recruitment and selection hiring the right person

25
Recruitment and Selection: Hiring the Right Person

Post on 22-Sep-2014

13 views

Category:

Documents


0 download

DESCRIPTION

 

TRANSCRIPT

Page 1: Recruitment And Selection Hiring The Right Person

Recruitment and Selection: Hiring the Right Person

Page 2: Recruitment And Selection Hiring The Right Person

Learning Objectives

2

At the end of this module, students will understand the:Methods used by organizations to

recruit and select employees.Legal issues that affect recruitment and

selection.HR’s role in the recruitment and

selection process.Role of supervisors and peers in the

recruitment and selection of team members.

Page 3: Recruitment And Selection Hiring The Right Person

Hiring the Right Person: Recruitment

3

RECRUITMENTThe process of attracting individuals in

sufficient numbers with the right skills and at appropriate times to apply for open positions within the organization.

Page 4: Recruitment And Selection Hiring The Right Person

Recruitment Issues

4

Alternatives to recruitment:Outsourcing.Contingent labor.Part-time employees.Overtime.

Costs of recruitment and selection:Replacing supervisory, technical and

management personnel can cost from 50 percent of salary to several hundred percent of salary.

Page 5: Recruitment And Selection Hiring The Right Person

Internal Environment

5

Promotion from within:Advantages:

Promotion as a reward for good work.Motivational tool for other employees.Promoted employee gets up to speed

must faster in his or her new job. Disadvantages:

Must fill the position vacated by the promoted employee.

Lack of new ideas and creativity that may come from a new person.

Jealousy from those not promoted.

Page 6: Recruitment And Selection Hiring The Right Person

Internal Environment

6

Nepotism: Hiring relatives. Does your organization have a policy on

nepotism?May be discriminatory.Must ensure individuals are not in

supervisory positions managing their own relatives.

May create issues of favoritism.

Page 7: Recruitment And Selection Hiring The Right Person

External Environment

7

Labor market conditions:Strong economy = difficulty hiring.Weak economy = too many applicants.

Page 8: Recruitment And Selection Hiring The Right Person

Discrimination Issues in Recruiting

8

Civil Rights Act.Age Discrimination in Employment Act.Disabilities Act Local regulations can add further

protections against discrimination.

Page 9: Recruitment And Selection Hiring The Right Person

Internal Recruitment

9

Job Posting: The process of announcing job openings to employees.Job information must be made available

to all employees.Ensure minority workers and

disadvantaged individuals are aware of job opportunities.

Employee cynicism occurs when there is not “equal” opportunity for open positions.

Employee Referrals:Some believe this is the route to the

best employees.Can perpetuate discriminatory hiring

practices.

Page 10: Recruitment And Selection Hiring The Right Person

External Recruitment

10

Employment agencies.Executive search firms.In-house recruiters.Local advertising:

Newspaper.Multimedia.

Internships.Job fairs.College recruiting.Walk-in candidates.

Page 11: Recruitment And Selection Hiring The Right Person

Internet Recruiting

11

Advantages:Inexpensive.Quick and easy to post announcement.Responses arrive faster and in greater

quantity.Will generate a wider range of applicants.Applicants can be screened by computer.Some selection tests can be administered by

computer.Automated applicant tracking.

Disadvantages:Ease of submission will result in a lot of

applicants, many whom are not qualified.May take more HR time to sort through the

greater quantity of applicants.

Page 12: Recruitment And Selection Hiring The Right Person

Recruitment for Diversity

12

An ethnically diverse workforce enhances creativity and may facilitate expansion into global markets.

Recruiting must generate applicants from a wide variety of individuals.

Train recruiters to use objective standards.

Include pictures of minority and disabled employees on recruitment flyers.

Make sure ads and interviews are bi-lingual.

Page 13: Recruitment And Selection Hiring The Right Person

HR Dilemma: Employee Referrals

13

An organization starts an employee referral program to find employees for its assembly plant. The program is very effective, but no candidates from protected groups are referred or hired.

1. Could the organization be guilty of discrimination?

2. Should the organization abandon its referral program?

Page 14: Recruitment And Selection Hiring The Right Person

The Employment Application

14

Applications must include:Applicant information.Applicant signature certifying validity of information.Statement of employment at will, if permitted.Permission from the applicant for reference check.

