Recruitment and Selection in Trinidad is no different than any other country except for the fact that ...

1. HRMATT TOOLKIT:
Staffing the
Contemporary
Organisation
March2015
Facilitator: JanelP. Phillip

2. Desired Outcomes
 Provide a guide to Planning, Recruiting
and Selecting the “right” human
Resources to match your organisation
 Provide a guide to the right selection
tools for your organisation and make
sure you get the right ‘fit’
 Laying the groundwork for employee
retention

3. Types of Contemporary
Organisations
 Functional/Tall
Structure
 Flat Structure
 Matrix Structure
 Egalitarian
Structure
 Blended/ Flexible
Structures

4. Types of Contemporary
Organisations

5. Flat Organisation
Structures
 Flat organizations have relatively few--
sometimes just one--layers of
management. Unlike the tall structures
common to many businesses, flat
structures have a short chain of
command and a wide span of
managerial control. Span of control,
originally a military term, refers to the
number of subordinates that directly
report to that manager. In a flat
structure, more subordinates report to
a single manager. Due to the reduced
number of management layers, small
organizations get the most out of flat
structures.

6. Matrix Organisation
Structures
 The matrix organization structure is a
more complicated structure in which
the firm is divided both according to
functions and products/services. For
instance, a firm that manufactures
consumer goods might have three
product divisions: foods, personal care
and cleaning products. It also might be
divided into three functional divisions,
such as research and development,
marketing and distribution. Each
person within the firm serves two
divisions, one functional and one
product. For example, a person might
be a member of both the marketing
division and the foods division.

7. Egalitarian Organisation
Structures
 In the tradition hierarchical corporate
structure, each employee operates
under a specific job description. Each
employee also reports to a superior
who monitors his progress and issues
instructions. Egalitarian-style
companies eliminate most of this
structure. Employees in an egalitarian
company have general job
descriptions, rather than specific ones.
Instead of reporting to a superior, all
employees in an egalitarian company
work collaboratively on tasks and
behave as equals.

8. Blended/Flexible
Organisation Structures
 Though egalitarianism is becoming a
popular management for small and
medium companies, few companies
that implement it are purely egalitarian.
Most companies use a blend of
egalitarian and hierarchical
philosophies. Instead of eliminating
boundaries altogether, a blended
management style makes boundaries
more flexible. With flexible boundaries,
employees know the tasks they must
complete but aren't restricted to
performing only those tasks. Flexible
boundaries also allow employees more
freedom to collaborate with coworkers
and introduce their own ideas while
still remaining under the direction of a
supervisor

9. What is Staffing
 Determining HR Needs in Org
 Ensure Org has “Right” quality and
quantity of staff
 Ensure Org has employees with the
“Right” talent and competencies
 Ensure employees are the “Right” “Fit”
for the organisation.

10. How Do You Rate Your
Existing Staffing Process?

11. Successful Staffing Starts
With……

12. Successful Staffing Starts
With……
 A PLAN: If you fail to plan…..you plan to
fail
 Strategic planning :
Business plan HR plan R&S plan
 Knowing:
– What you want from your new
recruit/Incumbents
– When and where you want it
– How long you want it for
– The costs you are prepared to sustain

13. Staffing Components
PHASE 1 PHASE 2
Job Analysis
and Design
Human
Resource
Planning
Recruiting
Selecting
Performance
Planning and
Appraisal
Career
Planning
Staffing Plan
Effectiveness
Alignment of Staffing
Components
Competency
Evaluation
Engagement
Checking

14. Staffing – Internal/External
Environment
Staffing- Internal Factor
• ?
• Unions
• Company Structure
• Business Plan/Strategy
• Core Values
• Org Mission
Staffing- External Factors
• ?
• Technology
• Competitors
• Customers
• The Economy
• Workforce/Labour Market
• Political/Legal

