Transcript Diapositiva 1 - fabionoia.it

HUMAN RESOURCE
How do HR generate a pool
of capable people to apply
for employment? How do
they assess suitability for
succession to a job?
Edited by Fabio Emanuele Noia, Link Campus University of Malta, 2006
Chapter 7
Recruitment & Selection
Freely Inspired from Bratton J., Gold J., Human Resource Management,
Theory and Practice, Palgrave, 2003
http://www.palgrave.com/business/brattonandgold/
Recruitment
____________
The process of
generating a pool of
capable people to
apply for
employment to an
organization.
Freely Inspired from Bratton J., Gold J., Human Resource Management,
Theory and Practice, Palgrave, 2003
Selection
____________
The process by which
managers and others use
specific instruments to
choose from a pool of
applicants a person or
persons most likely to
succeed in the job(s),
given management goals
and legal requirements.
Freely Inspired from Bratton J., Gold J., Human Resource Management,
Theory and Practice, Palgrave, 2003
Stages of recruitment and
selection
____________
Internal and external factors + job
analysis

Human Resource Planning

Recruitment

Pool of applicants

Selection

Job Performance
Freely Inspired from Bratton J., Gold J., Human Resource Management,
Theory and Practice, Palgrave, 2003
Psychological contract
____________
Recruitment and selection are vital
stages in the formation of the
expectations that form such
acontract.
A contract which is key for
organizational commitment and
motivation.
Two-way flow of communication is
needed as employees select an
organization and the work on offer
as much as employers select
employees.
Mutual and reciprocal
understanding of expectations
Freely Inspired from Bratton J., Gold J., Human Resource Management,
Theory and Practice, Palgrave, 2003
Legal context
____________
R&S practices are bound
by the law of the land.
These have been notorious
areas for demonstrating
prejudiceand subjective
influence, which could wel
result in infringements
under legislation dealing
with discrimination.
Freely Inspired from Bratton J., Gold J., Human Resource Management,
Theory and Practice, Palgrave, 2003
3 forms of discrimination
____________
Direct (treated less favourably
based on gender, race ethnicity,
disability, …)
Indirect (a requirement not been
shown to be justified apparently
treats everyone equally but has a
disproportinate effect on a particular
group – applicant should be 1.85 m
tall)
Victimization (individuals are
discriminated against because they
have exercised their rights under
the law).
Freely Inspired from Bratton J., Gold J., Human Resource Management,
Theory and Practice, Palgrave, 2003
Equal pay
____________
For like work
Work rated as equivalent
under a job evaluation
scheme
Work of equal value, in terms
of demands made under such
headings as effort, skill and
decision making.
Freely Inspired from Bratton J., Gold J., Human Resource Management,
Theory and Practice, Palgrave, 2003
Diverse workplace
____________
Antidiscrimination legislation
provides the foundation for a
growing interst in diversity at
work, creating a working culture
taht seeks, respects, values and
harnesses difference.
Diversity can provide an
organization with a valuable
resource in competing both
globally and locally
Freely Inspired from Bratton J., Gold J., Human Resource Management,
Theory and Practice, Palgrave, 2003
Attraction
____________
Assumptions:
People have a choise
The contribution they will make
is not totally predictable
Employees will potentially
attempt to retain significant
discretion with respect to the
effort they are prepared to make
and their commitment to
organizations.
Freely Inspired from Bratton J., Gold J., Human Resource Management,
Theory and Practice, Palgrave, 2003
Attraction
____________
As population grow older many
organization have to adjust to
better appeal to older workers
(Japan)
Reduction of graduate jobs with
increasing supply make difficult
to find employment on
advantageous terms –
overqualification (UK)
Small and medium enterprises
are becoming key sources of
graduate recruitment – less
formal and bureaucratic (Italy).
Freely Inspired from Bratton J., Gold J., Human Resource Management,
Theory and Practice, Palgrave, 2003
Selecting on competency
________________
Woodruffe (1992)
“the set of behavior patterns that
the incumbent needs to bring to
a position (relevant) in order to
perform its tasks and function
with competence”.
Dimensions of behavior that are
distinct and associated with
competent or effective
performance should be
identified and isolated for being
