Human Resource Management ELEVENTH EDITION
1
GAR R Y D E S S L E R BIJ JU V AR R K K E Y
Part 2 | Recruitment and Placement
Chapter 5 & 6
© 2009 Dorling Kindersley (I) Pvt. Ltd.
Recruitment and Selection
Recruitment • Process of attracting individuals on a timely basis, in sufficient numbers, with appropriate qualifications, and encouraging them to apply for jobs with an organization
• Recruitment is the process of searching for and obtaining applicants for jobs
Nature of Recruitment • Recruitment, logically aims at (i)attracting a large number of qualified (i)attracting applicants who are ready to take up the job it it’s offered and (ii)offering enough (ii)offering qualified persons themselves out.
information for to self –select
Recruitment Policy • A policy involve a commitment to broad principles such as filling vacancies with the best-qualified persons. • Well considered and pre-planned recruitment policy should be based on study of environment and the corporate goals, study of environment and the corporate needs.
Recruitment Policy •
Two types of Recruitment Policy : 1. General Policy on recruitment expresses top management philosophy on recruitment like equity and fairness in this process. 2. Specific recruitment policy lays down policies on recruitment sources like internal or external, recruitment procedure like type of advertisement etc.
Features of Recruitment Policy RESERVATIONS
PROCEDURES
CONFIDENTIALITY RECRUITMENT POLICY
COLLECTIVE BARGAINING
COMPENSATION
RECRUITMENT PROCESS External Environment Internal Environment
Human Resource Planning Alternatives to Recruitment Employee Requisition
Internal Sources
External Sources
Internal Methods
External Methods
Recruited Individuals
Factors Influencing Recruitment • • • •
•
External Forces Supply and demand Unemployment rate Labour market Restrictive govt. policies/Legal Consideration Image of the organization
Recruitment
Internal Forces • • • •
HRP Size of the firm Limited budget Growth and expansion
The Recruitment and Selection Process 1. Decide what positions to fill through personnel planning and forecasting . 2. Build a candidate pool by recruiting internal or external candidates. 3. Have candidates complete application forms and undergo initial screening interviews. 4. Use selection tools to identify viable candidates. 5. Decide who to make an offer to, by having having the the supervisor and others interview the candidates.
FIGURE 5–1
Steps in Recruitment and Selection Process
The recruitment and selection process is a series of hurdles aimed at s electing the best candidate for the job.
Sample Examination Question • A large business wants its HRM recruitment staff to specify the quality of the recruitment service they will deliver to departments and to establish service level agreements for recruitment. a) How will you specify the quality of recruitment services. b) What issues, procedures and practices will you research? c) What problems will you encounter in specifying recruitment service quality? d) How can service quality be defined in terms of
functions and activities to be carried out and the potential strategic contribution of recruitment to organisational success and changing culture?
“I'm from recruitment ....... Here’s what I can do for you” • • • • • • • • • • • • •
vacancy
Specifying the Quality of these Specifying the Quality of these Services Services
authorisation to recruit job/role analysis and specification agree terms and conditions sourcing/attracting (target groups) in-house vs. external recruitment, design and administrate communications (boundary transactions) recommend and use recruitment methods/techniques process applications and responses organisation the "programme" selection: apply the methods make the decisions and administer the offer finalise the contract receive/induct
Normative View? • How we recruit and select reflects organisational culture? • Presentation of organisational FACE • orientation to competitive forces • hire and fire versus “we value our staff” • the lean, flexible firm - out-sourcing and subcontracting • our “core staff” and our core competencies
Descriptive-Behavioural • Focus on
actual recruitment experience/behaviour of personnel specialists and line managers
• Behaviour in front of audiences - on-stage, back stage, off stage • Critical Evaluative
Are the techniques reliable, valid, cost effective?
Is the process objective or prone to subjective bias?
Why?
