1. 1 Chapter 1 An Introduction to Recruitment and Selection

2. What are the foundations/important basic elements of recruitment and selection? THE BIG QUESTION #1 © 2013 by Nelson Education2

3. How do changes in the following have an impact recruitment and selection : Technology Global competition Shifting labour force demographics Government regulation Societal pressures for conformity to ethical/ human rights standards THE BIG QUESTION #2 © 2013 by Nelson Education3

4. How do these fit generally/specifically into organization structures and HR practice? Recruitment and Selection Compensation and Benefits Employee and Labour Relations Occupational Health, Safety, and Wellness Compliance Training and Development Planning and Risk Management

5. © 2013 by Nelson Education5 Why Recruitment and Selection Matter  Best practices in recruitment and selection: ◦ Involve the ethical treatment of job applicants throughout the recruiting and hiring process ◦ Result from HR professionals following the accepted standards and principles of professional associations ◦ Are legally defensible (e.g., Human Rights legislation) ◦ Reduce employee turnover and increase productivity ◦ However, they are not ‘perfect’ practices

6. © 2013 by Nelson Education6 ◦ Are responsible for a firm’s relative profit ◦ Correlate with an organization’s long-term profitability and production ratios ◦ Help to establish employee trust ◦ Improve the Knowledge, Skills, Abilities, and Other Attributes (KSAO’s) of current and future employees, increase motivation, and retain high quality workers Why Recruitment and Selection Matter (cont)

7. © 2013 by Nelson Education7 1. How has your experience influenced your preferred career track in human resources? 2. Is it important to engage with professional associations activities? Class Activity

8. © 2013 by Nelson Education8 Basic Terms and Concepts  Recruitment: the generation of an applicant pool for a position or job in order to provide the required number of candidates for a subsequent selection or promotion program

9. © 2013 by Nelson Education9 Basic Terms and Concepts (cont)  Selection: the choice of job candidates from a previously generated applicant pool in a way that will meet management goals and objectives as well as current legal requirements

10. © 2013 by Nelson Education10  Global Competition  Rapid Advances in Technology and Internet  Changing Work-Force Demographics  Economic Context  Type of Organization  Organizational Restructuring  Redefining Jobs  Changing Best Practices Social/Economic Factors Affecting Recruitment and Selection

11. © 2013 by Nelson Education11 Social/Economic Factors Affecting Recruitment and Selection (cont)  Global competition: index is based on economic, social, and political globalization ◦ Increasing globalization has changed the level of competition  Rapid advances in technology and the Internet: employers expect new hires to be computer literate ◦ Hiring through e-recruiting – e.g. HIREVUE

12. © 2013 by Nelson Education12  Changing work-force demographics: abolition of mandatory retirement at age 65 creates less room for new entry-level employees  Economic context: supply and demand of jobs and people (e.g., economic booms, recessions) Social/Economic Factors Affecting Recruitment and Selection (cont)

13. © 2013 by Nelson Education13  Types of organizations: ◦ Public sector: both federal- and provincial- formalized recruitment and selection systems ◦ Private sector: may vary depending on the type and size of the business/industry ◦ Union shop ◦ For profit/Not for profit  Organizational restructuring: workforce that is approaching retirement, flattening of organizations Social/Economic Factors Affecting Recruitment and Selection (cont)

14. © 2013 by Nelson Education14 Social/Economic Factors Affecting Recruitment and Selection (cont)  Redefining jobs: workers need a wide range of skills in order to do their job; the “gig economy” and contract labour  Changing best practices: employers must have in place HR strategies for recruiting, identifying, and selecting employees who will contribute to the overall effectiveness of the organization

15. 1. Develop Recruitment Strategy 2. Develop the Applicant Pool 3. Screen the Applicant Pool 4. Review and Selection of Job Applicants 5. Evaluate the Recruiting and Selection Effort. 15 Elements of a Recruitment and Selection Action Plan

16. Figure 1.1: Example of a Human Resources System

17. © 2013 by Nelson Education17 A Systems View of HR  Two basic principles underlie the model presented in Figure 1.1 (pp. 13-14) ◦ Principle 1: HRM must carefully coordinate its activities with the other organizational units and people if the larger system is to function properly ◦ Principle 2: HR managers must think in systems terms and have the welfare of the whole organization in mind

18. © 2013 by Nelson Education18 Recruitment and Selection Today 1.3  Examples of Professional Associations Involved in Recruitment and Selection: ◦ Canadian Council of Human Resources Associations (CCHRA): http://www.cchra.cahttp://www.cchra.ca ◦ Canadian Psychological Association (including the Canadian Society for Industrial and Organizational Psychology): http://www.cpa.cahttp://www.cpa.ca ◦ Human Resources Professional Association: http://www.hrpa.ca http://www.hrpa.ca

19. © 2013 by Nelson Education19  HR functions: ◦ Must keep abreast of developments in their field through continuous learning ◦ Responsible for knowing the latest legal and scientific information related to R & S ◦ Responsible for implementing policies and procedures in accordance with accepted professional standards Recruitment and Selection and the HR Profession

20. © 2013 by Nelson Education20 The CHRP Edge Notebook 1.2 There are six characteristics that define a profession: 1.A common body of knowledge 2.Agreed performance standards 3.A representative professional organization 4.External perception as a profession 5.A code of ethics 6.An agreed certification procedure

21. © 2013 by Nelson Education21  Ethics: the determination of right and wrong; the standards of appropriate conduct or behaviour for members of a profession; what those members may or may not do An Introduction to Professional Issues and Ethical Standards