used as a selection basis.
Freely Inspired from Bratton J., Gold J., Human Resource Management,
Theory and Practice, Palgrave, 2003
Attraction: HP Way
Clearly designed to bring about
increased motivation, increased
acceptance fo responsibility,
deepened skills and greater
commitment from workers already
employed within the organization.
Projected images, values, and
information on espoused goals will
inetract with workers in the external
labor market, inclusing both those
employed and those unemployed,
determining the degree of attraction
that potential recruits feel towards
the organization.
The basis for a compatible personorganization fit.
Freely Inspired from Bratton J., Gold J., Human Resource Management,
Theory and Practice, Palgrave, 2003
Attraction Retention
Attrition
If they don’t fit they will
leave (Schneider, 1987)
People are attracted to
an organization on the
basis of their own
interests and
personality.
Freely Inspired from Bratton J., Gold J., Human Resource Management,
Theory and Practice, Palgrave, 2003
Main approaches to attract
Walk-ins
Employee referrals
Advertising
Websites
Professional associations
Educational associations
Professional agencies
Employer Branding
E-recruitment (Monster,
StepStone, Corporate
websites)
Freely Inspired from Bratton J., Gold J., Human Resource Management,
Theory and Practice, Palgrave, 2003
Critical variable in attraction
Cost
Time
Labor market focus
Mobility of labor
Legislation on discrimination
Freely Inspired from Bratton J., Gold J., Human Resource Management,
Theory and Practice, Palgrave, 2003
Job description
Job title
Department
Responsible to:
Relationship
Purpose of Job/overall
objectives
Specific duties and
responsibilities
Physical/economic conditions
Freely Inspired from Bratton J., Gold J., Human Resource Management,
Theory and Practice, Palgrave, 2003
Personnel specification
Physical characteristics
Attainments
General intelligence
Specific aptitudes
Interests
Disposition
Circumstances
Freely Inspired from Bratton J., Gold J., Human Resource Management,
Theory and Practice, Palgrave, 2003
Performance contract
Added up to job
description to better
specify what a job holder
agrees to accomplish over
a period of time,
summarizing the purpose
of a job, how that purpose
will be met over the time
specified and how the
achievement of objectives
will be assessed.
Freely Inspired from Bratton J., Gold J., Human Resource Management,
Theory and Practice, Palgrave, 2003
Succesful attraction
Based on whether it
attracts a sufficient
number of
applicants of the
desired quality
within the budget
set and the time
limit.
Freely Inspired from Bratton J., Gold J., Human Resource Management,
Theory and Practice, Palgrave, 2003
Selection
Good selection involves correct hiring
decisions and cost and time
considerartions.
Correct decisions: depends on
selection process, validity and
reliability of selected techniques;
training of staff involved in the
selection
Costs: cost of people and tools; cost
of inducting and training new staff;
cost of turnover if selected staff are
not retained.
Time: relates to succession plan and
the need to discharge responsibilities
in a timely fashion.
Freely Inspired from Bratton J., Gold J., Human Resource Management,
Theory and Practice, Palgrave, 2003
Tools: interview
Two-way exchange,
key to introduce
company and job to
candidates and
address their
expectations, as well
as eliciting relevant
information; test some
aspects of candidates’
qualities and observe
how they relate to
people and facts.
Freely Inspired from Bratton J., Gold J., Human Resource Management,
Theory and Practice, Palgrave, 2003
Tools: interview –
reliability and validity
•
•
Reliability
From r=0.23 to 0.97 (Median
0.57)
•
•
Validity
From r=0.09 to 0.94 (Median
0.27)
•
The interview seems eficient
in terms of reliability and
validity.
•
Therefore judgement about
suitability for employment
should be made by other
techniques.
Freely Inspired from Bratton J., Gold J., Human Resource Management,
Theory and Practice, Palgrave, 2003
Tools: interview - biases
•
•
•
•
•
Pre-interview
First impressions
Stereotypes
Contrast (the order matters)
Attraction (similarity of
opinions and attitudes)
•
Structure (if varied affect
reliability)
Questions (misleading,
embarassing, …)
Listening (talk too much)
Retention and
interpretation (poor recall
or difficult interpretation)
•
•
•
Freely Inspired from Bratton J., Gold J., Human Resource Management,
Theory and Practice, Palgrave, 2003
Selection: testing
• A psychological test can be defined as
a standardised situation in which
