SlideShare a Scribd company logo
1 of 40
Download to read offline
CHAPTER THREE
Recruitment and Selection:
Hiring the Right Person
2
Learning Objectives
• At the end of this module, students will
understand the:
– Methods used by organizations to recruit
and select employees.
– Legal issues that affect recruitment and
selection.
– HR’s role in the recruitment and selection
process.
– Role of supervisors and peers in the
recruitment and selection of team members.
• When HR planning indicates the need for additional labor, organizations have
a number of choices to make.
• This may be the first step in a full-scale recruitment and selection process but
sometimes hiring additional employees is not the best method to obtain
additional labor.
• It may be practical for an organization to consider alternatives to recruiting
such as outsourcing or contingent labor.
Human Resource Planning
(Workforce Planning)
Matching the internal and external supply of candidates with job
openings anticipated in the organization over a specific period of
time
4-4
LO 2
Human Resource Planning Process
External Environment
Internal Environment
4-5
Strategic Planning
Human Resource Planning
Forecasting
Human
Resource
Requirements
Comparing
Requirements
and Availability
Forecasting
Human
Resource
Availability
Surplus of
Workers
Demand =
Supply
No Action
Shortage of
Workers
Recruitment
Selection
Restricted Hiring,
Reduced Hours, Early
Retirement, Layoffs,
Downsizing
• If this is a temporary fluctuation in work volume. the simplest
solution may be part-time labor or overtime by existing
employees.
• Since the costs of recruitment and selection can be staggering,
hiring new employees should occur only after careful
consideration and only when the organization anticipates a long-
term need for additional labor.
Succession Planning
• Process of ensuring that qualified
persons are available to assume key
managerial positions once the positions
are vacant
• Goal is to help ensure a smooth
transition and operational efficiency
4-7
Job Analysis
Job analysis is the systematic process of determining the
skills, duties, and knowledge required for performing jobs in
an organization.
4-8
When Job Analysis Is Performed
• When the organization is founded and a
job analysis program is initiated
• When new jobs are created
• When existing jobs are changed
significantly
4-9
Job
• Consists of group of tasks that must be
performed for organization to achieve its goals.
• May require the services of one person, such as
the company’s president.
• May require the services of 75 people, such as
machine operators in a large firm .
4-10
Job Description/Job Specification
• Job Description: Provides information regarding
the essential tasks, duties, and responsibilities of
the job
• Job Specification: Minimum acceptable
qualifications a person needs to perform a
particular job
4-11
Items Frequently Included in a Job Description
• Major duties performed
• Percentage of time devoted to each duty
• Performance standards to be achieved
• Working conditions and possible hazards
• Number of employees performing job
• The person to whom the employee reports
• The machines and equipment used for job
4-12
13
Hiring the Right Person: Recruitment
• RECRUITMENT
– The process of attracting individuals in sufficient numbers with
the right skills and at appropriate times to apply for open
positions within the organization.
14
Recruitment Issues
• Alternatives to recruitment:
– Outsourcing.
– Contingent labor.
– Part-time employees.
– Overtime.
Costs of recruitment and selection:
– Replacing supervisory, technical and management personnel
can cost from 50 percent of salary to several hundred percent
of salary.
15
Internal Environment
• Promotion from within:
– Advantages:
• Promotion as a reward for good work.
• Motivational tool for other employees.
• Promoted employee gets up to speed must faster in his or
her new job.
– Disadvantages:
• Must fill the position vacated by the promoted employee.
• Lack of new ideas and creativity that may come from a
new person.
• Jealousy from those not promoted.
16
Internal Environment
• Nepotism: Hiring relatives.
– Does your organization have a policy on
nepotism?
– May be discriminatory.
– Must ensure individuals are not in
supervisory positions managing their own
relatives.
– May create issues of favoritism.
• Be careful of civil rights violations. In many states, it is illegal to discriminate
in hiring practices based on a person’s marital status. Many organizations
have nepotism policies, so find out where your employer stands on the issue.
• When hiring relatives, most employers require family members to work in
different areas to prevent issues of favoritism and possible morale problems
among other employees. It is never appropriate for family members to be in
supervisory positions where they are required to manage their own relatives.
18
External Environment
• Labor market conditions:
– Strong economy = difficulty hiring.
– Weak economy = too many applicants.
External Environment
• The strength of the economy and labor market conditions will
significantly affect your organization’s ability to attract and retain
top-level employees. When the economy is strong with little
unemployment, you may have to compete with other employers
for a limited number of skilled employees.
• This may require increased compensation or benefit incentives to
attract quality applicants. The reverse may be true in a soft
economy with high levels of unemployment. The problem then is
not a shortage of qualified applicants; instead, the problem is
managing a huge number of applications that must be pared
down to find a few potential good hires.
20
Discrimination Issues in Recruiting
• Civil Rights Act of 1964.
• Age Discrimination in Employment Act of 1967.
• Pregnancy Discrimination Act of 1975
• Americans with Disabilities Act of 1990.
• Local regulations can add further protections
against discrimination.
21
Internal Recruitment
• Job Posting: The process of announcing job openings to employees.
– Job information must be made available to all
employees.
– Ensure minority workers and disadvantaged
individuals are aware of job opportunities.
– Employee cynicism occurs when there is not “equal”
opportunity for open positions.
• Employee Referrals:
– Some believe this is the route to the best employees.
– Can perpetuate discriminatory hiring practices.
22
External Recruitment
• Employment agencies.
• Executive search firms.
• In-house recruiters.
• Local advertising:
– Newspaper.
– Multimedia.
• Internships.
• Job fairs.
• College recruiting.
• Walk-in candidates.
23
Internet Recruiting
• Advantages:
– Inexpensive.
– Quick and easy to post announcement.
– Responses arrive faster and in greater quantity.
– Will generate a wider range of applicants.
– Applicants can be screened by computer.
