Human Resource Management

1. Human Resource Management Chapter 2 HRM - Recruitment

2. Learning Objectives • Understand the importance of recruitment to the organization • Identify the outcomes of the Selection Decision to the organization • Detail the main biases that can occur during the selection process • Implement an effective Recruitment Process

3. Learning Objectives • Understand the function of the interview and types of interview questions that can be employed • Discuss applications of psychometric testing within the recruitment process • Effectively measure the recruitment process

4. Recruitment & The Organization

5. Recruitment & The Organization • Three Main Functions • Attract a pool of suitable candidates • Deter unsuitable candidates from applying • Create a positive image of the organization

6. Recruitment & The Organization • Recruitment Goals • Recruitment Philosophy

7. The Selection Decision

8. Selection Outcomes To The Organization Outcome 1 Accept Good Performers Outcome 2 Reject Poor Performers Outcome 3 Accept Poor Performers Outcome 4 Reject Good Performers

9. The Selection Decision • Outcomes 1 & 3 need to maximized • Outcomes 2 & 4 need to be minimized • Ensuring the reliability and validity of the selection decision is vital to the organization

10. The Selection Decision - Reliability • Internal Reliability • Items of the test consistently measure the same variable • Test-Retest • The extent by which a procedure will yield the same score for the candidate on re-testing

11. Introduction • Recruiting • Once an organization identifies its human resource needs through employment planning, it can begin the process of recruiting potential candidates for actual or anticipated organizational vacancies. Fundamentals of Human Resource Management 8e, DeCenzo and Robbins

12. Introduction • Recruiting brings together those with jobs to fill and those seeking jobs.

13. Recruiting Goals • To provide information that will attract a significant pool of qualified candidates and discourage unqualified ones from applying.

14. Recruiting Goals • Factors that affect recruiting efforts • Organizational size • Employment conditions in the area • Working conditions, salary and benefits offered • Organizational growth or decline

15. Recruiting Goals • Constraints on recruiting effortsinclude: • Organization image • Job attractiveness • Internal organizational policies • Government influence, such as discrimination laws • Recruiting costs

16. Recruiting: A Global Perspective • For some positions, the whole world is a relevant labor market. • Home-country nationals are recruited when an organization is searching for someone with extensive company experience to launch a very technical product in a country where it has never sold before.

17. Recruiting: A Global Perspective • Host-country nationals (HCNs) are targeted as recruits when companies want each foreign subsidiary to have its own distinct national identity. • In some countries, laws control how many expatriates a corporation can send. • HCN’s minimize potential problems with language, family adjustment and hostile political environments.

18. Recruiting: A Global Perspective • Recruiting regardless of nationality may develop an executive cadre with a truly global perspective.

19. Recruiting Sources • Sources should match the position to be filled. • The Internet is providing many new opportunities to recruit and causing companies to revisit past recruiting practices. • Sources: • Internal Searches • Employee Referrals/ Recommendations • External Searches • Alternatives

20. Recruiting Sources The internal search • Organizations that promote from within identify current employees for job openings: • by having individuals bid for jobs • by using their HR management system • by utilizing employee referrals

21. Recruiting Sources The internal search • Advantages of promoting from within include • good public relations • morale building • encouragement of ambitious employees and members of protected groups • availability of information on existing employee performance • cost-savings • internal candidates’ knowledge of the organization • the opportunity to develop mid- and top-level managers

22. Recruiting Sources The internal search • Disadvantages include: • possible inferiority of internal candidates • infighting and morale problems • potential inbreeding

23. Recruiting Sources Employee referrals/recommendations • Current employees can be asked to recommend recruits. • Advantagesinclude: • the employee’s motivation to make a good recommendation • the availability of accurate job information for the recruit • Employee referrals tend to be more acceptable applicants, to be more likely to accept an offer and to have a higher survival rate.

24. Recruiting Sources Employee referrals/recommendations • Disadvantagesinclude: • the possibility of friendship being confused with job performance • the potential for nepotism • the potential for adverse impact

25. Recruiting Sources External searches • Advertisements:Must decide type and location of ad, depending on job; decide whether to focus on job (job description) or on applicant (job specification). • Three factors influence the response rate: • identification of the organization • labor market conditions • the degree to which specific requirements are listed. • Blind box ads don’t identify the organization.

26. Recruiting Sources External searches • Employment agencies: • Public or state employment services focus on helping unemployed individuals with lower skill levels to find jobs. • Private employment agencies provide more comprehensive services and are perceived to offer positions and applicants of a higher caliber. • Fees may be paid by employer, employee or both.

27. Recruiting Sources External searches • Employment agencies: • Management consulting, executive search or headhunter firms specialize in executive placement and hard-to-fill positions. • Charge employers up to 35% of the first year salary • Have nationwide contacts • Do thorough investigations of candidates

28. Recruiting Sources External searches • Schools, colleges, and universities: • May provide entry-level or experienced workers through their placement services. • May also help companies establish cooperative education assignments and internships.

29. Recruiting Sources External searches • Professional organizations: • Publish rosters of vacancies • Placement services at meetings • Control the supply of prospective applicants • Professional organizations also include labor unions.

30. Recruiting Sources External searches • Unsolicited applicants (Walk-ins):May provide a stockpile of prospective applicants if there are no current openings. • Cyberspace Recruiting: Nearly four out of five companies use the Internet to recruit employees. Commercial job-posting services continue to grow.

31. Recruiting Sources Recruitment alternatives • Temporary help services. • Temporary employeeshelp organizations meet short-term fluctuations in HRM needs. • Older workers can also provide high quality temporary help. • Employee leasing. • Trained workers are employed by a leasing company, which provides them to employers when needed for a flat fee. • Typically remain with an organization for longer periods of time.

32. Recruiting Sources Recruitment alternatives • Independent contractors • Do specific work either on or off the company’s premises. • Costs of regular employees (i.e. taxes and benefits costs) are not incurred.

33. Meeting the Organization • View getting a job as your job at the moment. • Preparing Your Resume • Use quality paper and easy to read type. • Proofread carefully. • Include volunteer experience. • Use typical job description phraseology. • Use a cover letter to highlight your greatest strengths. • Don’t forget about networking as an excellent way of gaining access to an organization.