Decision-making processes Psychometric-objective versus Subjective, social action process
Vacancy Processing • involves intra-organisational bargaining
Job/role and competence analysis
observation, interviews, knowledge of roles, skills, imperatives Title, reports to, tenure, compensation package, scope of responsibilities and duties, authority, priorities, budget, staff team, location, conditions, knowledge, skills, experience, values, performance standards, problems/objectives, results/priorities, ideal candidate profile. copy writing and internal/external advertising
Recruitment Process
HR Planning
Job Vacancies
Job Analysis
Recruitment Planning • Numbers • Type
Strategy Development • Where • How • When
Employee Requisition
Searching Activation “Selling” • Message • Media
Applicant Population
Applicant Pool
Screening
Potential Hires
Evaluation and Control
To Selection
Employee Requisition • Recruitment begins when a manager initiates employee requisition • Document specifies job title, department, date employee is needed for work, and other details
Recruitment Sources and Methods • Recruitment sources: Place where qualified individuals are found • Recruitment methods: Means by which potential employees can be attracted to firm
Sources of Recruitment Professional or Trade Associations Advertisements Employment Exchanges
Present Employees
s e cr u o S l a nr et nI
t
Campus Recruitment
e mt
Employees Referrals
Former Employees
ur c e R
i
n
Walk-in Consultants Contractors Job Fairs Radio and Television
Previous Applicants Acquisitions and Mergers Competitors E-Recruiting
nr et x E
s e cr u o S l a
Outside Sources of Candidates Locating Outside Candidates 1
Recruiting via the Internet
6
Executive Recruiters
2
Advertising
7
On Demand Recruiting Services (ODRS)
3
Employment Agencies
8
College Recruiting
4
Temp Agencies and Alternative Staffing
9
Walk-ins
5
Outsourcing
Outside Sources of Candidates (cont’d) • 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
Excessive number of unqualified applicants
Personal information privacy concerns of applicants
FIGURE 5–8
An Indian Online Employment Portal
Source: courtesy of firefly e-ventures.
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
• Effective Ads
Create attention, interest, desire, and action (AIDA).
Create a positive impression of the firm.
FIGURE 5–10
Help Wanted Ad That Draws Attention
Source: The New York Times, May 13, 2007, Business p.
Employment Agencies Types of Employment Agencies
Government Employment Exchanges
Nonprofit Agencies
Private Agencies
Outside Sources of Candidates (cont’d ) • Why Use a Private Employment Agency
No HR department: firm lacks recruiting and screening capabilities.
To attract a pool of qualified applicants.
To fill a particular opening quickly.
To attract more minority or female applicants.
To reach currently employed individuals who are more comfortable dealing with agencies.
To reduce internal time devoted to recruiting.
Outside Sources of Candidates (cont’d) • Avoiding Problems with Employment Agencies
Provide the agency with accurate and complete job descriptions.
Make sure tests, application blanks, and interviews are part of the agency’s selection process.
Review candidates accepted or rejected by your firm or the agency for effectiveness and fairness of agency’s screening process.
Screen agency for effectiveness in filling positions.
Supplement the agency’s reference checking by checking the final candidate’s references yourself.
Finding Internal Candidates
Rehiring Former Employees
Job Posting
Employee Referral
Hiring from Within
Succession Planning (HRIS)
Promotion & Transfer
Internal Candidates: Hiring from Within Advantages • Foreknowledge of candidates’ strengths and weaknesses
Disadvantages • Failed applicants become discontented
• More accurate view of candidate’s skills
• Time wasted interviewing inside candidates who will not be considered
• Candidates have a stronger commitment to the company
• Inbreeding strengthens tendency to maintain the status quo
• Increases employee morale • Less training and orientation required
Effective Recruiting • External Factors Affecting Recruiting
Supply of workers
Outsourcing of white-collar jobs
Fewer “qualified” candidates
• Other Factors Affecting Recruiting
Consistency of recruitment with strategic goals
Types of jobs recruited and recruiting methods
Non-recruitment HR issues and policies
Successful prescreening of applicants
Public image of the firm
Effective Recruiting (cont’d) • Advantages of Centralizing Recruitment
Strengthens employment brand
Facilitates applying strategic priorities
Reduces duplication of HR activities
Reduces cost of new HR technologies
Builds teams of HR experts
Provides better measurement of HR performance
Allows for sharing of applicant pools
Improved Productivity Through HRIS: An Integrated Technology Approach to Recruiting
Requisition Management System
Integrated Recruiting Solution Integrated Employee Recruitment System Screening Services
Hiring Management
Developing and Using Application Forms
Uses of Application Information
Applicant’s education and experience
Applicant’s progress and growth
Applicant’s employment stability
Applicant’s likelihood of success
FIGURE 5–13 Employment Application
Application Forms and the Law Education Achievements
Arrest Record
Housing Arrangements
Areas of Personal Information
Marital Status
Physical Handicaps
Notification in Case of Emergency
Memberships in Organizations
Measuring Recruiting Effectiveness
Evaluating Recruiting Effectiveness
What to Measure
How to Measure
TABLE 5–1 Selection Devices that Could be Used to Initially Screen Applicants Selection Device
Validity for Predicting Job Performance*
Construct General mental ability tests
0.51
Conscientiousness tests
0.31
Integrity tests
0.41
Method Work sample tests
0.54
Job knowledge tests
0.48
Structured interviews
0.51
Biographical data
0.35
Grade point average
0.23
Ratings of training and experience
0.11
Note: *Higher is better.
Source: Kevin Carlson et al., “Recruitment Evaluation: The Case for Assessing the Quality of Applicants Attracted,” Personnel Psychology 55 (2002), p. 470.