– Some selection tests can be administered by computer.
– Automated applicant tracking.
• Disadvantages:
– Ease of submission will result in a lot of applicants, many
whom are not qualified.
– May take more HR time to sort through the greater quantity
of applicants.
24
Recruitment for Diversity
• An ethnically diverse workforce enhances creativity and may
facilitate expansion into global markets.
• Recruiting must generate applicants from a wide variety of
individuals.
• Train recruiters to use objective standards.
• Include pictures of minority and disabled employees on
recruitment flyers.
• Make sure ads and interviews are bi-lingual.
25
HR Dilemma: Employee Referrals
An organization starts an employee referral program to find employees for its
assembly plant. The program is very effective, but no candidates from
protected groups are referred or hired.
1. Could the organization be guilty of discrimination?
2. Should the organization abandon its referral program?
26
The Employment Application
• Applications must include:
– Applicant information.
– Applicant signature certifying validity of information.
– Statement of employment at will, if permitted.
– Permission from the applicant for reference check.
• Avoid the following:
– Discriminatory information.
– Citizenship and Social Security data.
– Information on past use of FMLA, ADA or Workers’ Compensation.
– Disability information.
– Past salary levels.
– Birth date or education dates.
– Driver’s license information, unless driving is a job requirement.
27
Screening Interview
• Usually conducted by telephone.
• Not done in all organizations.
• A few straight-forward questions.
• Can eliminate those less qualified early in the
selection process.
Selection Test:
• Selection tests are used to identify applicant skills that cannot be
determined in an interview process. Using a variety of testing methods,
applicants are rated on aptitude, personality, abilities, honesty and
motivation.
• Tests are generally administered and evaluated before interviewing
candidates. Testing applicants has two major advantages: test results are
objective and free from personal bias and test results are usually
expressed numerically so they can be validated by statistical analysis.
Employers often use tests to determine the applicant’s knowledge level or
proficiency in required job skills.
29
Selection Tests
• SELECTION TEST: Any instrument that is used to make a decision
about a potential employee.(1)
• STANDARDIZATION: Uniformity of procedures and conditions related to
administering tests.(2)
• RELIABILITY: The extent to which a selection test provides consistent
results.(2)
• VALIDITY: The extent to which a test measures what it claims to
measure.(2) Do higher test scores relate to higher success on the job?
(1) Myrna L. Gusdorf
(2) R. Wayne Mondy
30
Kinds of Selection Tests
• Cognitive aptitude tests measure reasoning, vocabulary, verbal and
numeric skills.
• Job knowledge tests measure knowledge regarding a particular job.
• Work sample tests allow candidates to demonstrate how they would work
on the job.
• Psychomotor abilities tests assess the skill level of tasks required on the
job.
• Personality tests assess traits and personal characteristics. They are used
to determine if the applicant is the right fit for the organization.
• Vocational interests tests identify occupations in which the candidate is
most interested.
• Honesty and integrity tests try to measure a candidate’s truthfulness .
31
Interviewing Candidates
• Team or individual interviewer?
• Structured or patterned interview:
– Pre-set questions asked of all candidates.
• Nondirective interview:
– Minimum of questions, not planned in advance.
– Open-ended questions; interviewer follows the candidate’s lead.
• Situational and problem-solving interview:
– Candidate describes how he or she would solve a problem.
• Behavioral interview:
– Candidate describes how he or she responded to a specific
situation.
32
Background Verification and Reference
Checks
• The importance of checking:
– 40 percent of applicants lie about work histories and educational
backgrounds.
– 20 percent of applicants falsify credentials and licenses.
– 30 percent of applicants make misrepresentations on their
resumes.
33
Legal Liability
• DEFAMATION: The act of harming the reputation of another by
making a false statement to a third party.(1)
• NEGLIGENCE: The failure to exercise the standard of care that a
reasonably prudent person would have exercised in the same
situation.(1)
• [1] Garner, B. A. (Ed.). (1999). A handbook of basic law terms. St. Paul, MN: West Group.
34
Legal Liability - Negligence
• NEGLIGENT REFERRAL: The legal risk incurred when a past
employer fails to warn a potential employer of the inherent danger
presented by a former employee.(1)
• NEGLIGENT HIRING: The liability incurred when failing to conduct
a reasonable investigation of an applicant’s background and then
assigns a potentially dangerous person to a position where he or
she can inflict harm. .(1)
(1) Mondy, R. W. (2008). Human resource management (10th ed.). Prentice Hall, NJ: Pearson
35
The Job Offer
• Making the job offer:
– May be done by phone, letter or in person.
– Make arrangements for further conditions:
• Physical exam and drug screen.
– Discuss salary and benefits:
• Avoid quoting an annual salary.
– Realistic job preview,
– Verify employment eligibility:
• I-9 form.
36
HR Dilemma: I-9 Verification
A landscaping company requires all legal aliens to
provide a permanent resident card at the point of hire.
The company hires a worker and verifies that his
permanent resident card is legal. Two weeks after
starting the job, the company and the employee fill out
the I-9 form for the employer’s files.
1. Is the company in violation of the Immigration Reform
and Control Act?
2. What changes in procedures would you suggest to the
company?
37
Evaluating the Recruitment and Selection
Process
• Cost:
– Did you stay within your recruitment budget?
• Time:
– How long did it take you to fill the position?
• Quality:
– Were your applicants well qualified for the job?
• Longevity:
– What about turnover? Do your new hires stay for the
long term?
Global Talent Management
Talent management is a strategic endeavor to optimize the
use of human capital, which enables an organization to
drive short- and long-term results by building culture,
engagement, capability, and capacity through integrated
talent acquisition, development, and deployment processes
that are aligned to business goals.
Global Talent Management
• Strategic endeavor to optimize use of human
capital
• Enables an organization to drive short- and long-
term results
• Builds culture, engagement, capability, and
capacity through integrated talent acquisition,
development, and deployment processes that are
aligned to business goals
4-39
40
Thank You!

