Transcript Recruitment

HRM: Recruitment and Selection
Recruitment and Selection
Acquiring Staff for the
Flexible Firm
Chris Jarvis
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HRM: Recruitment and Selection
Sample Examination Question
A large business wants its HRM recruitment staff to specify the quality
of the recruitment service they will deliver to departments and to
establish service level agreements for recruitment.
a) How will you specify the quality of recruitment services.
b) What issues, procedures and practices will you research?
c) What problems will you encounter in specifying recruitment service
quality?
d) How can service quality be defined in terms of
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functions and activities to be carried out
and
the potential strategic contribution of recruitment to organisational
success and changing culture?
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HRM: Recruitment and Selection
Descriptive-Functional View
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standardisation, risk reduction when filling vacancies
maintaining and delivering a quality service?
strategic, proactive?
prescriptive - model best practice
systematic analysis of requirements: organisational + job levels
transaction processing system: - advertising, applications and
engagement - internal and external markets
ethics and equal opps policies - large + small firms
who does it?
selection methods - reliability, validity and utility (cost effective)
legal constraints and contracts of employment
what could go wrong?
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HRM: Recruitment and Selection
“I'm from recruitment ....... Here’s what I can do for you”
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Specifying the
vacancy
Quality of these
authorisation to recruit
Services
job/role analysis and specification
agree terms and conditions
sourcing/attracting (target groups) in-house vs. external recruitment,
design and administrate communications (boundary transactions)
recommend and use recruitment methods/techniques
process applications and responses
organisation the "programme"
selection: apply the methods (incidental techniques, questionable cohesion?)
make the decisions and administer the offer
finalise the contract
receive/induct
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HRM: Recruitment and Selection
Normative view?
 How we recruit and select reflects organisational culture?
 Presentation of organisational FACE
 orientation to competitive forces
 hire and fire versus “we value our staff”
 the lean, flexible firm - out-sourcing and sub-contracting
 our “core staff” and our core competencies
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HRM: Recruitment and Selection
Descriptive-Behavioural
 Focus on
 actual recruitment experience/behaviour of personnel specialists
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and line managers
Behaviour in front of audiences - on-stage, back stage, off stage
 Critical Evaluative
 How does behaviour compare with textbook normative rhetoric?
 Are the techniques reliable, valid, cost effective?
 Is the process objective or prone to subjective bias?
 Why?
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Decision-making processes
 Psychometric-objective versus
 Subjective, social action process
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HRM: Recruitment and Selection
Vacancy Processing
 involves
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intra-organisational bargaining
Job/role and competence analysis
 observation, interviews, knowledge of roles, skills, imperatives
 Title, reports to, tenure, compensation package, scope of
responsibilities and duties, authority, priorities, budget, staff team,
location, conditions, knowledge, skills, experience, values,
performance standards, problems/objectives, results/priorities,
ideal candidate profile.
copy writing and internal/external advertising
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HRM: Recruitment and Selection
Recruitment assumptions
…based on a psychometric-objective model.
 define job requirements
 ascertain personal qualities – traits and competencies
 match job requirements to person's profile.
 Use techniques to
Routinise and objectivise the process
Reduce the risks
Maximise predictive power
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HRM: Recruitment and Selection
Job description - what use?
 how can the manager operate effectively if he/she does not
understand & cannot define the jobs of their staff?
 shared understanding about what the job is
 reliable, factual definition of scope of job and responsibilities??
 useful for organisational design and analysis of change?
 it helps to minimise conflicts???
 reference point for induction, performance assessment & grading
 a basis for the job advert & recruitment literature
 indicates competencies required - generic + job specific
Dull, boring
Over-bureaucratic
Out-of-date
Written by???
Contractual?