15. HR FORECASTING
External
 Net migration into and out of the area
 Individuals entering and leaving the
workforce
 Individuals graduating from schools
and colleges
 Changing workforce composition and
patterns
 Economic forecasts for the next few
years
 Technological developments and shifts
 Actions of competing employers
 Government regulations and
pressures
 Factors affecting persons entering and
leaving the workforce
Internal
 Current Staffing
 Anticipated Losses
– Normal Attrition
 Terminations
 Retirements
 Lateral Transfers out
 Promotions out
 Demotions out
– Changing in Staffing
 Reductions in Positions
– Anticipated Gains
 New Hires
 Increase in Positions

16. HR STAFFING
FORECASTING - METHODS
 ZERO BASE FORECASTING
“Current staffing level as starting point to determine
future needs”
– Correlation and Regression Analysis
– Simulations e.g. “what if sales increase”
– Pro Forma Org Structure “staffing based
on perceived need”
– Benchmarking

17. Human Resource Planning & Forecasting Process
BUSINESS STRATEGY
HUMAN RESOURCES PLANNING
REQUIREMENTS
FORECAST
Creation of
New Jobs
Elimination
of Existing
Jobs
No
Changes in
Jobs
Decreases
in Positions
Increases
in Positions
Normal
Attrition
AVAILABILITY
FORECAST
INTERNAL EXTERNAL

18. Human Resource Planning Process
BUSINESS STRATEGY
HUMAN RESOURCES PLANNING
DEMAND
= SUPPLY
NO ACTION
DEMAND
< SUPPLY
REDUCE
SUPPLY
Restrict
Hiring/Hiring
Freeze
Reduce Hours
Early
Retirement
VSEP
Retrenchment
DEMAND
> SUPPLY
INCREASE
SUPPLY
Compensation
Incentives
Expand
Benefits
Development
Incentives
Reduce
Selection
Standards
Creative
Recruiting

19. Know What You Want –
Additional Factors to Consider
 How many positions do you wish to fill and
on what type of employment contract – e.g.
permanent, temporary, full time, part time
 When do they need to start
 Where are the jobs to be located
 What is your recruitment budget
 How will the culture of the
organization/department/work team
influence the selection of a ‘best fit’
 What caused the turnover in the position?

20. Talent Management
Considerations
 “Lack of the right talent can be a major
competitive disadvantage”
“More organizations are becoming aware
of their need for - and lack of - talent, and
are putting increasing energy and money
into the recruitment of capable, bright
people.” – Michael Williams, ‘The War for Talent’
 “Today’s high performers are like frogs in
a wheelbarrow: they can jump out at any
time.” Manfred Kets de Vries

21. Recruitment and Selection -
A New Perspective
“Talent”……
– Consistently high ability – and performance –
over either a wide range of activities and or
within a particular area of expertise
– High ability in areas of activity that strongly
indicate transferable and comparable capability,
in other fields of endeavor, even though the
individual may not have yet had experience of
the latter

22. What is Recruitment and
Selection?
 Recruitment –
– The process of actively soliciting applications
from potential candidates, internal or external, to
meet the identified needs of the organization
 Selection –
– The process of identifying the potential
candidate who is the best fit for the organization
and who mutually selects the organization as a
best fit for them

23. The Recruitment and
Selection Process
Know what you want –
– The job profile and person profile
Attract the right candidates
– Identify your target pool
– Choose your recruitment method
Select the best fit
– Plan the assessment stages
– Identify the selection tools for each stage
Finalize the selection
– Making the offer

24. The Recruitment and
Selection Plan
Structured HR/Recruitment plan
Imagine you are the candidate
Map out your goals for each stage
Prepare well in advance
Legal implications – recruit fairly
Enable your candidates to show their
potential

25. Know What You Want -
Developing the Job Analysis
 The job title
 The job purpose – why does the job exist?
How does it benefit the organization?
 The job scope – who will the job report to?
How many people will the job holder
manager? How large is the job holder’s
budget?
 The job duties – what are the key tasks
and responsibilities of the job?