More Related Content

Similar to IHRM3.pptx

Recruitment and selection
Recruitment and selectionRecruitment and selection
Recruitment and selectionadityakpr
 
RECRUITMENT.pptHRM recruitment hrm recruitment
RECRUITMENT.pptHRM recruitment hrm recruitmentRECRUITMENT.pptHRM recruitment hrm recruitment
RECRUITMENT.pptHRM recruitment hrm recruitmentssusere1704e
 
chapter 12 Human Resources Management.ppt
chapter 12 Human Resources Management.pptchapter 12 Human Resources Management.ppt
chapter 12 Human Resources Management.pptTarekElHalabi2
 
chapter 12 pp.ppt
chapter 12 pp.pptchapter 12 pp.ppt
chapter 12 pp.pptSuveerJain2
 
hrmgrg inhdbsvvsvsv gsggsgsvstroduction.pptx
hrmgrg inhdbsvvsvsv gsggsgsvstroduction.pptxhrmgrg inhdbsvvsvsv gsggsgsvstroduction.pptx
hrmgrg inhdbsvvsvsv gsggsgsvstroduction.pptxfixxxakhan
 
Human Reourses
Human ReoursesHuman Reourses
Human Reourseskarisha5
 
chapter 12 pp.ppt
chapter 12 pp.pptchapter 12 pp.ppt
chapter 12 pp.pptAkram Jouda
 
chapter 12 human resource management pp.ppt
chapter 12 human resource management  pp.pptchapter 12 human resource management  pp.ppt
chapter 12 human resource management pp.pptMuhammadAdeel321
 

Similar to IHRM3.pptx (20)

Recruitment and selection
Recruitment and selectionRecruitment and selection
Recruitment and selection
 
Hrm
HrmHrm
Hrm
 
HRM planing
HRM planingHRM planing
HRM planing
 
RECRUITMENT.pptHRM recruitment hrm recruitment
RECRUITMENT.pptHRM recruitment hrm recruitmentRECRUITMENT.pptHRM recruitment hrm recruitment
RECRUITMENT.pptHRM recruitment hrm recruitment
 
