Recruitment, Selection, HRM planning. All topics related to it

1. Human Resource Management
Unit 2
Acquiring Human Resources

2. Human Resource Planning
Human resource planning is a process by which an
organization ensures that
– it has the right number and kinds of people
– at the right place
– at the right time
– capable of effectively and efficiently completing those tasks that
will help the organization achieve its overall strategic objectives

3. • Must be linked to the organization’s overall strategy to compete
domestically and globally.
• Must be translated into the number and types of workers needed.

4. mission
objectives and goals
strategy
structure
people
STRATEGIC DIRECTION HR LINKAGE
determining organization’s
business
setting goals and objectives
determining how to attain goals
and objectives
determining what jobs need to be
done and by whom
matching skills, knowledge, and
abilities to required jobs
Linking Organizational Strategy to HR Planning

5. Employment Planning and the Strategic Planning Process
Linking Organizational Strategy to HR Planning
demand for labor
compare demand
for and supply of
human resources
recruitment
decruitment
define
organization
mission
establish
corporate goals
and objectives
demand exceeds
supply
supply exceeds
demand
assess current
human resources
-- - - - - - - - - - - - -
HRMS:
job analysis
Outcomes
supply of
human resources

6. Job analysis
Job analysis is a systematic exploration of the activities
within a job.
– it defines and documents the duties, responsibilities,
and accountabilities of a job and the conditions under
which a job is performed

7. Job analysis
Job description
and specification
Recruiting
and selection
decisions
Performance
appraisal
Job evaluation—
wage and salary
decisions
(compensation)
Training
requirements

8. The Basics of Job Analysis: Terms
• Job Analysis
 The procedure for determining the duties and skill
requirements of a job and the kind of person who should be
hired for it.
• Job Description
 A list of a job’s duties, responsibilities, reporting relationships,
working conditions, and supervisory responsibilities—one
product of a job analysis.
• Job Specifications
 A list of a job’s “human requirements,” that is, the requisite
education, skills, personality, and so on—another product of a
job analysis.

9. Job descriptions list:
– job title
– job identification
– job duties/essential functions in order of importance
– job specifications - minimal qualifications for job
They are critical to:
 describing job to candidates
 guiding new-hires
 developing performance evaluation criteria
 evaluating job’s compensation worth
Job Description

10. Steps in Job Analysis
1
2
3
4
5
Steps in doing a job analysis:
Review relevant background information.
Decide how you’ll use the information.
Select representative positions.
Actually analyze the job.
Verify the job analysis information.
6 Develop a job description and job specification.

11. Job analysis methods
1. Observation– job analyst watches employees directly or
reviews film of workers on the job
2. Individual interview– a team of job incumbents is selected and
extensively interviewed
3. Group interview– a number of job incumbents are interviewed
simultaneously
4. Structured questionnaire– workers complete a specifically
designed questionnaire
5. Technical conference– uses supervisors with an extensive
knowledge of the job
6. Diary– job incumbents record their daily activities

12. Job Analysis
Understand the purpose
of the job analysis
Understand the roles of
jobs in the organization
Seek clarification
Develop draft
Review draft
with supervisor
Benchmark positions
Determine how to collect
job analysis information

13. Job Analysis
Description &
Specifications
Recruiting
Selection
HR
planning
Employee
Dev
Employee
training
Career
Dev
Performanc
e
Mgmt
Compensat
ion
Safety &
health
Labor
relations

14. Job Design
• Job design involves conscious efforts to organize
tasks, duties and responsibilities into a unit of
work to achieve certain objectives. Job design
follows job analysis.
• Job design involves three main steps:
– Specification of individual tasks
– Specification of methods of performing each task
– Combination of tasks into specific jobs to be assigned
to individuals.