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"Burn the lot of 'em"
Robert Townsend, "Up the Organisation"
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HRM: Recruitment and Selection
Job analysis products
 Job description
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Title, reporting relationships (up, down, sideways, external)
job summary, responsibilities, duties, MbO/R: key result areas, scope
of authority. Position of “organisation chart”. Career/promotion path.
 working conditions
Competencies specification
 levels, range of situations, performance indicators, knowledge/wisdom,
experience, skills (psycho-motor, technical, analytical, literary, spoken,
numeric, social and emotional), personal orientations and motivators.
Personnel specification (person profile)
 characteristics of ideal candidate. Essentials - desireables disqualifiers
Applicant profiles
 built up from evidence/data from forms, interviews, other tests,
references
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HRM: Recruitment and Selection
Job Analysis Orange: Label the Key Result Area segments
Now define the key
tasks of KRA 5
KT1
KT2
KT3
KT4
KT5
KRA 4
KRA 2
KRA 3
KRA 1
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KRA 5
• role demands
• choices, constraints
• ambiguities
• possible overload
• pressures/conflicts
• organisational change
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HRM: Recruitment and Selection
Personnel Specification: Rodger's 7 Point Plan
 physique, health and appearance
 height, build, hearing, eyesight, health, looks, grooming, voice, disability?
 attainments
 education/qualifications (school, HE), job training, experience & learning
 conceptual and reasoning ability
 knowledge-base, perception, intellectual & conceptual capacities, wisdom
 special aptitudes
 physical, verbal (speech/writing), technical, figures, art, music, social?
 interests
 intellectual, cultural, practical, physically active, international, aesthetic
 disposition
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acceptability, relationships, leadership/initiative, motivation and drive,
reliability, stability/adjustment, proactivity, influencing
circumstances
Essential?
 age, plans, domestic ties, mobility, domicile, other
Desireable?
Disqualifier?
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HRM: Recruitment and Selection
Core Competencies (example from major software house)
 People relationships
 Customer relationships management
 Communication and persuasiveness
We sell our
 Business and financial judgement
skills and
 Knowledge sharing/management
abilities!
 Vision, change and accountability
 Drive, motivation, planning and organising
 Problem-solving and decision-making
 People management capabilities
 Role specific technical and specialist capabilities
 Professional standards and values
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HRM: Recruitment and Selection
Finding and attracting candidates
 Sources
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internal: word of mouth, internal vacancy notifications, staff newsletters.
Staff analysis. Career planning
external: where are the candidates located, in what type of job? Local,
national, overseas. Do they want to move? Schools, colleges, careers
centres, job shops, employment fairs.
 Agencies
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recruitment consultants/agencies, head hunters,
media: newspapers, journals, radio, WWW/Internet
advertising
 advertising accounts, writing & designing the copy, targeting the
advert, proof reading, publishing deadlines, costs
The emergence of on-line recruitment - suitable for all jobs?
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HRM: Recruitment and Selection
Attract Candidates - Internal vs. external sources
 Nature of vacancy and open access?
 Internal
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known qualities, locals vs. cosmopolitans
fluid internal market and contribution to culture, rewards/expectations
staff database, career support planning - quicker/cheaper, incestuous?
 External - time consuming, uncertain, new blood, socialisation
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inexpensive, limited choice approaches?
 staff recommendation, on-spec applications, school-college links etc.
expensive, wider access approaches
 head-hunters, general/specialist recruitment agencies, local/national press,
professional & trade journals
poaching/fishing
 Come and live/work in our house - forming, fight/flight, norming & performing
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HRM: Recruitment and Selection
Recruitment Information System
 data in/out flows
 inquiries, application packs (out/in +CVs), requests for references,
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security vetting, invitations for interview + joining instructions, offer
letters, rejections, contract documentation
sources and sinks
 candidates, dept. managers, receptionist, security, referees, clients
data capture/storage? Find/collate, candidates in progress. Printing
volume, handling, copying & distribution, short-listing, briefing.
use of IT - PC networks,word processing, databases, Intranet/Internet,
Data Protection Act, Asylum & Immigration Act
filtering & co-ordination of selection decision-makers?
expenses, agency fees, costing the whole process
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HRM: Recruitment and Selection
Skeletons in cupboards: References & testimonials
 Obligation at law to provide a reference?