Chapter 12 pp
Chapter 12 ppChapter 12 pp
Chapter 12 pp
 
chapter 12 Human Resources Management.ppt
chapter 12 Human Resources Management.pptchapter 12 Human Resources Management.ppt
chapter 12 Human Resources Management.ppt
 
chapter 12 pp (1).ppt
chapter 12 pp (1).pptchapter 12 pp (1).ppt
chapter 12 pp (1).ppt
 
chapter 12 pp.ppt
chapter 12 pp.pptchapter 12 pp.ppt
chapter 12 pp.ppt
 
chapter 12 pp.ppt
chapter 12 pp.pptchapter 12 pp.ppt
chapter 12 pp.ppt
 
chapter 12 pp.ppt
chapter 12 pp.pptchapter 12 pp.ppt
chapter 12 pp.ppt
 
chapter 12 pp.ppt
chapter 12 pp.pptchapter 12 pp.ppt
chapter 12 pp.ppt
 
HRM.ppt
HRM.pptHRM.ppt
HRM.ppt
 
hrmgrg inhdbsvvsvsv gsggsgsvstroduction.pptx
hrmgrg inhdbsvvsvsv gsggsgsvstroduction.pptxhrmgrg inhdbsvvsvsv gsggsgsvstroduction.pptx
hrmgrg inhdbsvvsvsv gsggsgsvstroduction.pptx
 
Human Reourses
Human ReoursesHuman Reourses
Human Reourses
 
chapter 12 pp.ppt
chapter 12 pp.pptchapter 12 pp.ppt
chapter 12 pp.ppt
 
chapter 12 pp.ppt
chapter 12 pp.pptchapter 12 pp.ppt
chapter 12 pp.ppt
 
chapter 12 pp.ppt
chapter 12 pp.pptchapter 12 pp.ppt
chapter 12 pp.ppt
 
chapter 12 pp.ppt
chapter 12 pp.pptchapter 12 pp.ppt
chapter 12 pp.ppt
 
chapter 12 human resource management pp.ppt
chapter 12 human resource management  pp.pptchapter 12 human resource management  pp.ppt
chapter 12 human resource management pp.ppt
 
HRM-1.pdf
HRM-1.pdfHRM-1.pdf
HRM-1.pdf
 

Recently uploaded

Hajra Karrim: Transformative Leadership Driving Innovation and Efficiency in ...
Hajra Karrim: Transformative Leadership Driving Innovation and Efficiency in ...Hajra Karrim: Transformative Leadership Driving Innovation and Efficiency in ...
Hajra Karrim: Transformative Leadership Driving Innovation and Efficiency in ...dsnow9802
 
Management 11th Edition - Chapter 11 - Adaptive Organizational Design
Management 11th Edition - Chapter 11 - Adaptive Organizational DesignManagement 11th Edition - Chapter 11 - Adaptive Organizational Design
Management 11th Edition - Chapter 11 - Adaptive Organizational Designshakkardaddy
 
Adapting to Change: Using PEST Analysis for Better Decision-Making
Adapting to Change: Using PEST Analysis for Better Decision-MakingAdapting to Change: Using PEST Analysis for Better Decision-Making
Adapting to Change: Using PEST Analysis for Better Decision-MakingCIToolkit
 
Mind Mapping: A Visual Approach to Organize Ideas and Thoughts
Mind Mapping: A Visual Approach to Organize Ideas and ThoughtsMind Mapping: A Visual Approach to Organize Ideas and Thoughts
Mind Mapping: A Visual Approach to Organize Ideas and ThoughtsCIToolkit
 
Exploring Variable Relationships with Scatter Diagram Analysis
Exploring Variable Relationships with Scatter Diagram AnalysisExploring Variable Relationships with Scatter Diagram Analysis
Exploring Variable Relationships with Scatter Diagram AnalysisCIToolkit
 
BoSUSA23 | Chris Spiek & Justin Dickow | Autobooks Product & Engineering
BoSUSA23 | Chris Spiek & Justin Dickow | Autobooks Product & EngineeringBoSUSA23 | Chris Spiek & Justin Dickow | Autobooks Product & Engineering
BoSUSA23 | Chris Spiek & Justin Dickow | Autobooks Product & EngineeringBusiness of Software Conference
 
Operations Management -- Sustainability and Supply Chain Management.pdf
Operations Management -- Sustainability and Supply Chain Management.pdfOperations Management -- Sustainability and Supply Chain Management.pdf
Operations Management -- Sustainability and Supply Chain Management.pdfcoolsnoopy1
 
HOTEL MANAGEMENT SYSTEM PPT PRESENTATION
HOTEL MANAGEMENT SYSTEM PPT PRESENTATIONHOTEL MANAGEMENT SYSTEM PPT PRESENTATION
HOTEL MANAGEMENT SYSTEM PPT PRESENTATIONsivani14565220
 
How Technologies will change the relationship with Human Resources
How Technologies will change the relationship with Human ResourcesHow Technologies will change the relationship with Human Resources
How Technologies will change the relationship with Human ResourcesMassimo Canducci
 
