Recruitment, Selection, & Placement

The recruitment and selection process

Employment planning and forecasting Recruiting: Build a pool of candidates Applicants complete application forms Utilize various techniques to identify viable job candidates Interview final candidates to make final choice

Recruitment
Recruitment involves searching for and obtaining qualified job candidates in such numbers that the organization can select the most appropriate person to fill its job needs.
In addition to filling job needs, the recruitment activity should be concerned with satisfying the needs of the job candidates. Consequently, recruitment not only attracts individuals to an organization, but also increases the chance of retaining them once they are hired.

Key Purposes of Recruitment

;

Internal Sources and Methods of Recruitment

Sources
promotions transfers and relocations job rotation rehires and recalls

Methods
job posting skills inventories

Job Postings
Job posting: the organization announces position openings through bulletin boards, company publications, and internet/intranet. Some union contracts require job posting to ensure that union members get first choice of new and better positions. Advantages and Problems with Job Postings

Skills Inventories and HRIS

Manual or computerized systematic records listing employees' education, career and development interests, languages, special skills, and so on to be used in forecasting inside candidates for promotion.

HRIS skills inventory should include:

Work experience codes: experience within the company Product knowledge: level of familiarity with the employer's product lines or services as an indication of where the person might be transferred or promoted. Industry experience: Formal education: Training courses: Foreign language skills: Relocation limitations: Employee's willingness to relocate and the locales to which he/ she would prefer to go. Career interests: Whether the employee's main qualification for the work he or she wants to do is experience, knowledge, or interests. Performance appraisals:

External Sources and Methods of Recruitment

Sources
employee referral programs walk-ins other companies employment agencies temporary help agencies trade associations and unions schools foreign nationals

Methods
radio and television newspapers and journals computerized services acquisitions and mergers work flow management

Advantages & Disadvantages of Sources of Applicants

INTERNAL SOURCES Advantages
Morale Better assessment of abilities Lower cost for some jobs Motivator for good performance Have to hire only at entry level

Disadvantages
Inbreeding Possible morale problems of those not promoted political?infighting for promotions Requires strong management development program

Advantages & Disadvantages of Sources of Applicants

EXTERNAL SOURCES Advantages
new blood,new perspectives Cheaper than training a professional No group of political supporters in organization already May bring competitors,secrets, new insights Helps meet equal employment needs

Disadvantages
May not select someone who will fit May cause morale problems for those internal candidates Longer adjustment or orientation time May bring in an attitude from pervious Company.

Recruiting Yield Pyramid

50 100 150 New hires Offers made (2:1) Candidates interviewed (3:2)

200
1,200

Candidates invited (4:3)

Leads generated (6:1)

Succession Planning
Succession planning refers to the plans a company makes to fill its most important executive positions. It includes the following activities: Analysis of the demand for managers and professionals by company level, function, and skill. Audit of existing executives and projection of likely future supply from internal and external sources. Planning of individual career paths based on objective estimates of future needs and drawing on reliable performance appraisals and assessments of potential.

Succession Planning
Career counseling undertaken in the context of a realistic understanding of the future needs of the firm, as well as those of the individual. Accelerated promotions, with development targeted against the future needs of the business. Performance-related training and development to prepare individuals for future roles as well as current responsibilities. Planned strategic recruitment not only to fill short-term needs but also to provide people for development to meet future needs.

Management Replacement Chart Showing Development Needs of Future Divisional Vice President
Figure 54

Selection and Placement

Selection is the process of gathering legally defensible information about job applicants in order to determine who should be hired for long- or short-term positions. Placement is concerned with matching individual skills, knowledge, abilities, preferences, interests, and personality to a job.

Major selection & Placement issues

How to collect information on job applicant How to make selection and placement decision How selection can be used to improve the profitability of the company How selection ties into the basic philosophy of a company

Considerations in the Choice of Selection Techniques

Predictors Reliability Validity Criteria Selection decisions in organizations are generally made on the basis of job applicants' predictor scores on various tests. These tests predict how well applicants, if hired, will perform. The usefulness of predictors depend on their reliability and validity

Basic Testing Concepts--Validity

Test validity answers the question: "Does this test measure what it's supposed to measure? Whether the performance on the test is a valid predictor of subsequent performance on the job? There are two main ways to demonstrate a test's validity, criterion validity and content validity. Criterion validity -- A type of validity based on showing that scores on the test (predictors) are related to job performance (criterion). Content validity -- A test that is content valid is one in which the test contains a fair sample of the tasks and skills actually needed for the job in question.

