Recruitment
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This document discusses recruitment and selection strategies for organizations. It explores hiring for person-job fit versus person-organization fit and examines how recruitment and selection can support an organization's strategic objectives or help shape its strategy. The recruitment and selection process involves analyzing jobs and organizations, attracting applicants, assessing person-job and person-organization match, and making hiring decisions. Key considerations include developing valid and legal selection methods, evaluating applicant quality, and determining whether to develop human resources internally or hire externally.
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Recruitment
- 1. Recruitment and Selection: Hiring for the Job or the Organization?
- 2. Overview Matching individuals & organizations The recruitment & selection process Organization vs. job analysis Person-job fit vs. person-organization fit The legal environment Strategic issues in recruitment & selection
- 3. Relation To The Frame ORGANIZATIONAL CONTEXT HR Choices HR Roles Unilateral (managerial discretion) Joint (negotiated) Imposed (no choice) Transactional Managerial Transformational STRATEGIC OBJECTIVES
- 4. A Mutual Matching Process Organization Individual Job Requirements Rewards Qualifications Motivation
- 5. Stages of the Recruitment & Selection Process Stages of The Recruitment and Selection Process Stage 1 Stage 2 Stage 3 Stage 4 Stage 5 Organiz- ation Identify and attract applicants Narrow pool to minimally qualified applicants Further narrow pool to those who best fit the job Further narrow pool to those who best fit job and organization Decide whom to hire Individual Identify and attract organiz- ations Narrow pool to minimally acceptable organiz- ations Further narrow pool to those who best fit with needs/career goals Further narrow pool to those who have desirable jobs and desirable cultures Decide which job offer to accept
- 6. Organization & Job Analysis Process Organization Analysis Job Analysis Recruitment Selection
- 7. Organization Analysis Long- & short-term goals Staffing needs Nature of environment Climate/culture
- 8. Job Analysis Task Job context Knowledge Skill Ability Other
- 9. Job Rewards Extrinsic Intrinsic
- 12. Recruiting Issues Internal vs. external recruiting sources Recruiting scope & intensity Recruitment message Recruitment media
- 13. Applicant Pool Quality Best Worst Applicant Pool “Best of the Best” “Best of the Worst” Applicant Pool
- 14. Selection Steps Get applicant KSAO & motivation data Assess person-job fit Assess person-organization fit Decide whom to hire Make job offer(s)
- 15. Selection Methods Initial Assessment Methods Substantive Assessment Methods Contingent Assessment Methods •Resumes & cover letters •Application blanks •Biographical information •Reference reports •Screening interviews •Ability tests •Personality tests •Job knowledge tests •Performance tests & work samples •Integrity tests •Interviews •Drug tests •Medical exams
- 16. Selection Rules-Of-Thumb Use multiple methods to get KSAOs. Identify patterns of past behavior. Simulate job situations when possible.
- 17. Evaluating Selection Methods Reliability Validity Utility Applicant reactions Adverse impact
- 18. Characteristics of a Useful Selection Method It is reliable. It is valid. Its benefits outweigh its costs. Applicants respond favorably to it. It does not screen out a disproportionate number of legally protected group members.
- 19. Selection: Decision Making Combining information compensatory noncompensatory Decision rules top-down ranking grouping Job offers
- 20. Why Validate? Legal protection Sound business decision making
- 21. The Legal Environment Federal laws State laws Local laws Executive orders Agency guidelines
- 22. Prohibited Criteria Race Color Religion Sex National origin Age Disability Handicap Ancestry
- 23. Two Types of Illegal Discrimination Disparate treatment Disparate impact
- 24. Characteristics of Legal Selection Practices Job-related essential job functions business necessity Standardized content administration scoring
- 25. Two Major Strategic Issues How can HR selection affect an organization’s ability to formulate & implement a successful business strategy? Should an organization “make” or “buy” its needed human resources?
- 26. Three Approaches Traditional Staffing as strategy implementation Staffing as strategy formation
- 27. Traditional Approach Strategy is a contextual feature Hire for person-job fit Select best person for a specific job
- 28. Staffing as Strategy Implementation Human resources support strategy Hire for person-strategy fit Select best person with needed capabilities
- 29. Staffing as Strategy Formation Human resources can influence strategy formation Hire for person-organization fit Hire people with unique or complementary
- 30. Make or Buy Human Resources? Make Hire trainable employees. Buy Hire fully trained employees. Make & buy Buy fully trained employees for critical jobs. Hire trainable employees for all other jobs.
- 31. Human Resource Flows Upward Lateral Downward Inflows Outflows