Leveraging Gap Analysis for Continuous Improvement
Leveraging Gap Analysis for Continuous ImprovementLeveraging Gap Analysis for Continuous Improvement
Leveraging Gap Analysis for Continuous ImprovementCIToolkit
 
Advancing Enterprise Risk Management Practices- A Strategic Framework by Naga...
Advancing Enterprise Risk Management Practices- A Strategic Framework by Naga...Advancing Enterprise Risk Management Practices- A Strategic Framework by Naga...
Advancing Enterprise Risk Management Practices- A Strategic Framework by Naga...Nagarjuna Reddy Aturi
 
From Red to Green: Enhancing Decision-Making with Traffic Light Assessment
From Red to Green: Enhancing Decision-Making with Traffic Light AssessmentFrom Red to Green: Enhancing Decision-Making with Traffic Light Assessment
From Red to Green: Enhancing Decision-Making with Traffic Light AssessmentCIToolkit
 
Digital PR Summit - Leadership Lessons: Myths, Mistakes, & Toxic Traits
Digital PR Summit - Leadership Lessons: Myths, Mistakes, & Toxic TraitsDigital PR Summit - Leadership Lessons: Myths, Mistakes, & Toxic Traits
Digital PR Summit - Leadership Lessons: Myths, Mistakes, & Toxic TraitsHannah Smith
 
The Role of Box Plots in Comparing Multiple Data Sets
The Role of Box Plots in Comparing Multiple Data SetsThe Role of Box Plots in Comparing Multiple Data Sets
The Role of Box Plots in Comparing Multiple Data SetsCIToolkit
 
The Role of Histograms in Exploring Data Insights
The Role of Histograms in Exploring Data InsightsThe Role of Histograms in Exploring Data Insights
The Role of Histograms in Exploring Data InsightsCIToolkit
 
Flowcharting: The Three Common Types of Flowcharts
Flowcharting: The Three Common Types of FlowchartsFlowcharting: The Three Common Types of Flowcharts
Flowcharting: The Three Common Types of FlowchartsCIToolkit
 
The Final Activity in Project Management
The Final Activity in Project ManagementThe Final Activity in Project Management
The Final Activity in Project ManagementCIToolkit
 
Characteristics of professional in professional ethics
Characteristics of professional in professional ethicsCharacteristics of professional in professional ethics
Characteristics of professional in professional ethicsmourale176
 
Overview PMI Infinity - UK Chapter presentation
Overview PMI Infinity - UK Chapter presentationOverview PMI Infinity - UK Chapter presentation
Overview PMI Infinity - UK Chapter presentationPMIUKChapter
 

Recently uploaded (19)

Hajra Karrim: Transformative Leadership Driving Innovation and Efficiency in ...
Hajra Karrim: Transformative Leadership Driving Innovation and Efficiency in ...Hajra Karrim: Transformative Leadership Driving Innovation and Efficiency in ...
Hajra Karrim: Transformative Leadership Driving Innovation and Efficiency in ...
 
Management 11th Edition - Chapter 11 - Adaptive Organizational Design
Management 11th Edition - Chapter 11 - Adaptive Organizational DesignManagement 11th Edition - Chapter 11 - Adaptive Organizational Design
Management 11th Edition - Chapter 11 - Adaptive Organizational Design
 
Adapting to Change: Using PEST Analysis for Better Decision-Making
Adapting to Change: Using PEST Analysis for Better Decision-MakingAdapting to Change: Using PEST Analysis for Better Decision-Making
Adapting to Change: Using PEST Analysis for Better Decision-Making
 
Mind Mapping: A Visual Approach to Organize Ideas and Thoughts
Mind Mapping: A Visual Approach to Organize Ideas and ThoughtsMind Mapping: A Visual Approach to Organize Ideas and Thoughts
Mind Mapping: A Visual Approach to Organize Ideas and Thoughts
 
Exploring Variable Relationships with Scatter Diagram Analysis
Exploring Variable Relationships with Scatter Diagram AnalysisExploring Variable Relationships with Scatter Diagram Analysis
Exploring Variable Relationships with Scatter Diagram Analysis
 
BoSUSA23 | Chris Spiek & Justin Dickow | Autobooks Product & Engineering
BoSUSA23 | Chris Spiek & Justin Dickow | Autobooks Product & EngineeringBoSUSA23 | Chris Spiek & Justin Dickow | Autobooks Product & Engineering
BoSUSA23 | Chris Spiek & Justin Dickow | Autobooks Product & Engineering
 
Operations Management -- Sustainability and Supply Chain Management.pdf
Operations Management -- Sustainability and Supply Chain Management.pdfOperations Management -- Sustainability and Supply Chain Management.pdf
Operations Management -- Sustainability and Supply Chain Management.pdf
 
