Transcript Human Resource Management Recruitment and selection . Engr. Attaullah Shah

Human Resource Management
Recruitment and selection.
By
Engr. Attaullah Shah
BSc. Civil ( Gold Medal), MSc. ( Str. Engg),
MBA, MA ( Eco), MSc ( Envir design) , PGD ( Comp Sc)
PhD Scholar ( UET TAXILA)
Project Director Allama Iqbal Open University
E-mail: [email protected]
[email protected]
Website: www.aiou.edu.pk
Telephone/Fax: 051-9250100
Cell: 0333-5729809
Human Resource Strategy: A People-Centered
Approach

Human Resource Management (HRM)
 The
proactive acquisition, retention, development,
adjustment and managing changes
of human
resources necessary for organizational success.
 HRM has moved from a support staff function
(personnel) to a more strategic role in organizations.

Human Capital or Human Resource.
A
term that recognizes the greater societal value of
developing all present and future work force
participants to their fullest potential.
Is your HRD playing these functions. If No then Why?
People-Centered Organizations
Enjoy a Competitive Advantage

People-centered Practices:
 Protection
of job security
 Rigorous hiring process
 Employee empowerment
 Compensation linked to performance
 Comprehensive training
 Reduction of status differences
 Sharing of key information
HRM activities and Responsibilities of Line Manager and the
HR Department
Activity
Staffing
Retention
Line Manager
Data for job, Min qualification,
integrating strategic plans with HR
plan,
Interviewing
candidates,
making final decision on entry level
hires and promotion
HRD
Job Analysis
HRP
Recruitment & Selection
Employees Laws and Regulations.
Fair Treatment
-Compensation and benefits.
Open Communication, team work, -Health and Safety
performance based pay increases, -Employee Services.
Respect and dignity of employees.
Development
-On
job training,
- Job enrichment,
-Motivational strategies,
-performance feedback to employees,
-Coaching
-Dev legally sound performance Mangt.
-Technical Training
-Moral Surveys
-Managerial and OD
-HR research
Adjustments
-Discipline,
- Investigate Employees Complaints.
-Replacement Services
-Retirement Counseling
-Discharge
-Lay
Managing
Changes
offs
- Provide vision to unit as to where
the Organization is going?
- Provide expertise to manage the overall
process of managing change.
Human Resource Planning
What is planning?
To establish the long term and short objectives and identify
the ways and means to achieve these.
 Planning Types:
- Strategic: Creating the tomorrow’s Org.
- Tactical: Dealing with growth of current operations.
- Operational: Day to day operations.

Human Resource Planning ( HRP)
The process of understanding the available competencies
in an Org and allow the Org to plan for changes to new
jobs required to achieve the Org goals.
Four Phases to HR Planning

“What will we need?”
 Determine

future HR requirements
“What’s available?”
 Determine
future HR availabilities
Internally
 Externally


Reconcile requirements and availabilities
 Anticipate
“gaps”
 Develop action plans

Control and evaluate
HR Planning Process
Losses,
Internal Moves,
Accessions
Other
HR
Activities
Forecasted
HR
Availabilities
Current Workforce
Action
Plans
External & Internal Scanning
Reconciliation
(Gaps)
Business Plans
Organization
Plans
Forecasted
HR
Requirements
Staffing
Activities
HR Planning Strategy

Seven
strategic
staffing
decisions:
Organization
Mission
Goals & Objectives
Organization Strategy
HR Strategy
Staffing Strategy
Acquire or Develop Talent
Staffing as a Lag or Lead System
Specific or General Competencies
Exceptional or Acceptable Workforce Quality
External or Internal Hiring
Active or Passive Pursuit of Diversity
Core or Flexible Workforce
Recruiting and Selection
Recruitment:
The process of generating potential job
candidates for actual or anticipated
organization’s vacancies.
 Selection:
The process of eliminating or sort out those
judged unqualified to meet job and
organizational requirement.
Recruitments is termed positive
Selection is termed negative
Why?

