In this lecture:

 Where R&S fits into the HRM cycle

 The stages of replenishing the human
resources
 Advantages of the labour market over
other routes
 Recruitment criteria and processes
 Selection criteria and processes
 Evaluation
The HRM cycle
[from Wilkinson et al.(1998), p42]
Resourcing
 planning - “who do we need?”
 defining the job and/or person - “what
do we need them to be able to do?”
 recruitment - “how can we attract
them?”
 selection - “who are the best applicants
for the job?”
 evaluation - “was the process effective?”
Planning
 External labour market - depends on
skills level, training system,
demographic movements, locality,
level of employment

 Internal labour market - more

information will already be known:
age profiles, work records,
disciplinary and sickness records etc.
Non-market approaches to renewing
human resources

 Job allocation by caste

 Slavery – capture, reproduction.
 Preferred recruitment by tribe or religion
 Recruitment by gender.
All are:
 Unfair or discriminatory
 Inefficient
Weberian rationality in resourcing

 Development of standard procedures

which apply to everyone
 Pre-defined criteria
 Often within an external legal
framework
Job analysis

 Task oriented approach - “anyone

doing this job would have to....”

 Person oriented approach - “what

type of a person do we want..?”
Task orientation: example
Person orientation: example
Recruitment

 advertisement
 internet
 job centres, labour market offices
 word of mouth, informal contacts
 previous employees
 trade union lists
and many more...
Job or person: analysis and
selection methods
 Job  attainment tests;
prior qualifications.
 psychometry:
intelligence tests,
 Person aptitude tests,
personality tests
 process:
assessment centres,
job sampling,
simulation
Psychometric methods

Assumptions:
 people’s characteristics do not change

 characteristics can be measured

 the job will not change

 job performance can be measured

Process model
Assumptions:
 people do change during their

working life
 jobs change

 self-perception is critical to effective

performance
 self-perception can be influenced by

assessment procedures
Gradualist route

Full selection through a series of staged

decisions -
 part-time work

 probationary periods

 temporary or fixed-term contracts

Evaluation
 How effective has the process been?

 How efficient is it?

 Is it fair?