HOTEL MANAGEMENT SYSTEM PPT PRESENTATION
HOTEL MANAGEMENT SYSTEM PPT PRESENTATIONHOTEL MANAGEMENT SYSTEM PPT PRESENTATION
HOTEL MANAGEMENT SYSTEM PPT PRESENTATION
 
How Technologies will change the relationship with Human Resources
How Technologies will change the relationship with Human ResourcesHow Technologies will change the relationship with Human Resources
How Technologies will change the relationship with Human Resources
 
Leveraging Gap Analysis for Continuous Improvement
Leveraging Gap Analysis for Continuous ImprovementLeveraging Gap Analysis for Continuous Improvement
Leveraging Gap Analysis for Continuous Improvement
 
Advancing Enterprise Risk Management Practices- A Strategic Framework by Naga...
Advancing Enterprise Risk Management Practices- A Strategic Framework by Naga...Advancing Enterprise Risk Management Practices- A Strategic Framework by Naga...
Advancing Enterprise Risk Management Practices- A Strategic Framework by Naga...
 
From Red to Green: Enhancing Decision-Making with Traffic Light Assessment
From Red to Green: Enhancing Decision-Making with Traffic Light AssessmentFrom Red to Green: Enhancing Decision-Making with Traffic Light Assessment
From Red to Green: Enhancing Decision-Making with Traffic Light Assessment
 
Digital PR Summit - Leadership Lessons: Myths, Mistakes, & Toxic Traits
Digital PR Summit - Leadership Lessons: Myths, Mistakes, & Toxic TraitsDigital PR Summit - Leadership Lessons: Myths, Mistakes, & Toxic Traits
Digital PR Summit - Leadership Lessons: Myths, Mistakes, & Toxic Traits
 
The Role of Box Plots in Comparing Multiple Data Sets
The Role of Box Plots in Comparing Multiple Data SetsThe Role of Box Plots in Comparing Multiple Data Sets
The Role of Box Plots in Comparing Multiple Data Sets
 
The Role of Histograms in Exploring Data Insights
The Role of Histograms in Exploring Data InsightsThe Role of Histograms in Exploring Data Insights
The Role of Histograms in Exploring Data Insights
 
Flowcharting: The Three Common Types of Flowcharts
Flowcharting: The Three Common Types of FlowchartsFlowcharting: The Three Common Types of Flowcharts
Flowcharting: The Three Common Types of Flowcharts
 
The Final Activity in Project Management
The Final Activity in Project ManagementThe Final Activity in Project Management
The Final Activity in Project Management
 
Characteristics of professional in professional ethics
Characteristics of professional in professional ethicsCharacteristics of professional in professional ethics
Characteristics of professional in professional ethics
 
Overview PMI Infinity - UK Chapter presentation
Overview PMI Infinity - UK Chapter presentationOverview PMI Infinity - UK Chapter presentation
Overview PMI Infinity - UK Chapter presentation
 