Avoid the following:Discriminatory information.Citizenship and Social Security data. Information on past use of FMLA, ADA or Workers’

Compensation.Disability information.Past salary levels.Birth date or education dates.Driver’s license information, unless driving is a job

requirement.

Page 15: Recruitment And Selection Hiring The Right Person

Screening Interview

15

Usually conducted by telephone.Not done in all organizations.A few straight-forward questions.Can eliminate those less qualified early in

the selection process.

Page 16: Recruitment And Selection Hiring The Right Person

Selection Tests

16

SELECTION TEST: Any instrument that is used to make a decision about a potential employee.(1)

STANDARDIZATION: Uniformity of procedures and conditions related to administering tests.(2)

RELIABILITY: The extent to which a selection test provides consistent results.(2)

VALIDITY: The extent to which a test measures what it claims to measure.(2) Do higher test scores relate to higher success on the job?

(1) Myrna L. Gusdorf

(2) R. Wayne Mondy

Page 17: Recruitment And Selection Hiring The Right Person

Kinds of Selection Tests

17

Cognitive aptitude tests measure reasoning, vocabulary, verbal and numeric skills.

Job knowledge tests measure knowledge regarding a particular job.

Work sample tests allow candidates to demonstrate how they would work on the job.

Psychomotor abilities tests assess the skill level of tasks required on the job.

Personality tests assess traits and personal characteristics. They are used to determine if the applicant is the right fit for the organization.

Vocational interests tests identify occupations in which the candidate is most interested.

Honesty and integrity tests try to measure a candidate’s truthfulness .

Page 18: Recruitment And Selection Hiring The Right Person

Interviewing Candidates

18

Team or individual interviewer?Structured or patterned interview:

Pre-set questions asked of all candidates.Nondirective interview:

Minimum of questions, not planned in advance.Open-ended questions; interviewer follows the

candidate’s lead. Situational and problem-solving interview:

Candidate describes how he or she would solve a problem.

Behavioral interview:Candidate describes how he or she responded

to a specific situation.

Page 19: Recruitment And Selection Hiring The Right Person

Background Verification and Reference Checks

19

The importance of checking:40 percent of applicants lie about work

histories and educational backgrounds.20 percent of applicants falsify

credentials and licenses.30 percent of applicants make

misrepresentations on their resumes.

Page 20: Recruitment And Selection Hiring The Right Person

Legal Liability

20

DEFAMATION: The act of harming the reputation of another by making a false statement to a third party.(1)

NEGLIGENCE: The failure to exercise the standard of care that a reasonably prudent person would have exercised in the same situation.(1)

[1] Garner, B. A. (Ed.). (1999). A handbook of basic law terms. St. Paul, MN: West Group.

Page 21: Recruitment And Selection Hiring The Right Person

Legal Liability - Negligence

21

NEGLIGENT REFERRAL: The legal risk incurred when a past employer fails to warn a potential employer of the inherent danger presented by a former employee.(1)

NEGLIGENT HIRING: The liability incurred when failing to conduct a reasonable investigation of an applicant’s background and then assigns a potentially dangerous person to a position where he or she can inflict harm. .(1)

(1) Mondy, R. W. (2008). Human resource management (10th ed.). Prentice Hall, NJ: Pearson

Page 22: Recruitment And Selection Hiring The Right Person

The Job Offer

22

Making the job offer:May be done by phone, letter or in

person.Make arrangements for further

conditions:Physical exam and drug screen.

Discuss salary and benefits:Avoid quoting an annual salary.

Realistic job preview,Verify employment eligibility:

I-9 form.

Page 23: Recruitment And Selection Hiring The Right Person

HR Dilemma: I-9 Verification

23

A landscaping company requires all legal aliens to provide a permanent resident card at the point of hire. The company hires a worker and verifies that his permanent resident card is legal. Two weeks after starting the job, the company and the employee fill out the I-9 form for the employer’s files.

1. Is the company in violation of the Immigration Reform and Control Act?

2. What changes in procedures would you suggest to the company?

Page 24: Recruitment And Selection Hiring The Right Person

Evaluating the Recruitment and Selection Process

24

Cost:Did you stay within your recruitment

budget?Time:

How long did it take you to fill the position?

Quality:Were your applicants well qualified for

the job?Longevity:

What about turnover? Do your new hires stay for the long term?

Page 25: Recruitment And Selection Hiring The Right Person

25

CONGRATULATIONS!You have a new employee!