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For use with Human Resource Management in South Africa 4e by Grobler, Wärnich et al ISBN: 1408019515 © 2010 Cengage Learning CHAPTER 6 Employee recruitment.

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Presentation on theme: "For use with Human Resource Management in South Africa 4e by Grobler, Wärnich et al ISBN: 1408019515 © 2010 Cengage Learning CHAPTER 6 Employee recruitment."— Presentation transcript:

1 For use with Human Resource Management in South Africa 4e by Grobler, Wärnich et al ISBN: © 2010 Cengage Learning CHAPTER 6 Employee recruitment & selection

2 For use with Human Resource Management in South Africa 4e by Grobler, Wärnich et al ISBN: © 2010 Cengage Learning Chapter outcomes Identify different ways that labour markets can be identified and approached Discuss the advantages and disadvantages of internal versus external recruiting Identify internal and external methods of recruiting List and discuss a number of hiring alternatives Explain the HR department's role in the selection process

3 For use with Human Resource Management in South Africa 4e by Grobler, Wärnich et al ISBN: © 2010 Cengage Learning Chapter outcomes (continued) Diagram and discuss the sequence of a typical selection process Discuss several types of selection interviews and some key considerations when conducting these interviews Discuss the merits of references Describe the various decision strategies for selection Explain how legal concerns impact on both recruitment and selection

4 For use with Human Resource Management in South Africa 4e by Grobler, Wärnich et al ISBN: © 2010 Cengage Learning Definitions Recruitment – the process of acquiring applicants who are available and qualified to fill positions in organisations Selection – the process of choosing from a group of applicants the individual best suited for a particular position

5 For use with Human Resource Management in South Africa 4e by Grobler, Wärnich et al ISBN: © 2010 Cengage Learning External labour market Selection activities Recruitment activities Organisation’s need for additional labour Linking the role of recruitment and selection

6 For use with Human Resource Management in South Africa 4e by Grobler, Wärnich et al ISBN: © 2010 Cengage Learning Environment HRP AA & EE Specific requests Satisfactory pool of recruits Manager’s comments JA info Job openings identified Job requirements Internal sources Internal methods External sources External methods The recruitment process

7 For use with Human Resource Management in South Africa 4e by Grobler, Wärnich et al ISBN: © 2010 Cengage Learning Recruitment strategies in a diverse workforce Non-traditional recruitment strategies: –Disadvantaged training programmes –Learnerships/apprenticeships and mentoring programmes –Career exhibitions –Telerecruiting –Diversity data banks

8 For use with Human Resource Management in South Africa 4e by Grobler, Wärnich et al ISBN: © 2010 Cengage Learning Labour markets information Labour market sources –Part-time employees –Underemployed individuals –Pirating Operation of the labour market

9 For use with Human Resource Management in South Africa 4e by Grobler, Wärnich et al ISBN: © 2010 Cengage Learning Recruitment sources Internal sources (Also discuss employee relocation, glass ceiling) External sources (also discuss Peter Principle)

10 For use with Human Resource Management in South Africa 4e by Grobler, Wärnich et al ISBN: © 2010 Cengage Learning Advantages Internal recruitment –  Morale –Knowledge of records –Chain effect of promotion –Need to hire at entry level –Usually faster, less expensive External recruitment –Applicant pool is bigger –New ideas, contact –  Internal infighting –Minimises Peter Principle

11 For use with Human Resource Management in South Africa 4e by Grobler, Wärnich et al ISBN: © 2010 Cengage Learning Disadvantages Internal recruitment –Unhealthy competition –Inbreeding –Morale problem for those not promoted –Strong management development programme needed External recruitment –Destroy incentive of employees to strive for promotion –Individual’s ability to fit in is unknown –Increased adjustment problem

12 For use with Human Resource Management in South Africa 4e by Grobler, Wärnich et al ISBN: © 2010 Cengage Learning Methods of recruitment External methods –Direct applications –Employee referrals –University campus recruiting –Private employment agencies –Advertising –Direct mail –Radio, TV & the Internet