IHRM3.pptx

  • 1. CHAPTER THREE Recruitment and Selection: Hiring the Right Person
  • 2. 2 Learning Objectives • At the end of this module, students will understand the: – Methods used by organizations to recruit and select employees. – Legal issues that affect recruitment and selection. – HR’s role in the recruitment and selection process. – Role of supervisors and peers in the recruitment and selection of team members.
  • 3. • When HR planning indicates the need for additional labor, organizations have a number of choices to make. • This may be the first step in a full-scale recruitment and selection process but sometimes hiring additional employees is not the best method to obtain additional labor. • It may be practical for an organization to consider alternatives to recruiting such as outsourcing or contingent labor.
  • 4. Human Resource Planning (Workforce Planning) Matching the internal and external supply of candidates with job openings anticipated in the organization over a specific period of time 4-4 LO 2
  • 5. Human Resource Planning Process External Environment Internal Environment 4-5 Strategic Planning Human Resource Planning Forecasting Human Resource Requirements Comparing Requirements and Availability Forecasting Human Resource Availability Surplus of Workers Demand = Supply No Action Shortage of Workers Recruitment Selection Restricted Hiring, Reduced Hours, Early Retirement, Layoffs, Downsizing
  • 6. • If this is a temporary fluctuation in work volume. the simplest solution may be part-time labor or overtime by existing employees. • Since the costs of recruitment and selection can be staggering, hiring new employees should occur only after careful consideration and only when the organization anticipates a long- term need for additional labor.
  • 7. Succession Planning • Process of ensuring that qualified persons are available to assume key managerial positions once the positions are vacant • Goal is to help ensure a smooth transition and operational efficiency 4-7
  • 8. Job Analysis Job analysis is the systematic process of determining the skills, duties, and knowledge required for performing jobs in an organization. 4-8
  • 9. When Job Analysis Is Performed • When the organization is founded and a job analysis program is initiated • When new jobs are created • When existing jobs are changed significantly 4-9
  • 10. Job • Consists of group of tasks that must be performed for organization to achieve its goals. • May require the services of one person, such as the company’s president. • May require the services of 75 people, such as machine operators in a large firm . 4-10
  • 11. Job Description/Job Specification • Job Description: Provides information regarding the essential tasks, duties, and responsibilities of the job • Job Specification: Minimum acceptable qualifications a person needs to perform a particular job 4-11
  • 12. Items Frequently Included in a Job Description • Major duties performed • Percentage of time devoted to each duty • Performance standards to be achieved • Working conditions and possible hazards • Number of employees performing job • The person to whom the employee reports • The machines and equipment used for job 4-12
  • 13. 13 Hiring the Right Person: Recruitment • RECRUITMENT – The process of attracting individuals in sufficient numbers with the right skills and at appropriate times to apply for open positions within the organization.
  • 14. 14 Recruitment Issues • Alternatives to recruitment: – Outsourcing. – Contingent labor. – Part-time employees. – Overtime. Costs of recruitment and selection: – Replacing supervisory, technical and management personnel can cost from 50 percent of salary to several hundred percent of salary.
  • 15. 15 Internal Environment • Promotion from within: – Advantages: • Promotion as a reward for good work. • Motivational tool for other employees. • Promoted employee gets up to speed must faster in his or her new job. – Disadvantages: • Must fill the position vacated by the promoted employee. • Lack of new ideas and creativity that may come from a new person. • Jealousy from those not promoted.
  • 16. 16 Internal Environment • Nepotism: Hiring relatives. – Does your organization have a policy on nepotism? – May be discriminatory. – Must ensure individuals are not in supervisory positions managing their own relatives. – May create issues of favoritism.
  • 17. • Be careful of civil rights violations. In many states, it is illegal to discriminate in hiring practices based on a person’s marital status. Many organizations have nepotism policies, so find out where your employer stands on the issue. • When hiring relatives, most employers require family members to work in different areas to prevent issues of favoritism and possible morale problems among other employees. It is never appropriate for family members to be in supervisory positions where they are required to manage their own relatives.
  • 18. 18 External Environment • Labor market conditions: – Strong economy = difficulty hiring. – Weak economy = too many applicants.
  • 19. External Environment • The strength of the economy and labor market conditions will significantly affect your organization’s ability to attract and retain top-level employees. When the economy is strong with little unemployment, you may have to compete with other employers for a limited number of skilled employees. • This may require increased compensation or benefit incentives to attract quality applicants. The reverse may be true in a soft economy with high levels of unemployment. The problem then is not a shortage of qualified applicants; instead, the problem is managing a huge number of applications that must be pared down to find a few potential good hires.
  • 20. 20 Discrimination Issues in Recruiting • Civil Rights Act of 1964. • Age Discrimination in Employment Act of 1967. • Pregnancy Discrimination Act of 1975 • Americans with Disabilities Act of 1990. • Local regulations can add further protections against discrimination.
  • 21. 21 Internal Recruitment • Job Posting: The process of announcing job openings to employees. – Job information must be made available to all employees. – Ensure minority workers and disadvantaged individuals are aware of job opportunities. – Employee cynicism occurs when there is not “equal” opportunity for open positions. • Employee Referrals: – Some believe this is the route to the best employees. – Can perpetuate discriminatory hiring practices.
  • 22. 22 External Recruitment • Employment agencies. • Executive search firms. • In-house recruiters. • Local advertising: – Newspaper. – Multimedia. • Internships. • Job fairs. • College recruiting. • Walk-in candidates.