16. Employee involvement
Great job design motivates and involves
employees through:
• Skill variety
• Task identity
• Task significance
• Autonomy
• Feedback from job itself

17. Flexible work schedule
Flexible work schedules keep employees
motivated and loyal
Flex time
Job sharing
Telecommuting

18. Recruitment
• Recruitment involves attracting and obtaining
as many applications as possible from eligible
job-seekers.
• It’s a process of searching for and obtaining
applicants for jobs from among whom the right
people can be selected.

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

22. Types of Recruitment

23. Internal Sources of Candidates
• Foreknowledge of
candidates’ strengths
and weaknesses
• More accurate view of
candidate’s skills
• Candidates have a stronger
commitment
to the company
• Increases employee morale
• Less training and orientation
required
• Failed applicants become
discontented
• Time wasted interviewing
inside candidates who will
not be considered
• Inbreeding strengthens
tendency to maintain the
status quo
Advantages Disadvantages

24. Finding Internal Candidates
Posting open
job positions
Rehiring former
employees
Hiring-from-Within Tasks
Succession
planning (HRIS)

25. Outside Sources of Candidates
1
2
3
4
5
Advertising
Recruiting via the Internet
Employment Agencies
Temp Agencies and Alternative
Staffing
Offshoring/Outsourcing
6
7
8
9
On Demand Recruiting Services
(ODRS)
Executive Recruiters
College Recruiting
Referrals and Walk-ins
Locating Outside Candidates

26. Recruiting via the Internet
• Advantages
• Cost-effective way to publicize job openings
• More applicants attracted over a longer period
• Immediate applicant responses
• Online prescreening of applicants
• Links to other job search sites
• Automation of applicant tracking and evaluation
• Disadvantages
• Exclusion of older and minority workers
• Unqualified applicants overload the system
• Personal information privacy concerns of applicants

27. Advertising for Outside Candidates
• The Media Choice
– Selection of the best medium depends on the
positions for which the firm is recruiting.
• Newspapers: local and specific labor markets
• Trade and professional journals: specialized employees
• Internet job sites: global labor markets
• Constructing (Writing) Effective Ads
– Create attention, interest, desire, and action
(AIDA).
– Create a positive impression (image) of the firm.

28. Employment Agencies
Public
agencies
Private
agencies
Types of Employment
Agencies
Nonprofit
agencies

29. College Recruiting
• On-campus recruiting goals
– To determine if the candidate is
worthy of further consideration
– To attract good candidates
• On-site visits
– Invitation letters
– Assigned hosts
– Information packages
– Planned interviews
– Timely employment offer
– Follow-up
• Internships

30. Sources of Outside Applicants
Employee
referrals
Walk-ins Telecommuters
Other Sources of Outside Applicants
Military personnel

31. Employee Referrals and Walk-ins
• Employee Referrals
– Referring employees become stakeholders.
– Referral is a cost-effective recruitment program.
– Referral can speed up diversifying the workforce.
– Relying on referrals may be discriminatory.
• Walk-ins
– Seek employment through a personal direct approach
to the employer.
– Courteous treatment of any applicant is a good
business practice.

32. Relative Recruiting Source Effectiveness Based on New Hires

33. Improving Productivity Through HRIS:
An Integrated Approach to Recruiting
Requisition
management system
Recruiting solution Screening services
Elements of an HRIS
Hiring management

34. Recruiting A More Diverse Workforce
Single parents
Older workers
Welfare-to-
work
Minorities and
women
The disabled

35. Developing and Using Application Forms
Applicant’s
education and
experience
Applicant’s
prior progress and
growth
Applicant’s
employment
stability
Uses of Application Form Information
Applicant’s
likelihood of
success

37. Application Forms and the Law
Educational
achievements
Arrest
record
Notification in case
of emergency
Membership in
organizations
Physical
handicaps
Marital
status
Housing
arrangements
Areas of
Personal
Information

38. Two-Stage Process
Conditional
Job Offer
Is Applicant
Qualified?
Make conditional
job offer contingent
on meeting all
“second stage”
conditions
Review application
information,
personal interview,
testing, and
do background
check
Yes

39. Selecting human resources
• Selection is the process of differentiating
between applicants in order to identify and hire
those with a greater likelihood of success in a
job.

