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Recruitment and Selection: Hiring for the Job or the Organization?

Recruitment and Selection: Hiring for the Job or the Organization?. Module 13. Module Overview. Matching individuals & organizations The recruitment & selection process Organization vs. job analysis Person-job fit vs. person-organization fit The legal environment

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Recruitment and Selection: Hiring for the Job or the Organization?

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  1. Recruitment and Selection: Hiring for the Job or the Organization? Module 13

  2. Module Overview • Matching individuals & organizations • The recruitment & selection process • Organization vs. job analysis • Person-job fit vs. person-organization fit • The legal environment • Strategic issues in recruitment & selection

  3. Relation To The Frame

  4. A Mutual Matching Process Organization Individual Job Requirements Qualifications Rewards Motivation

  5. Stages of the Recruitment & Selection Process

  6. Organization & Job Analysis Process Organization Analysis Recruitment Selection Job Analysis

  7. Organization Analysis • Long- & short-term goals • Staffing needs • Nature of environment • Climate/culture

  8. Job Analysis • Task • Job context • Knowledge • Skill • Ability • Other

  9. Job Rewards • Extrinsic • Intrinsic

  10. Person-Job Fit Match Overqualified Underqualified

  11. Person-Organization Fit • Personality • Goals • Values • Interpersonal skills

  12. Recruiting Issues • Internal vs. external recruiting sources • Recruiting scope & intensity • Recruitment message • Recruitment media

  13. Applicant Pool Quality Best “Best of the Best” Applicant Pool Applicant Pool “Best of the Worst” Worst

  14. Selection Steps • Get applicant KSAO & motivation data • Assess person-job fit • Assess person-organization fit • Decide whom to hire • Make job offer(s)

  15. Selection Methods

  16. Selection Rules-Of-Thumb • Use multiple methods to get KSAOs. • Identify patterns of past behavior. • Simulate job situations when possible.

  17. Evaluating Selection Methods • Reliability • Validity • Utility • Applicant reactions • Adverse impact

  18. Characteristics of a Useful Selection Method • It is reliable. • It is valid. • Its benefits outweigh its costs. • Applicants respond favorably to it. • It does not screen out a disproportionate number of legally protected group members.

  19. Selection: Decision Making • Combining information • compensatory • noncompensatory • Decision rules • top-down ranking • grouping • Job offers

  20. Why Validate? • Legal protection • Sound business decision making

  21. The Half-Million Dollar Investment Note: a 1.5% annual cost-of-living increase is included in these figures

  22. The Legal Environment • Federal laws • State laws • Local laws • Executive orders • Agency guidelines

  23. Race Color Religion Sex National origin Age Disability Handicap Ancestry Prohibited Criteria

  24. Two Types of Illegal Discrimination • Disparate treatment • Disparate impact

  25. Characteristics of Legal Selection Practices • Job-related • essential job functions • business necessity • Standardized • content • administration • scoring

  26. Two Major Strategic Issues • How can HR selection affect an organization’s ability to formulate & implement a successful business strategy? • Should an organization “make” or “buy” its needed human resources?

  27. Three Approaches • Traditional • Staffing as strategy implementation • Staffing as strategy formation

  28. Traditional Approach • Strategy is a contextual feature • Hire for person-job fit • Select best person for a specific job

  29. Staffing as Strategy Implementation • Human resources support strategy • Hire for person-strategy fit • Select best person with needed capabilities

  30. Staffing as Strategy Formation • Human resources can influence strategy formation • Hire for person-organization fit • Hire people with unique or complementary KSAOs

  31. Make or Buy Human Resources? • Make • Hire trainable employees. • Buy • Hire fully trained employees. • Make & buy • Buy fully trained employees for critical jobs. • Hire trainable employees for all other jobs.

  32. Human Resource Flows Upward Lateral Downward Inflows Outflows

  33. The Forest and the Trees

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