  • 23. 23 Internet Recruiting • Advantages: – Inexpensive. – Quick and easy to post announcement. – Responses arrive faster and in greater quantity. – Will generate a wider range of applicants. – Applicants can be screened by computer. – Some selection tests can be administered by computer. – Automated applicant tracking. • Disadvantages: – Ease of submission will result in a lot of applicants, many whom are not qualified. – May take more HR time to sort through the greater quantity of applicants.
  • 24. 24 Recruitment for Diversity • An ethnically diverse workforce enhances creativity and may facilitate expansion into global markets. • Recruiting must generate applicants from a wide variety of individuals. • Train recruiters to use objective standards. • Include pictures of minority and disabled employees on recruitment flyers. • Make sure ads and interviews are bi-lingual.
  • 25. 25 HR Dilemma: Employee Referrals An organization starts an employee referral program to find employees for its assembly plant. The program is very effective, but no candidates from protected groups are referred or hired. 1. Could the organization be guilty of discrimination? 2. Should the organization abandon its referral program?
  • 26. 26 The Employment Application • Applications must include: – Applicant information. – Applicant signature certifying validity of information. – Statement of employment at will, if permitted. – Permission from the applicant for reference check. • Avoid the following: – Discriminatory information. – Citizenship and Social Security data. – Information on past use of FMLA, ADA or Workers’ Compensation. – Disability information. – Past salary levels. – Birth date or education dates. – Driver’s license information, unless driving is a job requirement.
  • 27. 27 Screening Interview • Usually conducted by telephone. • Not done in all organizations. • A few straight-forward questions. • Can eliminate those less qualified early in the selection process.
  • 28. Selection Test: • Selection tests are used to identify applicant skills that cannot be determined in an interview process. Using a variety of testing methods, applicants are rated on aptitude, personality, abilities, honesty and motivation. • Tests are generally administered and evaluated before interviewing candidates. Testing applicants has two major advantages: test results are objective and free from personal bias and test results are usually expressed numerically so they can be validated by statistical analysis. Employers often use tests to determine the applicant’s knowledge level or proficiency in required job skills.
  • 29. 29 Selection Tests • SELECTION TEST: Any instrument that is used to make a decision about a potential employee.(1) • STANDARDIZATION: Uniformity of procedures and conditions related to administering tests.(2) • RELIABILITY: The extent to which a selection test provides consistent results.(2) • VALIDITY: The extent to which a test measures what it claims to measure.(2) Do higher test scores relate to higher success on the job? (1) Myrna L. Gusdorf (2) R. Wayne Mondy
  • 30. 30 Kinds of Selection Tests • Cognitive aptitude tests measure reasoning, vocabulary, verbal and numeric skills. • Job knowledge tests measure knowledge regarding a particular job. • Work sample tests allow candidates to demonstrate how they would work on the job. • Psychomotor abilities tests assess the skill level of tasks required on the job. • Personality tests assess traits and personal characteristics. They are used to determine if the applicant is the right fit for the organization. • Vocational interests tests identify occupations in which the candidate is most interested. • Honesty and integrity tests try to measure a candidate’s truthfulness .
  • 31. 31 Interviewing Candidates • Team or individual interviewer? • Structured or patterned interview: – Pre-set questions asked of all candidates. • Nondirective interview: – Minimum of questions, not planned in advance. – Open-ended questions; interviewer follows the candidate’s lead. • Situational and problem-solving interview: – Candidate describes how he or she would solve a problem. • Behavioral interview: – Candidate describes how he or she responded to a specific situation.
  • 32. 32 Background Verification and Reference Checks • The importance of checking: – 40 percent of applicants lie about work histories and educational backgrounds. – 20 percent of applicants falsify credentials and licenses. – 30 percent of applicants make misrepresentations on their resumes.
  • 33. 33 Legal Liability • DEFAMATION: The act of harming the reputation of another by making a false statement to a third party.(1) • NEGLIGENCE: The failure to exercise the standard of care that a reasonably prudent person would have exercised in the same situation.(1) • [1] Garner, B. A. (Ed.). (1999). A handbook of basic law terms. St. Paul, MN: West Group.
  • 34. 34 Legal Liability - Negligence • NEGLIGENT REFERRAL: The legal risk incurred when a past employer fails to warn a potential employer of the inherent danger presented by a former employee.(1) • NEGLIGENT HIRING: The liability incurred when failing to conduct a reasonable investigation of an applicant’s background and then assigns a potentially dangerous person to a position where he or she can inflict harm. .(1) (1) Mondy, R. W. (2008). Human resource management (10th ed.). Prentice Hall, NJ: Pearson
  • 35. 35 The Job Offer • Making the job offer: – May be done by phone, letter or in person. – Make arrangements for further conditions: • Physical exam and drug screen. – Discuss salary and benefits: • Avoid quoting an annual salary. – Realistic job preview, – Verify employment eligibility: • I-9 form.
  • 36. 36 HR Dilemma: I-9 Verification A landscaping company requires all legal aliens to provide a permanent resident card at the point of hire. The company hires a worker and verifies that his permanent resident card is legal. Two weeks after starting the job, the company and the employee fill out the I-9 form for the employer’s files. 1. Is the company in violation of the Immigration Reform and Control Act? 2. What changes in procedures would you suggest to the company?
  • 37. 37 Evaluating the Recruitment and Selection Process • Cost: – Did you stay within your recruitment budget? • Time: – How long did it take you to fill the position? • Quality: – Were your applicants well qualified for the job? • Longevity: – What about turnover? Do your new hires stay for the long term?
  • 38. Global Talent Management Talent management is a strategic endeavor to optimize the use of human capital, which enables an organization to drive short- and long-term results by building culture, engagement, capability, and capacity through integrated talent acquisition, development, and deployment processes that are aligned to business goals.
  • 39. Global Talent Management • Strategic endeavor to optimize use of human capital • Enables an organization to drive short- and long- term results • Builds culture, engagement, capability, and capacity through integrated talent acquisition, development, and deployment processes that are aligned to business goals 4-39