22. © 2013 by Nelson Education22 An Introduction to Professional Issues and Ethical Standards (cont)  Professional standards: provide guidance on how HR professionals should behave in certain situations including the use of employment tests

23. © 2013 by Nelson Education23  Applicant testing: ethical dilemmas frequently occur during the testing of job applicants with various selection tools  Employment interview: subject to the same set of regulations as any other employment test and must meet professional standards when used in making high-stakes decisions Ethical Dilemmas

24. © 2013 by Nelson Education24  SEE Recruitment and Selection Today 1.4, p. 20 Ethical Dilemmas to Consider

25.  The central requirement for any selection tests or assessment procedures is that they accurately assess the individual's performance or capacity to perform essential components of the job in question safely, efficiently, and reliably without discriminating against protected group members… Psychological Testing © 2013 by Nelson Education25

26.  …except where the knowledge, skills, abilities, or other attributes (KSAO’s) can be established as a bona fide occupational requirement (BFOR) Psychological Testing (cont) © 2013 by Nelson Education26

27.  Must be developed in conformity with accepted professional standards to ensure reliability and validity (More on this in Chapter 2) Testing Standards © 2013 by Nelson Education27

28.  Know your limits and hire certified professionals  Recognize basic cautions: 1.Informed consent and applicants right to know 2.Access to results 3.Privacy and Confidentiality 4.Language and Culture 5.Disability Who Can Test? © 2013 by Nelson Education28

29.  Cautions involved in testing should not dissuade HR professionals from incorporating testing into recruitment and selection procedures and practices  However, as with all typical methods: Any test, no matter how reliable and valid, may still provide inaccurate information. Other Concerns: Reliability and Validity © 2013 by Nelson Education29

30. © 2013 by Nelson Education30 Useful HR Websites  Human Resources–Related Organizations ◦ Academy of Management http://www.aomonline.org http://www.aomonline.org ◦ Administrative Sciences Association of Canada http://www.asac.ca http://www.asac.ca ◦ American Psychological Association http://www.apa.org http://www.apa.org ◦ BC Human Resources Management Association http://www.bchrma.org http://www.bchrma.org ◦ Canadian Psychological Association http://www.cpa.ca http://www.cpa.ca ◦ Canadian Society for Industrial and Organizational Psychology http://psychology.uwo.ca/csiop http://psychology.uwo.ca/csiop

31. © 2013 by Nelson Education31 Useful HR Websites ◦ Canadian Council of Human Resources Associations http://www.cchra.cahttp://www.cchra.ca ◦ Human Resources Association of New Brunswick http://www.hranb.org http://www.hranb.org ◦ Human Resources Association of Nova Scotia http://www.hrans.org http://www.hrans.org ◦ Human Resources and Skills Development Canada http://www.hrsdc.gc.ca http://www.hrsdc.gc.ca ◦ Human Resources Institute of Alberta http://www.hria.ca http://www.hria.ca ◦ Human Resources Management Association of Manitoba http://www.hrmam.orghttp://www.hrmam.org

32. © 2013 by Nelson Education32 Useful HR Websites ◦ Human Resources Professionals Association (Ontario +) http://www.hrpa.cahttp://www.hrpa.ca ◦ International Personnel Assessment Council http://www.ipmaac.org http://www.ipmaac.org ◦ International Public Management Association for Human Resources http://www.ipma-hr.orghttp://www.ipma-hr.org ◦ Ordre des conseillers en ressources humaines agréés http://www.rhri.orghttp://www.rhri.org ◦ Saskatchewan Association of Human Resource Professionals http://www.sahrp.cahttp://www.sahrp.ca

33. © 2013 by Nelson Education33 Useful HR Websites ◦ Society for Human Resource Management http://www.shrm.org http://www.shrm.org ◦ Society for Industrial and Organizational Psychology http://www.siop.orghttp://www.siop.org  Human Resources Information Sources ◦ Canadian Business http://www.canadianbusiness.com http://www.canadianbusiness.com ◦ Canadian HR Reporter http://www.hrreporter.com http://www.hrreporter.com ◦ Globe and Mail Report on Business http://www.reportonbusiness.com http://www.reportonbusiness.com

34. © 2013 by Nelson Education34 Useful HR Websites ◦ HR Focus http://www.hrfocus.co.zahttp://www.hrfocus.co.za ◦ HR-Guide.com http://www.hr-guide.comhttp://www.hr-guide.com ◦ HR Magazine http://www.shrm.org/hrmagazinehttp://www.shrm.org/hrmagazine ◦ HRN Management Group http://www.hronline.com http://www.hronline.com ◦ Occupational Outlook Quarterly Online http://www.bls.gov/opub/ooq/ooqhome.htm http://www.bls.gov/opub/ooq/ooqhome.htm ◦ People Management http://www.peoplemanagement.co.uk http://www.peoplemanagement.co.uk ◦ Statistics Canada http://www.statcan.gc.cahttp://www.statcan.gc.ca ◦ Workforce Management http://www.workforce.com http://www.workforce.com

35. © 2013 by Nelson Education35  Effective recruitment and selection are important because they contribute to organizational productivity and worker development  Professional associations and groups exist to help HR professionals and their clients through ethical codes/standards of practice Summary

36. © 2013 by Nelson Education36 1. How can HR professionals demonstrate that they add value to a company’s bottom line? 2. Discuss the impact that current socioeconomic conditions are having on recruitment and selection practices. Discussion Questions