Strategic recruitment discisions and legal issues subject selection and recruitment - HRM

1. STRATEGIC
RECRUITMENT
DECISIONS AND
LEGAL ISSUES
CHAPTER NO. 7

2. STRATEGIC RECRUITMENT
DECISIONS
HR PLANNING
DECISIONS
STRATEGIC
RECRUITING
DECISIONS
DECISIONS ON
RECRUITING
SOURCES/METHODS
 How Many Employees Needed
 When Needed
 KSAs Needed
 Special Qualifications
 Where to Recruit: Internal/External
 Who to Recruit: Flexible Staffing
Options
 Nature of Job Requirements
 Advertising Choices
 Recruiting Activities

3. STRATEGIC RECRUITMENT
DECISIONS
EMPLOYEE
LEASING
Arrangement in which a firm
(called subscribing firm) transfers its employees to
another firm (called leasing firm) which specializes
in human resource
management, payroll accounting,
and risk administration. The subscribing
firm leases its employees back as employees of
the leasing firm and usually pays more for
their services than their salaries at the time of
transfer. This way the payroll

4. STRATEGIC RECRUITMENT
DECISIONS
EMPLOYEE
LEASING
Employee leasing is the practice of outsourcing
the payroll and other human resources
administration tasks by one company (client) to
another company (employee leasing company)
which provides those services. The employee
leasing company and the client share what is
known as a co-employment relationship with the
employee. In recent years, the term employee
leasing has often been replaced with
professional employer organization, or PEO.

5. STRATEGIC RECRUITMENT
DECISIONS
EMPLOYEE LEASING
(CTD..)
The leasing company has no management
contact with the employee, while the client
has full management responsibilities for the
employee, including the ability to hire,
compensate, discipline, promote and fire, and
the leasing company administers payroll and
other human resource functions.

6. STRATEGIC RECRUITMENT
DECISIONS
EMPLOYEE LEASING
(CTD..)
Employee leasing companies switch their
clients' payroll to their own system and
become the legal employer of record for their
client company. The client business is left with
fewer administrative tasks, thus allowing it to
focus on its core competencies. The leasing
company is responsible for taxes and
employment law and policy.

7. STRATEGIC RECRUITMENT
DECISIONS
FLEXIBLE STAFFING DESCRIPTIONS
1. REGULAR EMPLOYMENT
Regular employment consists of continuous,
predictable, and scheduled employment of six
months' duration or longer. Regular employment
may be full time or part time.
2. FULL-TIME OR PART-TIME
Full-time employment consists of a regular schedule
of 37.5 hours per week. Part-time employment
consists of a regular schedule of less than 37.5 hours
per week.
3. INDEPENDENT
CONTRACTORS
Perform specific services on a contract basis used in a
number of areas, including building maintenance,
security, and advertising/public relations.
4. PROFESSIONAL EMPLOYER
ORGANIZATIONS AND
EMPLOYEE LEASING
An employer signs an agreement with an employee
leasing company, after which the existing staff is
hired by the leasing firm and leased back to the
company. For a fee, a small business owner turns his
or her staff over to the leasing company, which then
writes the paychecks, pays the taxes, prepares and
implements HR policies, and keeps all the required
records.

8. STRATEGIC RECRUITMENT
DECISIONS Cont . . .
5. TEMPORARY WORKERS
This is based on “try before you buy”
approach . Employers who use temporary
employees can hire their own temporary staff
or use agencies supplying temporary workers.
Such firms supply workers on a rate-per-day
or per-week basis.
6. SEASONAL EMPLOYEES
Seasonal employees are hired to work on a
part-time basis by companies that need extra
help during a particular season, typically the
Christmas season or crops harvesting.

9. Legal Issues In Recruitment & Selection
LEGAL ISSUES DESCRIPTIONS
1. JOB POSTINGS
You must not publish job postings or advertisements
that give preference to Race, Color, Ancestry, Place of
Origin, Political Beliefs, Religion, Family Status, etc..
2. THE INTERVIEW
Do not ask: “Do you have children?” as you would be
assuming a person with children could not work
longer hours. To ensure the candidate can work the
schedule you need, you should ask: “This job
requires regular overtime and has an irregular
schedule, can you meet this requirement?” If a job
requires heavy lifting, do not ask: “Do you have a
bad back or any medical issues?” as you might be
discriminating against a candidate with a disability.
To ensure the candidate can meet the physical
requirements for the role, you should ask: “This job
requires periods of heavy lifting for most of the day.
Are you able to do this?”

10. Legal Issues In Recruitment & Selection
3. CHECKING REFERENCES
While conducting reference checks just as you
cannot ask a candidate about a disability in the
interview process, you cannot then ask their
former employer, “How many sick days did
they take last year?” However, you can ask if
they were reliable and punctual.
6. MAKING THE OFFER
It is important that you not “discriminate
between employees by employing an
employee of one gender for work at a rate of
pay that is less than the rate of pay at which an
employee of the other gender is employed by
that employer for similar or substantially similar
work.” You must ensure that differences in
wages when offers are being made are based
on “the concept of skill, effort and responsibility,
seniority systems where unions exist, merit
systems and systems that measure earnings
by quantity or quality of production.”

11. THOUGHT OF THE DAY
“If an HR person is trying to choose
people for an organization, knowing their
values is very important-if they are not
consistent with the organization’s values
they are not likely to stay very long.”
Professor, Roger Collins.

12. THANK
YOU…!!! 