Recruitment & Selection Overview

Human Resource Planning 4 Steps/Key questions Process overview (describe each in turn) Common pitfalls/preventative measures R&S in Ireland Practical tips (interviews)

Human Resource Planning

Assess trends in: - External labour markets, - Current employees - Future organisational plans, - General economic trends Predict demand Forecast internal Forecast external supply supply Compare future demand and internal supply Plan for short-falls or over-staffing

Labour Turnover
Number of employees who leave in one year X 100 = % Average number employed in past year

20% acceptable in modern large-scale companies 30-35% cause for concern

Reasons for High Turnover:

Low pay Long/unsocial working hours Absence of promotion prospects Bad recruitment/induction Bad management

The Survival Curve

1. Induction Crises 2. Differential transit 3. Settled Connection

Weeks

Months

Years

Recruitment & Selection

4 Steps:

Define the job Profile the person

Communicate your requirements

Choose methodically

Key Questions
Is there a need for this job? What does the job involve? What kind of person do we need? How do we get that person? How do we make them welcome?

SYSTEMATIC APPROACH

Is there a need for this job?

Re-organise the work Use overtime Mechanise Make the job part-time Sub-contract

???

Job analysis
Job description

Person Specification Recruit Select Induct

Job Analysis Methods

Questionnaire Individual Interview Observation Expert Analysis Work Participation Critical Incident Technique

Uses of Job Analysis Information

Job Description & Job Specification ___________________________________
Recruitment Performance & selection Appraisal Compensation Decisions Training Needs

Elements of a Job Description

Job title Department Location Reports to Purpose Main tasks Liaison & main contacts Staff responsibilities Rewards & conditions

Person Specification Categories

MUNRO-FRASER (1978) - Impact on others - Qualifications - Innate abilities - Motivation - Emotional adjustment

Ideal/Minimum Standards

Recruitment Methods
1. 2.

3.
4.

Internal Using existing contacts External contacts Advertising/media

Sourcing Internal Applicants

Advantages Morale of promotee Cheaper Better knowledge of ability Disadvantages In-breeding Political in-fighting

Sourcing External Applicants

Advantages New blood Insights from competitors Cheaper than training Disadvantages Orientation time Morale of internals May not fit-in

Most Popular Methods

Ad in local press 93% Ad in specialist press 92% Ad in national press 81% Employment agency 78% Notice inside premises 78% Job centres 77%

Education liason 62% Unsolicited application 62% Careers service 49% Head hunters 50% Careers fairs 46% Internet 44% Word-of-mouth 43% IRS 1999

Successful Job Advert

Introduction Attention grabber The Company The job The requirements (JD & PP) Incentives
- pay, benefits, job satisfaction, prospects, location

Action

Selection Tools
Interview Psychometric tests Personality/Attitude Questionnaires Work sample tests Assessment Centres Pin the tail on the donkey

Choosing selection methods

Selection criteria Appropriateness Available (HR) expertise Administrative ease Time Accuracy Cost

Reliability:
the degree to which the selection tool produces dependable or consistent results over time.
Test-Retest Inter-Rater

Validity:
how well a measure actually assesses the attribute its being used to assess.

Possible Steps
Record

Induction

Analysis & Decision

Medical

Second Interview

Reference Checks

Psychometric & WS tests

Initial interview

Application form / CV

The Selection Interview

The selection interview has long been recognised as having low predictive validity, in that typical unstructured interviews result in relatively poor predications of job performance.
4 Skills: 1. Framing the question 2. Controlling the flow 3. Listening 4. Making judgements

Functions of the Interview

1. Mutual Preview

2.
3.

Assessment
Negotiation

Guidelines for Effective Selection Interviewing

IRN July 1998Costs of getting it wrong? Types of selection interview: Biographical, Behavioural, Situational

Sample Interview Questions

Biographical

What did you do during you last summer break from college?

Situational

Suppose you were giving a sales presentation and a Difficult technical question arose that you could not answer. What would you do?

Behavioural

What is the most significant action you have taken to help out a co-worker?

Before:
Study all available information Agree coverage plan Appoint chairperson Allow adequate time Climate & physical setting Prepare for note-taking

During:
Establish rapport Outline purpose & structure Follow the coverage plan interview in turn Listen (80%) Maintain eye contact & give positive feedback use silence Treat all candidates equally Advise candidate of next stage

After:
Assess candidate against criteria immediately Concentrate on solid facts of past behaviour Incorporate information from other selection methods Advise candidate of outcome A.S.A.P.

Pitfalls
1. Fail to elicit/hear relevant information 2. Fail to use/interpret the information.

Common Errors
Inadequate preparation Halo/horn effect Early decisions Accuracy of recall Selective perception/stereotyping Similar to me Contrast effects

Preventative Measures
Structured Format Use job description & person specification Training & experience Record during & after against criteria Awareness of non-verbal behaviour

Responsibility for Recruitment & Selection

Line Managers

H.R. Consultants Professionals

Employees

Realistic Job Preview:

designed to enable the candidates to make an informed choice. Involves providing them with extensive information about the organisation and the job.

How to succeed at interviews

What would be your ideal candidate. Prepare, prepare, practise Find out about the job/organisation Copy & highlight applicant, advert. & C.V. 5 positive statements about you Be up-to-date about developments in your field. Decide an acceptable reward package but let them bring it up.

Common Questions
What have you been doing since? What are your strengths/weaknesses as an employee? What has been your best achievement? What are the qualities needed in a good (job title)? What do you see yourself doing in 5/10 years?

Avoid Criticising previous employers Personal and domestic matters unless asked Raising reward package Name dropping Interrupting Pretending youve a better offer

Five Fundamental Questions Interviewee

1. 2. 3.

4.

5.

What does this job involve? Do my skills (etc.) really match this job? Are these the kind of people I would like to work with? Can I persuade them that there is something different about me than the other 19? Can I persuade them to give me the salary I need/want?

Five Fundamental Questions - Interviewer

1.
2. 3. 4.

5.

Why are you here? What can you do for us? What kind of person are you? What distinguishes you from the 19 candidates with the same skills? Can we afford you?

Assessment Centres
* * * * * * Planning * Organising Oral/written communication Leadership * Decision-making Creativity * Initiative Problem solving Flexibility

Assessment Centres

In-tray exercises Leaderless group discussion Management games/ problem-solving exercises Individual presentations Psychometric / WS tests Interview

Multiple selection tools Analyse & interpret information against criteria Notify successful candidate Medical Start & induction

Induction/Orientation
Week 1: - Where everything is - Who everyone is - Establish expectations (on both sides) - Mentor/Buddy - What the company is about - What the culture is like

Irish Practice
Advert. Most common recruitment method External/internal sources depends on job level Impact of Trade Unions Large Companies more sophisticated U.S. Companies more sophisticated