human behavior is sampled, observed
and desribed to produce an objective
and standardised measure.
• A test is made of a number of items
(stimuli) eliciting answers (responses).
Test categories
• Maximum performance – to assess achieved
abiities or potential (intelligence, cognitive
and practical abilities, attitudes,
performance)
• Typical performance – preferences, typical
behavior and ways of being of individuals
(personality, interests, motivation). No right
or wrong.
Maximum performance
• Measurement is through success in
addressing problems, predisposition,
adquired knowledge.
– Intelligence test (General IQ) to assess mental
abilities, development and efficiency
– Attitude test to assess the ability to acquire,
through training, abilities and reaction schemata
– Performance test to assess already acquired
knowledge, abilities and competences (school
tests).
Typical performance
• Personality (relatively stable aspects of
personality).
• Is aimed at profiling individuals, not to
score them against each other.
• Big Five Theories:
Consciensciousness, Openess,
Extroversion, Emotional Stability,
Other classifications
• Objective tests: multiple answers
(standardised)
• Subjective tests: require personalised
input (fill in the blanks)
• Projective tests: ambiguous situations
to be interpreted through individual
projections (fill in the cloud).
Rationale for using testing
• Irregardless of considerations concerning
the commercial success of some products,
in selecting tests for personnel selection /
promotion purposes it is important to assess
the following:
•
•
•
•
•
•
Fit of test within the selection process
Fit of test within selection requirements
Validity and reliability of tests
Availability of proper standard population data
Expert administration and interpretation of outcomes
Overall cost-benefit analysis.
Assessment of drivers’ subjective
mental work-load in a transportation company
– Definition of mental workload in the specific
context
– Identification of interactions between tasks,
resources and context
– Identification of behavioural markers associated
with workload variations
– Further statistical analysis and testing of markers
to define best items for questionnaire.
– Administration and analysis of results
– Recommendation to improve driving
conditions/reduce accident risks
Assessment of drivers’ subjective
mental work-load in a transportation company
– This type of study will permit the company
to understand more about the task itself
and the requirements for those operators
to be assigned to the tasks.
– The outcome can serve as a useful input
for job re-design/improvement and for a
better definition of operator entry /
selection / development requirements.
Assessment Centers
Given the weakness of single
measures organizations are
increasingly combining techniques
adn applying them together at events
referred to as Assessment Centers.
Consist of group discussions, role
plays, simulations, interviews and
tests.
Freely Inspired from Bratton J., Gold J., Human Resource Management,
Theory and Practice, Palgrave, 2003
Realistic Job Preview
Both parties in the recruitment and
selection process are making
decisions, and it is important for an
organization to recognize that high
quality applicants, attracted by the
image of an organization , could be
lost at an early stage unless they were
supplied with realistic organization
and work information.
Applicant have expectations about
how the organization will treat them
(also the kind of tests and interwies
they will be administered – face
validity) and R&S represent an
opportunity to clarify these.
Recruitment is about making a
promise, selection about keeping to it,
properly planning and managing all
moments of true.
Freely Inspired from Bratton J., Gold J., Human Resource Management,
Theory and Practice, Palgrave, 2003
Induction: socialization to work
Suitable candidate will be made an
offer.
The offer will be accepted or rejected
or further negotiated by the candidate.
A contract of employment will be
eventually signed.
Employee will report to his/her new
job on a stated date.
The new employee will be introduced
(abandoned) to office, colleagues and
job, and will be mentored, tutored or
trained to get to expected
performance level as soon as
possible.
Freely Inspired from Bratton J., Gold J., Human Resource Management,
Theory and Practice, Palgrave, 2003
Assignment
___________
On line
recruitment.
Visit:
http://wwwaolr.org
Freely Inspired from Bratton J., Gold J., Human Resource Management,
Theory and Practice, Palgrave, 2003