Recruitment, Selection and HR

Recruitment and selection are two-way
processes that affect each other
 Applicants
self-select throughout
recruitment
 Organizations select throughout recruitment
 Recruitment goes on throughout evaluation
of candidates
Recruitment, Selection and HR

Recruitment affects other activities
 Selection
system effectiveness
 Training
 Compensation
 Employee
relations
 Affirmative action goals
 If incumbents are not qualified, recruiters
have to look at different populations
 Overqualified employees become bored
 Public relations activities
Common Recruitment Mistakes

Lack of specificity in job ads
 Too

many unqualified applicants
Word of mouth recruitment used
exclusively
 Perpetuates

the current workforce
Not communicating accurate information
about the job and/or organization
 Employees
may become dissatisfied and leave
Designing Recruitment Programs
Must be integrated into the strategic
planning process
 Must be carefully done

 Potentially
qualified candidates may not hear
of opening
 Treatment candidates receive during
recruitment will impact job choices
Recruitment Philosophy

Internal
advantages
 Easier
to evaluate
applicants
 Less expensive
 Faster
 More familiar with
organization; less
training
 Motivational for
current employees

External advantages
 New
ideas and innovation
 Reduces some training
costs
 Does not disrupt current
organizational chart
 Usually more rapid
accomplishment of
affirmative action goals
 Signal to employees that
business is changing
 Often no viable internal
candidate
Recruitment Strategy
Where to recruit
 Whom to recruit
 How to recruit
 When to recruit
 Choice of recruiters
 Information to communicate

8 steps: The Selection Process:
Screening and Selection
 Completed Application
 Employment tests
 Comprehensive Interviews
 Conditional job offer
 Background Examination
 Medical/Physical tests
 Permanent Job offer

Steps in Developing Selection Tests
Job analysis
Tasks
KSAOs
Test
Systematic processes that define
job (work) content
Elements of work that are
organized around one unique
purpose
Knowledge, skills, abilities & other
characteristics
Anything having an effect on the terms
& conditions of employment
Steps in Developing Selection Tests
Job analysis
Tasks
Tests that measure ability on the task:
Job content valid tests
Examples:
Word processing tests
“Ten-key” tests
Role plays of tasks
Driving tests
Work samples tests
Steps in Developing Selection Tests
Job analysis
Tasks
KSAOs
Examples:
Intelligence tests
Personality tests
Aptitude tests
Ability tests
Tests that measure the underlying KSAO
which the task requires
Screening and Selection Methods
Drug testing
 Integrity tests
 Mental ability tests
 Objective personality and interest
 Employment interviews
 Work sample tests

Recruitment and Selection (cont’d)

Interviewing
 Interviews
are the most common selection tool.
 There is unsubstantiated confidence in the traditional
interview.

Unstructured Interviews
 No
fixed question format or systematic scoring
 Shortcomings:
Susceptible to distortion and interviewer bias
 Open to legal attack; legally indefensible if contested.
 Apparent but no real validity; may not be totally job-related and
possibly invasive of privacy.
 Highly inconsistent in application as selection tool.
 Lack of feedback to interviewers about selection errors.

Recruitment and Selection (cont’d)

Structured Interview
 A set
of job-related questions with standardized
answers.
 Question types used in structured Interviews
Hypothetical situations
 Job knowledge
 Job sample simulation
 Worker requirements


Behavioral Interviewing
 Posing
detailed questions to candidates about their
personal, specific behaviors in actual past job-related
situations.
Common Interviewing Mistakes &
biases
Snap judgments
 Negative bias
 Contrast error (comparing candidates)
 Pressure to hire
 Influence of nonverbal behavior

Why is it important to have an effective
selection process?





Ensure person can perform job (person-job fit).
Ensure person will support organizational culture
(Person-organization fit).
A “fair” selection process helps create a positive
company image.
Turnover is costly – hire the right person in the
first place!
Avoid negligent or illegal hiring.
How to Make Interviews More Valid
Interviews SHOULD be:
 Structured
 Focused
 Standardized
 Job-related
 Situational or behavioral-oriented
 Legal – avoid potentially discriminatory
questions.
Choosing the Right Predictor

Depends on
 The
nature of the job
 Established validity of the predictor
 Selection ratio (ratio of hires to applicants)
 Cost of the predictor
 Adverse impact caused by the predictor
Discussion Questions?
What would be the potential problems with a staffing process in
which vacancies were filled:
• On a lottery basis from among job applicants?
•On a first come-first hired basis?
What would be the advantages of using one of the above processes?
Would it be desirable to hire people only according to the person/job
match, ignoring the person/organization match? Why
Would it be desirable to hire people only according to the
person/organization match, ignoring the person/job match? Why?