RECRUITMENT & SELECTION

RECRUITMENT & SELECTION

Recruit to find suitable people to join the

· -

big.
Recruitment
·

big activities that influence the hum a type ofindiv who position.
-

apply fora
selection-to
·

choose From a group.

choosing indive it forthe position.
-process ofinterviewing &
evaluating specific candidates.

-Performed underlegal environmental

& constraints a addresses Future interest.

·Staffing -

acquiring, deploying, a
retaining a workforce ofsufficient quality to create positive impacts.
↳
Acquisition external
-

↳
Deploying placement of new hires.
-

↳ Retention -

Managing the inevitable Flow outwards.

-process, not an event.

STAFFING STRATEGY & ETHICS

outgrow & interplay between org 2 HR strategy.

·

Staffing Levels:

Acquire/Develop
·

pure acquisition & development.

-

·Hire yourself outsovice In-house rec. or

outsovicing
-

External/internal
·

cielxible
-

L- peripheral workers

I -
As needed basis

-Full time / parttime

-RegularEmployees

Hire/Retain -

conduct cost-benefitanalysis
·
National/Global
·

Attract /Relocate
·
Overstaff I under staff

Short/long
-
term Focus
when joiced to choose
 Staffing Quality:

mate
or onloig
person poorly defined a
Fluid see

focus
I will variety ofjobs.
be applicable to a

on job-specific competencies

·eptional/ceptableQuality expensive

Iieemi
red

next KSAO-wise

·Active/passive Diversity

moral principles
·

staffing Ethics &

guidelines.
-

Prevent misconduct a
provide a basis forreinforcement.

HR PLANNING

Forecasting future employment needs.

·Staffing planning. Outgrow ofHR planning,

Internal & External Influences:

·

Organizational strategy be familiar with currentsituation &

-

future plans
-mostimportant influence.

organizational culture influencing behavior.

attitudes a
·

set ofintangibles
-

LaborMarkets
· -

college
us Labor Demand -ex:degrees ↳
Technology humans being replaced
-

↳ Laborsupply-demands Forskills
by computers.
us
shortages a Supply

↳
Employment Agrangements
HRP Initial Decisions

Strategic planning key decisions. Contingency plans

-
·

can be performed on:

↳ Plan basis -

same as that the biz plan.

↳s project basis depending on the nature of the proj.
Population basis time necessary forthe laborsupply to become
↳
depending on the
-

available.
·

Planning Timeframe
↳
long term-3 yts<
we short-1 yt Ol

↳ Intermediate -

1 -

3 Yis

Job categories a levels

·
Headcount

Roles a Responsibilities Both line managers & HR Specialists involved.

·
-

are

Forecasting HR Requirements:
·

statistical

Judgemental Techniques "top-down" "bottom-up"

·

or
-

·
Scenario Planning

Forecasting HR Availabilities:

ManagerJudgement reliability depends on manager's knowledge.

· -

good forsmall orgs

·

Markov Analysis -
uses historical patterns ofjob stability.
·individual Internal Forecasts -

Replacement succession
a
planning

Staffing planning process:

·stapfing objectives
-

derived from identified gaps, establishing targets

·

Generating Alternatives
alternatives
·Assessing a choosing
·Core WOrKForce

·Flexible WOrKFOiCe

·outsourcing
-

Offshoring, nearshoring, homeshoring

·Diversity Planning
JOB ANALYSIS
·systematic process of collecting into about the parameters ofthe job

·Job Family
-

grouping of jobs according to function. (HR, Finance, marketing)

according title/occupation. (manegerial, sales, maintenance)
·

Job category
-

to generic job

·Job positions that are similarin tasks a dimensions.

·position -

total work assignment ofan indiv

Task Dimensions duties

·
-

Task
identifiable work activity
· -

·Element which be divided who

smallest unit analyzing separate motions.
-

work can

Definition specific KSAOS job,

·

Forthe
-

-supports staffing activities.

·
Task statements -

written descriptions ofthe behaviors in order to perform the job.

sobscriptions *efications
·

no
forthe
-

~defined duties a
tasks
ofthe job

·competency Based Analysis

-

connote job requirements beyond the specific job itself.