 Importance/value of references?
 Reciprocity, validation and reliability. Security
 Costs?
 Consequences for employee (job, mortgage, bank loan).
 Legal issues? Where could it go wrong?
 defamation (false statement & reputation), deceit (intention that
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receiver will act on the reference)
 negligence - duty of reasonable care in compiling the reference,
accuracy (sue for damages/loss)
Organisational policy on giving references?
Right to see what is written about you?
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HRM: Recruitment and Selection
Selection - Statutory rights and requirements
 discrimination in advertising,
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selection methods (direct or
indirect), TU. membership and
activities, pregnant women
in employment + failing to offer job
Remedy to EOC or CRE or ET,
GOQs Sex: physiology,
decency/privacy, living in, singlesex establishments, personal
services, working outside UK
(culture)
GOQs Race: dramatic
performance, authenticity,
restaurants, personal services
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Rehabilitation of Offenders Act
1974
Sex Discrimination Act 1975
Race Relations Act 1976, 2000
Employment Rights Act 1996
Disability Discrim. Act 1997
Asylum and Immigration Act
CRE/EOC Codes of Practice
for advertising and selection
(RRA and SDA)
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HRM: Recruitment and Selection
Selection Tests
 Application form
 Biodata analysis
 Interviews
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one-to-one, panel
formal and informal settings
• reliability
• validity
• utility
• acceptability
 References/security screening
 Ability tests
 paper-based, practical/trade, social
 Aptitude, intelligence and personality
 Group methods & assessment centres
 Work experience/short term contracts
 Medical
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HRM: Recruitment and Selection
The Psychometric-Objective Model
Characterised by
Eternal optimism
Smoothly administered/programmable
Measured, controlled, predictable, systematic search often using
psychometric techniques
Match evidence of competences & stable qualities to job demands
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Compare with "social process" approach
 Interplay between selection events
 Candidate & selector feelings/responses
 organisational negotiations and mutual adjustments
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HRM: Recruitment and Selection
Why an Interview?
 Exchange sufficient & necessary information to decide suitability
 Social and ritual aspects. Audition. Group/power vetting
 Candidate asserts abilities & presents experience.
 Communicate relevant information about job/organisation - objective
& subjective
 Seduce candidate to become an organisational member
 Satisfy candidate - give fair opportunity
 Importance of not over-selling
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HRM: Recruitment and Selection
Interview Strategies
 Frank and friendly
 Problem-solving - “imaging yourself in the job...what would you do
if...?
 Behavioural event - critical experiences - what, why, how, options,
plans, outcomes
 Simulate stress. Put on the spot? Validity? Spurious appeal?
 Strengths and weaknesses of
 individual interviews
 sequential interviews
 panel interviews
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HRM: Recruitment and Selection
Reception
 Schedule for the day
 candidates, Cooks Tour, guides & interviewers, domestics & catering
 receiving applicants
 site security, car parks
 travel and subsistence arrangements
 waiting place
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HRM: Recruitment and Selection
The GASP Interview
Interviewer Preparation
Greeting
Acquiring Information
Supplying Information
Parting
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HRM: Recruitment and Selection
GASP Interview - Greeting
 Move towards
 genuine welcome, positive regard
 Calm, neutral, with no interruptions
 Put at ease, build and maintain rapport
 seating voice, eye contact, warmth and body
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posture.....NVC
Preparation and “contract of interest and expectation”
Opening conversation
CHANGING GEAR - Moving smoothly into main
substance of the interview.
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HRM: Recruitment and Selection
GASP - Acquiring Information
 Listen more - talk less. Ratio % interviewer/interviewee.
