) 2007 by Prentice Hall 5-10 • ReliabilityReliability – Consistency of measurement,– Consistency of measurement, usually across time but also acrossusually across time but also across judges.judges. • ValidityValidity – The extent to which the– The extent to which the technique measures the intendedtechnique measures the intended knowledge, skill, or ability. In the selectionknowledge, skill, or ability. In the selection context, it is the extent to which scores oncontext, it is the extent to which scores on a test or interview correspond to actual joba test or interview correspond to actual job performance.performance. Selection
  11. 11. (C) 2007 by Prentice Hall 5-11 • Selection tools as predictors of jobSelection tools as predictors of job performance –performance – – Letters of recommendationLetters of recommendation – Application formsApplication forms – Ability testsAbility tests – Personality tests – see slide 15Personality tests – see slide 15 – Psychology testsPsychology tests – Honesty testsHonesty tests SelectionSelection
  12. 12. (C) 2007 by Prentice Hall 5-12 • Selection tools as predictors of jobSelection tools as predictors of job performance – continuedperformance – continued – Interviews – structuredInterviews – structured – Assessment centersAssessment centers – Drug testsDrug tests – Reference checksReference checks – Background checksBackground checks – Handwriting analysisHandwriting analysis SelectionSelection
  13. 13. (C) 2007 by Prentice Hall 5-13 SelectionSelection Personality TestsPersonality Tests • ExtroversionExtroversion • AgreeablenessAgreeableness • ConscientiousnessConscientiousness • Emotional stabilityEmotional stability • Openness to experienceOpenness to experience
  14. 14. (C) 2007 by Prentice Hall 5-14 Structured Job InterviewStructured Job Interview • Situational InterviewSituational Interview • Job KnowledgeJob Knowledge • Worker Requirements QuestionsWorker Requirements Questions
  15. 15. (C) 2007 by Prentice Hall 5-15 Six Simple TasksSix Simple Tasks • Be preparedBe prepared • Put applicants at ease in the first few minutesPut applicants at ease in the first few minutes • Don’t be ruled by snap judgments orDon’t be ruled by snap judgments or stereotypesstereotypes • Ask results-oriented questionsAsk results-oriented questions • Don’t underestimate the power of silenceDon’t underestimate the power of silence • Close the interview with careClose the interview with care Unstructured Does not Mean Unprepared:Unstructured Does not Mean Unprepared: Making the Most of the Hiring InterviewMaking the Most of the Hiring Interview
  16. 16. (C) 2007 by Prentice Hall 5-16 Reactions to Selection DevicesReactions to Selection Devices 1.1. Applicant reactions to selection devicesApplicant reactions to selection devices 2.2. Manager reaction to selection systemsManager reaction to selection systems SelectionSelection
  17. 17. (C) 2007 by Prentice Hall 5-17 Legal Issues in Staffing • DiscriminationDiscrimination LawsLaws • Affirmative ActionAffirmative Action • Negligent HiringNegligent Hiring • Develop clear policies onDevelop clear policies on hiring as well as onhiring as well as on disciplining anddisciplining and dismissing employeesdismissing employees • Check state lawsCheck state laws regarding hiringregarding hiring applicants with criminalapplicants with criminal recordsrecords • Learn as much asLearn as much as possible about applicants’possible about applicants’ past work-relatedpast work-related behaviorbehavior
  18. 18. (C) 2007 by Prentice Hall 5-18 • Human resource supply and demand • The hiring process • Challenges in the hiring process • Meeting the challenges of effective staffing • The recruitment process • The selection process • Legal issues in staffing Summary and ConclusionsSummary and Conclusions

×