Validation process consists of five steps:

Step 1. Analyze the Job:
To define what you mean by "success on the job." The standards of success are called criteria. You could focus on production-related criteria (quantity, quality, and so on), personnel data (absenteeism, length of service, and so on), or judgments of worker performance by persons like supervisors).

Validation process consists of five steps:

Step 2. Choose Your Tests :
Choose tests that you think measure the attributes (predictors) important for job success. This choice is usually based on experience, previous research, and "best guesses."

Validation process consists of five steps:

Step 3.Administer Test:
Concurrent validation: administer the tests to
employees presently on the job. You then would compare their test scores with their current performance.

Predictive validation: the test is administered to

applicants before they are hired. After they have been on the job for some time, you measure their performance and compare it to their earlier tests.

Validation process consists of five steps:

Step 4. Relate Test Scores and Criteria
To determine the statistical relationship between (1) scores on the test and (2) performance through correlation analysis.

Step 5. Cross-validation and Revalidation.

performing steps 3 and 4 on a new sample of employees

Types of Job Applicant Information

Skills, Knowledge, and abilities Personality, interests, and preferences Other characteristics
licenses required by law. Willingness to travel or work split shifts, weekends. Uniform requirements Tools required on the job and not provided by the employer.

What are Disney Worlds 40 Interviewers most interested in?

Not cognitive ability. Only applicants seeking a job that involves handling cash take a simple math test. We are looking for personality. We can train for skills. We want people who are enthusiastic, who have pride in their work, who can take charge of a situation without supervision. Q: What kind of employee attitudes or values is required by your organization?

What are you looking for?

Bill Gates has been quoted as looking for four essential qualities in new hires: ambition, IQ, technical experience, and business judgment, with IQ most important. At Lincoln Electric, hiring is done very carefully because employees are expected to make a life-time commitment to the company. Lincoln selects for both the desire to succeed and the capacity for growth. Q: What are the most important qualities in your organization?

Obtaining the information

Application Interviews Written test Reference verification Other test

Biographical information blank and biodata test

Date month & Name & Adress of TEL no. May year Employer we call? Salary Reason for Position leaving

Biodata tests are records of past achievements and activities such as what you did in high school.

Work Samples and Simulations

Also called performance teststest the ability to do something rather than the ability to know something. The basic procedure of work sample tests is to choose several tasks crucial to performing the job in question and test applicants on each. Their performance on each task is monitored by an observer who indicates on a checklist how well the applicant performs that tasks. EX)

Management Assessment Centers

In a two- to three-day management assessment center 6 to 12 management candidates perform realistic management tasks (like making presentations) under the observation of expert appraisers; each candidates management potential is thereby assessed or appraised.

Management Assessment Centers

In-basket exercise
Realistic situations and problems encountered on the job are written on individual sheets of paper and set in the in-basket. The applicant is then asked to arrange the papers by priority. Occasionally, the applicant may need to write an action response. The problems or situations described to the applicant involve different groups of people--peers, subordinates, and those outside the organization. The applicant is usually given a set time limit to take the test and is often interrupted by phone calls meant to create more tension and pressure.

Management Assessment Centers

The leaderless group discussion. A leaderless group is given a discussion question and told to arrive at a group decision. The raters then evaluate each group member's interpersonal skills, acceptance by the group, leadership ability, and individual influence.

Management Assessment Centers

Management games.

Participants engage in realistic problem solving, usually

as members of two or more simulated companies that are competing in the marketplace. Individual presentations Objective tests. All types of paper-and-pencil tests of personality, mental ability, interests, and achievements might also be a part of an assessment center. The interview. The participants current interests, background, past performance, and motivation are assessed.

Validity of Various Selection Devices

PREDICTOR Cognitive Ability and Special Aptitude Personality Interest Physical Ability Biographical Information Interviews Work Samples Seniority Peer Evaluations Reference Checks Academic Performance Self-Assessments Assessment Centers VALIDITY Moderate Low Low Moderate-High Moderate Low High Low High Low Low Moderate High