 Objectivity vs. personal preference, stereotyping & early judgement
 Not adversarial. Halo, horns and doppleganger effects
 Taking notes (on application form or interview plan)
 Question strategy (preparation)
 Structured conversation
 open-ended questions, probe and link
 direct, leading, trick and taboo questions
 Emphasise biography and experience, explanation and analysis
 Mental agility and hypothetical questions
 Let interview flow but control it: - use space/time
 Non-verbal signals and skills.
 Cover key points (interview plan)
 Summarise periodically and conclude
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HRM: Recruitment and Selection
GASP - Acquiring Information - the Journey
 Recent and significant past jobs/projects
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contributions, events/phases, initiatives, products, achievements and
decisions. Evaluation of strengths and gaps
 Competence embedded in REAL experience
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knowledge/understanding, analytical skill, written/numeric, specialist
attitudes and values, drives and motivation
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the organisation and job - current + prospects
the terms of employment
 Interpersonal relations - the candidate as a person with others
 Education, training, learning and development
 Personal and domestic topics - relevance/irrelevant
 Applicant’s questions about
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HRM: Recruitment and Selection
GASP - The Good Interviewer
….at times
• well-prepared, sharp & in focus, specific & rational
• at other times intuitive, picking up nuances and rationalisations
• at others stepping back to see the whole interaction, fitting things
together and noting the time left and areas to cover....
• Interviewer "genuine regard for the other" helps to relax the
candidate
• clear perception
• allows productive silences & easy asking of questions.
• counteracts habituated boredom in interviews
• intuitive processes as well as the usual thinking, evaluating
ones.
• Legge - descriptive behavioural research interest
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HRM: Recruitment and Selection
GASP Interview: Supplying Information
 cutting it short (horns/halo, premature judgement)
 equal opportunity to all candidates
 intimation of success/rejection (verbals and non-verbals)?
 beware misunderstandings over contractual terms. No promises.
 Communicating a decision
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hints to attractive candidates (in a competitive situation)
intra-organisational bargaining
the decision in writing
subject to references
 giving career advice to rejected candidates?
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HRM: Recruitment and Selection
GASP Interview: Parting
 Signal closure - NVC plus statement
 requires as much skill as opening the interview
 clarify future steps - the remaining interview schedule
 verify
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dates - holidays and availabilities
phone, post
 stand up, move, exchange parting courtesies
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HRM: Recruitment and Selection
“Utilised properly; depending on its exact purpose, the
interview emerges as a valid reliable tool in candidate
assessment. Moreover its flexibility to act as a medium for
mutual preview or as a final stage forum for negotiation
between the parties, renders the interview more useful in
selection than narrowly focused definitions of validity and
reliability can convey”
Anderson and Shackleton, Successful Selection Interviewing,
Blackwell, 1993 pp 69
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HRM: Recruitment and Selection
GASP Interview Issues
 premature decision
 Tentative, pre-determined views seldom altered at interview
 accept/reject within 3-4 min. Gather evidence to confirm first
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impression
 Weak candidates make average candidates look good
 Unstructured interviews vs impression management and
random selection
propositions
 interview practice does not improve performance
 training does
dramatic performance may not reflect job. Interviewee actors.
panel interviews - defer to most influential member. Poor
correlation of views when choice is confidential
psychometric tests - weak evidence but belief and practice strong.
psychometric-objective model vs. social process?
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HRM: Recruitment and Selection
Stereotyping
 What is it? What form does it take?
 How and why does it occur?
 Common stereotypes
 Positive and negative value?
 Problems of signs, signifiers, interpretation.
 Body language.
 Presentation of self - "Front" - stage and audience
 What dangers for fairness and equity?
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HRM: Recruitment and Selection
Assessment Centre Methods
 Group work:
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Problem-solving in team situations, interpersonal skills, listening, thinking
on feet, influencing and coordinating. Realistic/unrealistic scenarios.
Organising/prioritising. Emotional resilience.