↳
Great 8 competencies:

-Leading -

presenting
-

creating -Adapting
-supporting -Analyzing organizing -Performing

Job Rewards

Extrinsic designed
·

a
granted to employees by the org. External to the
job
-

pay benefits, work sched, job security

·Intrinsic experienced by ofdoing the
employees outgrowth job.
-

as an

-intangibles (autonomy. Feedback)

Employee proposition, "bundles" provided
·

value to employees.
 Job Analysis methods:
·Job Analysis Interviews structured, can be done individually orin
-

groups
Questionnaires prefabricated
·
-

Critical Incident Technique Based observation/memory, describing

·
-

on direct

incidents ofbehaviors.

subject Matter Expertworkshops panels ofincumbents working to

produce J. A.
·
-

EXTERNAL RECRUITMENT

Advantages Disadvantages When useful

·

motivation ·possible politics ·Stability strategy

zeinal training Stable external

Less env
Losereffect
·

·
a expense ·

·
FASter
·
inbreeding ·Limited time a money.

in ·
Promotion chains

entities
·

unknown ·
Need Forchange
·
Fresh Ideas
·
Detrimental to internal applicants ·
Volatile external env.
a ·
Expand knowledge base ·Time consuming
tern ·

Expensive
It

Goals
Defining Strategic Recruitment

Attraction identify needs via a

job analysis
·

competency
-

big
·

Speed -

How fast do we need to attract applicants?

·Time Frame immediate long term needs
-

vs

Technique Advantages Best when

-Appealing to media outlets Ensure diverse set OF

pie-entry quali aren't

3
it that will reach highest applicants important.
I
O possible outlets.

Tailoring miss to attract. Narrows

pool ofcandidates
Hiring Forhigh-leverage
people we specific KSAOs. to
More personal approach
-

rec positions
applicants.

e
are
·centialized Recruitment 1
group coordinates recruitment activities.
-

·Decentialized -
Indiv business units or
managers coordinates activities.

Administrative Issues

specifying timing
Recruitment budget & R.O. I
-

·
Recruitment Guide -

details the process to be followed.

·process Flow & Record keeping -

Prepare Fora high volume of:

-

using multiple searches

need to circulate applicant credentials to

multiple parties.

need to communicate we candidates on application

status.

·
ApplicantReactions
us
Reactions to recruitment process

Types ofmessages:

·Employment Brand-good company tag

closelytied to productmarket image.

ex:Reputation, company culture a value

·Targeted -

Focuses on unique preferences ofsegments of the potential applicant pool

Realistic Recruitment Message portray the job a Realistic preview
·

org.
-

ApplicantSovicing:
·
individual -

websites, direct we org

·social -

reperials, networking, pio associations

·organizational-colleges, agencies;lag'sscale applicants

Metrics For evaluating Rec. Methods:

Quantity
-

Quality

-COSt

impact on HR outcomes
INTERNAL RECRUITMENT

Strategic Recruitment
·

Attract light people by identifuina KSAOS.

i
speed -
evaluate internal market laborstatus.

A
Timeframe -

develop
timelines Forskill development.

identify careerpaths foremployees.

~Mobility paths -

possibilities ofemployees moving one position to another.

b KSAOs needed

us screenshot

Types:
Hierarchical- upwardmovement(careerladder)
·

· Alternative
-

Parallel -
--
-Lateral

-Lattice -

To strengthen mobility paths:

policy development
·

Policy Implementation

Right systems
·

↳ closed system
-
HR -
managers - coordinate w/ chosen candidates.

·employees are not informed ofjob vacancies.

~ less expense
X
IFyou don't know theirKSAOS X Kinda biased

↳Open Recruitment
-

Opening ->
Applicants apply

employees ofthe opening

·

are aware

~less bias

unwanted
X competition
 coordination internal
·

-sync a external recruitment efforts.

-sync with managers,

Budget double check best option & cost.

-

RecruitmentGuide -

detailed document (time, money, goals, etc.)

·

Timing -
lead time concerns. Moving a
filling in vacancies

ex: Rider ->

Manager
2. LF new rider

Time sequence conceins

-

period Forinternal search. (How long, internal external),

or

ApplicantReactions Perceived Fairness, manage reactions

-

Branded -

leverage what employees already know.

↑
·
Targeted
·
Realistic

communication medium
·
Job postings ·Potential supervisors &
peers
·
Otherwritten does informal systems

·
Talent management systems
·careerDevelopment centers -

can be an effective intention tool

metricts forevaluating recruitment

·

Quantity ·

CoSt
·

Quality ·
Impacton HR outcomes