26. Know What You Want -
Developing the Person Profile
 What personal attributes are essential
and desirable for good performance?
– Attributes = experience, qualification,
knowledge, skills or competencies
– Essential = must have, any candidate
lacking this will be rejected
– Desirable = nice to have, can use this to
distinguish between candidates meeting
all the essential requirements

27. Know What You Want -
Developing the Person Profile
Essential Desirable
Experience gained
Knowledge
Qualifications
Skills/ competencies

28. Know What You Want -
Developing the Job Profile
Group activity 1
For your case study company
develop the job profile for the
position included in the package.
Identify one person in the group
to present.

29. Attract the Right Candidates –
Identify Your Target Pool
 At what level in the organization is the
position?
 Where is the position located?
 Where are potential candidates most likely
to be found
– Labour market (internal or external)
– Local or regional (CSME)
– Direct entry from education
 How often do you recruit for this position
and what is the cost (money, time, opportunity)?

30. Attract the Right Candidates
– Elements of A Good
Advertisement
Targeted
Reflective
Attractive
Clear
Keeping focused

31. Attract the Right Candidates –
Recruitment Method(s)
 Internal job posting
 Word of mouth
 National press
 Professional association
newsletters/journals
 Company website
 Internet job sites
 Recruitment agencies
 ‘Headhunters’ / search consultants

32. Attract the Right Candidates –
Recruitment Method(s)
When would you expect ‘word of mouth’ to
be an effective recruitment method?
What are the pros and cons of these
different types of recruitment methods?
What are the pros and cons of using
‘anonymous’/unbranded advertisements

33. Attract the Right Candidates –
Identify Your Target Pool and
Recruitment Methods
Group activity3
Identify the recruitment PLAN you
would use for this position.
Why have you selected these
particular recruitment methods for
this position?
What may be the drawbacks against
which you should mitigate?

34. RECRUITMENT PLAN
 See handout

35. Select the Best Fit – Plan the
Assessment Stages
Each stage acts as a filter to screen out
candidates who fail to meet key criteria for
the role.
 Stage One – information gathering and
initial short - listing
 Stage Two – face to face meetings and
other assessments
 Final Stage – fine–filter selection methods
to make fine distinctions between the best
candidates and support final decision

36. Select the Best Fit – The
Selection Tools Available
?

37. Select the Best Fit – The
Selection Tools Available
 The CV vs. the application form
 The Interview –
– Technical
– Situational
– Behavioral
– Biographical
 Psychometric Tests –
– Aptitude and/or personality

38. Select the Best Fit – The
Selection Tools Available (2)
 Assessment Centers
– Work sample exercises
– Presentation exercises
– Group discussion and role play
– Technical assessment
– In-tray / in-basket exercises
 Other methods – e.g. graphology,
phrenology

39. Select the Best Fit – Common
Problems with Interviews
 Expectancy
 Self-fulfilling
prophecy
 Primacy
 Stereotyping
 Prototyping
 Halo and horns
 Contrast
 Negative
information bias
 Similar to me
 Personal Liking
 Information
overload
 Fundamental
attribution error
 Temporal extension

40. Select the Best Fit – So Why
Interview?
 Predict future job performance and behavior
 Focus on aspects of behavior and
performance that cannot easily be
addressed by other means
 Supply information to the candidate
 Persuade suitable candidates to accept job
offered and join the organization
 Create goodwill for the organization

41. Select the Best Fit –
Guidelines for Interviewing
 Sequence –
– Establish technical abilities before
concentrating on the more complex
process of assessing their competencies
and fit with your organization
– Telephone based interviews can be very
effective if candidates are widely spread
geographically

42. Select the Best Fit – Guidelines
for Interviewing (2)
 Format –
– One on one interviews allow for greater rapport
but have greater potential for interviewer bias
– Panel interviews (multiple interviewers) can be
fairer but are harder to manage and can be very
formal and intimidating to candidates
– Telephone-based interviews can be more
convenient but are harder to build rapport
 Be consistent with the choice of interview
type, format or sequence used for each
stage of the selection process