40. Why Careful Selection is Important
– Organizational performance always depends in part on
subordinates having the right skills and attributes.
– Recruiting and hiring employees is costly.
– The legal implications of incompetent hiring
• EEO (Equal Employment Opportunity) laws and court
decisions related to nondiscriminatory selection procedures
• The liability of negligent hiring of workers with
questionable backgrounds

42. Preliminary Interview
Selection Test
Employment Interview
Reference and Background Analysis
Selection Decision
Physical examination
Job Offer
Employment Contract
Evaluation
RejectedApplicants
Internal Environment
External Environment

43. Various types of Selection tests
Cognitive
test
Intelligence
test
Aptitude test
Personality
Test
BIG Five or
OCEAN
Thematic
Appreciation
Test
MBTI
Interest
Test
Graphology
Test
Test to predict
success or
failure through
one’s
handwriting
Medical
Test
Physical and
mental fitness

44. Other Tests
 Interest inventories
– Personal development and selection devices that compare the
person’s current interests with those of others now in various
occupations so as to determine the preferred occupation for the
individual.
 Achievement tests
– Test that measure what a person has already learned—“job
knowledge” in areas like accounting, marketing, or personnel.
 Web-Based (Online) testing
– Eliminates costly and inefficient paper-and-pencil testing
processes.
– Allows for role-playing by applicants.
– Use of computer-based scoring eliminates rater bias.
– Provides immediate scoring and feedback of results to applicants.
– Can be readily customized for specific jobs.

45. Background Investigations and Reference Checks
 Extent of investigations and checks
– Reference checks (87%)
– Background employment checks (69%)
– Criminal records (61%)
– Driving records (56%)
– Credit checks (35%)
 Reasons for investigations and checks
– To verify factual information provided by applicants.
– To uncover damaging information.

46. Reliability and validity of test
 Reliability
– The consistency of scores obtained by the same person when
retested with the identical or equivalent tests.
– Are the test results stable over time?
 Test validity
– The accuracy with which a test, interview, and so on measures
what it purports to measure or fulfills the function it was
designed to fill.
– Does the test actually measure what we need for it to measure?

47. Barriers to
effective
selection
Perception
Fairness
ValidityReliability
Pressure

48. Placement and Induction
• After selection, the hired candidate is oriented and
placed on the chosen job.
• Induction/Orientation is a systematic and planned
introduction of employees to their jobs, their co-
workers and the organization.

49. Orientation content

50. A successful orientation should accomplish
four things for new employees:
– Make them feel welcome and at ease.
– Help them understand the organization in a
broad sense.
– Make clear to them what is expected in terms
of work and behavior.
– Help them begin the process of becoming
socialized into the firm’s ways of acting and
doing things.

53. Organizational Issues
• History of employer
• Organization of employer
• Names and titles of key executives
• Employee’s title and department
• Layout of physical facilities
• Probationary period
• Product line or services provided
• Overview of production process
• Company policies and rules
• Disciplinary regulations
• Employee handbook
• Safety procedure and enforcement
Employee Benefits
• Pay scale and pay days
• Vacations and holidays
• Rest breaks
• Training and education benefit
• Counselling
• Insurance benefits
• Retirement programme
• Employer-provided services to employees
• Rehabilitation programmes
Introduction
• To supervisor
• To trainers
• To co-workers
• To employee counsellor
Job Duties
• Job location
• Job tasks
• Job safety requirement
• Overview of job
• Job objectives
• Relationship to other jobs

54. Placement
• Allocation of people to jobs. It includes initial
assignment of new employees, and promotion,
transfer, or demotion of present employees.

56. • The process of a corporation reorganizing
their business by cost-cutting, reduction of
workforce, or re-organizing upper-level
management.