Class 5

1. Class 5 Staffing and Employee Separation

2. Today’s agenda • HR planning • HR hiring • Recruitment • Selection • Video “Filtering the labour market” • Overview of Chapter 6 on employee separation

3. HR planning • Corporate strategy HR strategy  HR objectives • Forecast demand of HR (qualitative, quantitative) • Forecast supply of HR (internal, external) • Develop an HR plan to close the gap (long-term, short-term) • Implement the HR plan • Appraise and control the HR plan (HRIS)

4. The Hiring Process Recruitment Selection Socialization

5. Recruitment: Job posting • List only requirements that are absolutely necessary to perform the job (use current job description) • List the minimum qualifications and specifications • Do not misrepresent the job to make it look more appealing • Use gender-neutral language • Do not imply conclusions about what kind of person is capable of performing the job • Give information about the working environment, career development, benefits • Create a positive image of the organization • Include full contact information

6. Selection: Items to be avoided on the application form • Appearance (race, colour, eyes, hair or weight) • Gender • Family and marital status • Age • National or ethnic origin • Social Insurance Number • Religion • Disability • Sexual orientation • Substance Addiction • Criminal conviction

7. Selection: tests • Potential source of systemic discrimination • Need to accurately predict KSAs • Tests need to be reliable and valid • Ability tests – need to be performance related • Work-sample tests – highly valid • Personality tests – apply with caution • Drug tests – legally ambiguous • Honesty tests – controversial • Graphology tests – dubious validity • Assessment centres, in-basket exercises

8. Selection: interview • Avoid the same illegal issues as on the application form • Use structured interview (script), make notes • Base the questions on the job posting and job analysis • Use behavioural interview to assess the overall fit of the candidate • Do not get too informal

9. Selection: reference checks • Controversial issue • Important to perform to avoid legal liability of negligent hiring • Who gives references? • Often performed only upon the employee written authorization • Letters of recommendation – high degree of positivity

10. Current staffing challenges • Inadequacy between the required job skills and the existing labour pool • “Making” versus “buying” staffing decisions • Under-qualified versus over-qualified applicants • Any other challenges?

11. Employee separation (Chapter 6) • Costs and benefits of separations • Voluntary and involuntary separations • Dismissal and layoff • Early retirement • Alternatives to layoffs • Procedure of layoff • Outplacement – assistance in finding a new job

12. Bottom – line of Class 5 • HR planning addresses the gap between HR demand and supply • Job posting should contain only the most essential requirements, specifications, and minimum qualifications • There is a list of illegal issues that should not be included in the application forms and asked in interviews • Recruiters have to be careful when using tests as a selection tool as they might not be valid predictors of employee future performance • Do not perform unauthorized reference checks!