43. Select the Best Fit – Guidelines
for Interviewing (3)
 Key Interviewing Skills –
– Note taking
– Objectives
– Preparation
– Questions
– Rapport
– Structure
– Time Management
– Unbiased

44. Select the Best Fit – Conducting
a Professional Interview
– If a panel interview, have a pre-interview
meeting to identify the chairman, set the ground
rules and plan the flow of the interview and
questions.
– Start on time and welcome the candidate
– Introduce yourself and explain the interview and
recruitment process
– Provide an overview of the company and role
– Keep a written reminder of your prepared
questions, and stick to them

45. Select the Best Fit – Conducting
a Professional Interview (2)
– Avoid confrontational body language
– Listen politely and show interest in the
candidate’s responses but avoid showing
specific approval or disapproval to the
candidate’s responses
– Summarize to check your understanding of key
points
– Ask good questions and take good notes using a
standard format (such as an interview form);
these will be important for making the final
decision

46. Select the Best Fit – Conducting
a Professional Interview (3)
– Manage the time to ensure that you cover all the
questions you need
– Ask the candidate if they have any questions
– Conclude by thanking the candidate for their
time and interest in the role and advise them
when they will hear about the outcome.
– Evaluate the results of the interview against the
person profile using a rating scale
(An example of a rating scale is found on page 88 of the
Managing recruitment Pocketbook included with your
course material)

47. Interviews Role Play
 The Good
 The Bad
 The Ugly
 The absolutely Ridiculous

48. Select the Best Fit –
Guidelines for Selecting and
Using Psychometric Tests
 Always ensure that tests selected are:
– relevant to the person profile
– at the right level for the job
– reliable and valid and do not discriminate unfairly
on grounds of gender, ethnicity or disability
 Anyone selecting and administering tests,
evaluating results or giving feedback is
properly trained and certified to do so
 Feedback from tests should be given to all
candidates concerning their performance

49. Select the Best Fit –
Guidelines for Selecting and
Using Psychometric Tests (2)
 Tests users must maintain the highest standards of
confidentiality, with results made available only to
those with a genuine need to know
 No selection decision should be based purely on a
psychometric test result. They should always form
part of a wider selection process, with inferences
backed up by data from other sources.
 Test results should not be used as a basis for
making decisions based on preference for a
particular character type

50. Select the Best Fit –
Guidelines for Using Other
Selection Tools
 Make sure that the exercises are relevant to
the person profile
 Tell the candidates in advance what they
can expect
 Use exercises which are fair and can be
assessed consistently and objectively
 Integrate the results of each exercise with
other information you have gathered about
the candidate before making a balanced
final decision

51. Select the Best Fit – the
Assessment Stages and
Selection Tools
Group activity 4
 Outline the assessment stages you
will use for your selection process –
identify the timelines and the persons
who would be involved
 What selection tools would add most
value and how would these contribute
to your final candidate selection?

52. The Final Selection
 Allow quality time to review the evidence on each
candidate as soon as possible after completion of
the process.
 Evaluate candidate against the person profile
based on the results of all
selection tools used
 Ensure that your selection
is fair, transparent
 Identify your best candidate
and second or third runner up
 Make an offer

53. The Final Selection –
Unsuccessful Candidates
 Prompt notification of the final outcome
 A personalised letter sensitively phrased,
acknowledging their time and effort and
thanking them for their interest
 Offer to keep their details on file only if there is
a real chance of a future role
 A named contact should they wish more
comprehensive feedback on their performance
 Sensible suggestions on what could improve
their chances next time

54. The Final Selection – Making
the Offer
 Make the offer as quickly as possible
subject to reference and/or medical checks
 Make the package clear – make sure the
candidate is fully informed about the full
range of benefits on offer
 Invite them to discuss any questions or
queries they may have
 Make it easy to accept – enclose a copy of
the offer and a reply paid envelope

55. The Final Selection – How to
Handle a Counter Offer
 Consider whether you wish to entertain a
counter offer – how much value do you
anticipate this candidate will add?
 Can you match the counter offer?
 Does this fit with your organization culture?
 What will the effect of the counter offer be
on internal relativity with existing staff and
their motivation?