 Competence of observer-testers
 Presentations:
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verbal/non-verbal skills, use of media, presentation content. Analysis differentiation of higher/lower order issues, ability to construct a case.
Influencing and argument. Awareness of wider issues and implications.
 Work Demo or Simulation - news reader, drivers, brick-layers, chair
meetings, computer programming, counselling, typing/shorthand,
 Portfolio
• reliability
 Psycho-tests
• validity
• utility
• acceptability
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HRM: Recruitment and Selection
Assessment Centre Programmes
 Programme (battery) of different tests
 Systematic job analysis: performance criteria, skills & behaviours
 Select valid, reliable, cost effective exercises
 Validate the exercises on a sample of subjects
 Train tester-assessors to observe and rate
 Feedback to candidates
 Evaluate the techniques and process outcomes
External & internal candidates?
Psychometric-objective model vs social process
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HRM: Recruitment and Selection
Assessment Centres - identifying promotion potential
 Superior assessments?
 High degree of validity?
 Recognising formal & informal qualities - not all job-related required for organisational success
 Post-assessment centre judgments coloured by knowledge of
individual's performance in the assessment centre
 Assessment centres define and construct potential > discover it.
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HRM: Recruitment and Selection
Competitive advantage and core competencies
 Skill, capability, competence as "keys" to competitive advantage
 Job demands arising from performance oriented organisational
change, TQM & IT initiatives
 Emphasis on managerial competences for performance
 Boyatzis (1982), Bethell-Fox (1992), MCI (1990)
 Communication, leadership, group and decision skills, project
management, entrepreneurship
 Outward-looking, market-focused, team-oriented
 Psychometric assessment techniques e.g. tests of cognitive
ability to identify potential
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HRM: Recruitment and Selection
Intelligence and Aptitude Testing
 verbal fluency & comprehension
 logical & numerical
What is IQ?
 spatial & mechanical
Tests for
 memory
 clerical, apprentice & general staff
GMAT
Graduate Management
Admissions Test
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selection
health, fitness, mental agility
verbal & numerical problems
IT skills
honesty, neurosis, tolerance, ethics?
What employability tests would you use for airline cabin crew?
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HRM: Recruitment and Selection
Personality Tests
 Cattell
16 PF
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warmth
intelligence
emotional stability
dominance
impulsiveness
conformity
boldness
sensitivity
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suspiciousness
imagination
shrewdness
insecurity
radicalism
self-sufficiency
self-discipline
tension
Myers-Briggs
(Type Indicator)
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Introvert
Intuitive
Feeling
Perceptive
Extrovert
Sensing
Thinking
Judging
TYPES
Testing industry - sales + training the testers
Administration? interpretation?
Supplementary information for decision-making?
Predictive value?
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HRM: Recruitment and Selection
The Decision and Follow-up
 Job criteria & information on candidates
 Reaching a consensus, taking a risk?
 Zombie theory of recruitment
 Letters of
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 hold
 rejection
 the offer (risks and uncertainties)
Contract finalisation & documentation
Commencement & induction plan
Organisational communications & reassurances
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HRM: Recruitment and Selection
Evaluation of the Recruitment Process
 costs/methods/effort involved by stage
 DROP-OUT: inquirers applications  seen candidates
 “quality” of short-list per post
 service indicators & client satisfaction/dissatisfaction
 in-house process vs. out-sourcing and agencies
 quality of Equal Opps provision
 job criteria vs. criteria used in action (actor behaviour)
 added PR value - image projected
 SURVIVAL: number retained after 6 months
 recommendations for improvement
Evaluate reliability, validity and utility of methods used
Psychometric-objective model versus social process
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HRM: Recruitment and Selection
Evaluation of Selection Process
 candidate feedback on selection methods & experience
 observation and incident analysis e.g. re-equal opportunities
 selector “self-evaluation”?
 relevance, reliability, validity and utility of selection methods/tests
 recommendations for improvement
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