56. The Final Selection – The Value
of Reference Checking
 To mitigate against misrepresentation by
candidates
 To confirm historical facts presented during
the recruitment process –
– Qualifications
– Experience
– Job tenure and reason for leaving
 The certificate of good character and related
reference checks

57. Will You Win the Talent
War?

58. The “War for Talent” in
Trinidad and Tobago
 Is there a war for talent in Trinidad and
Tobago?
 What are the characteristics of the
local war for talent?
 What factors may be intensifying this
situation?

59. Recruitment and Selection
and the War for Talent
Why would talented people want to
join your organization?
– Employer brand / reputation
– Compensation
– Development or promotion opportunity

60. Identifying Your Employer
Brand/Reputation
1. At your worst, how would your
organization or team be described?
2. When you shine, how would your
organization or team be described?
3. What does your organization or team
represent?
4. What makes your organization or team
stand out from your competitors?
5. What is the public image of your
leadership team?

61. Managing the Psychological
Contract
 ‘…the perceptions of the two parties,
employee and employer, of what their
mutual obligations are towards each
other'
 These obligations are
– informal and imprecise
– inferred from actions and statements
made by the employer…during the
recruitment process

62. R&S Processes To Bond New
Talent to Your Company
 Involve your team in the process –
talented people want to know who will
help them realize their potential
 Provide an honest preview of the job –
the talented thrive on a challenge
 Set the bar high – profile the
company’s successes and strengths
so that talented people can see what
they will learn

63. R&S Processes To Bond New
Talent to Your Company (2)
 Explore and share values and motives – the
greater the overlap the stronger the bond
 Know your company’s talent predictors –
what your best people have in common –
and look for evidence in the interview
 Treat people well at recruitment – actively
manage expectations and show as realistic
a picture as possible.

64. The Importance of the
Induction Process
 Last phase of R&S, first phase in employee
retention
 Pre-employment phase helps manage
expectations and thus avoid disillusionment
 Regular semi-formal meetings with supervisor
provide opportunity to ask questions, voice
concerns/difficulties and have them handled
sympathetically
 A learning experience to allow newcomer to
reach the required level of performance as
quickly as possible

65. The Importance of the
Induction Process (2)
 Employee expectations from induction:
– Performance efficiency
– People
– Politics
– Language
– Goals and values
– History
Chao et al (1994)

66. R&S Processes To Keep
Existing Talent
 Explore alternatives to permanent
replacement to broaden the accountabilities
 Search the talent pool – based on specific
aspirations and track record to identify
‘hidden ‘ talent outside your own team – to
consider alongside talent within your own
area
 Talk to your talent champions – those
people who excel at finding hidden talent
and helping them thrive

67. R&S Processes To Keep
Existing Talent (2)
 Advertise all new and replacement roles
internally and externally
 Consider evidence of personal development
a positive indicator for selection and be
prepared to take a nearly ready candidate
and help them develop
 Ensure rigorous assessment of track record
and potential at recruitment stage

68. Managing the Generation
Mix
 Schwarzkopfers – born before 1946
 Baby boomers – born 1946 –1964
 Generation X - born 1965 –1977
 Generation Y – born 1978 - 1990

69. Desired Outcomes
 Identifying your target pool and
setting up methods that can be
sustained
 Know the right selection tools for
your organisation and make sure
you get the right ‘fit’
 Laying the groundwork for
employee retention

70. Thank You!
Facilitator – Janel P. Phillip
jphillip@powergen.co.tt