13 For use with Human Resource Management in South Africa 4e by Grobler, Wärnich et al ISBN: © 2010 Cengage Learning Methods of recruitment External methods –Direct applications –Employee referrals –University campus recruiting –Private employment agencies –Advertising –Direct mail –Radio, TV & the Internet

14 For use with Human Resource Management in South Africa 4e by Grobler, Wärnich et al ISBN: © 2010 Cengage Learning Hiring alternatives Assigning overtime Temporary help Leasing employees

15 For use with Human Resource Management in South Africa 4e by Grobler, Wärnich et al ISBN: © 2010 Cengage Learning Recruitment and the law LRA 66 of 1995 BCEA 75 of 1997 EEA 55 of 1998 (amended)

16 For use with Human Resource Management in South Africa 4e by Grobler, Wärnich et al ISBN: © 2010 Cengage Learning Selection An HR responsibility Selection and the law Selection process

17 For use with Human Resource Management in South Africa 4e by Grobler, Wärnich et al ISBN: © 2010 Cengage Learning Framework for selection Organisational goals Job design Job success criterion Job specification Selection instruments

18 For use with Human Resource Management in South Africa 4e by Grobler, Wärnich et al ISBN: © 2010 Cengage Learning Steps in the selection process Initial screening Application blank Pre-employment testing Interviews Reference checks Medical examination Comply? Yes/No Reject Job offer

19 For use with Human Resource Management in South Africa 4e by Grobler, Wärnich et al ISBN: © 2010 Cengage Learning Initial screening (step 1) Removing obviously unqualified/undesired applicants Critical job specifications or requirements of EEA CV red flags CV tracking system

20 For use with Human Resource Management in South Africa 4e by Grobler, Wärnich et al ISBN: © 2010 Cengage Learning Application blank (step 2) Information obtained is compared to JS to determine if there is a potential match Weighted application blank CV method Uses of application blank

21 For use with Human Resource Management in South Africa 4e by Grobler, Wärnich et al ISBN: © 2010 Cengage Learning Pre-employment testing (step 3) Reliability of a test refers to consistency of measurement, usually across time but also across different raters Validity is the extent to which scores on a test or interview correspond to actual job performance

22 For use with Human Resource Management in South Africa 4e by Grobler, Wärnich et al ISBN: © 2010 Cengage Learning Pre-employment testing (continued) Employment Equity Act Section 8 of Chapter II Managerial selection devices –Assessment centres

23 For use with Human Resource Management in South Africa 4e by Grobler, Wärnich et al ISBN: © 2010 Cengage Learning Interviews (step 4) Purpose of the interview: (1)Does the applicant have the ability to perform the job? (2)Will the applicant be motivated to be successful? (3)Will the applicant match the needs of the organisation?

24 For use with Human Resource Management in South Africa 4e by Grobler, Wärnich et al ISBN: © 2010 Cengage Learning Interviews (continued) Reliability & validity of interviews Problems with interview Structured & objective process Effective interviewing: –Setting –Documentation –Standardisation –Scoring –Reviewing specifications –Reviewing the application blank –Training the interviewer –Job-related questions

25 For use with Human Resource Management in South Africa 4e by Grobler, Wärnich et al ISBN: © 2010 Cengage Learning Interviews (continued) Types of interviews –One-on-One –Panel Structured interview (directive/patterned) Unstructured (not advisable) Realistic job preview

26 For use with Human Resource Management in South Africa 4e by Grobler, Wärnich et al ISBN: © 2010 Cengage Learning Reference checks (step 5) Methods (personal visits, telephonic, mail) Telephone – advantages: –Immediate clarification –More information –Relatively little expense –Additional areas –A structured form

27 For use with Human Resource Management in South Africa 4e by Grobler, Wärnich et al ISBN: © 2010 Cengage Learning Reference checks (continued) Personal references –Verify data received on application blank –Evaluate the quality of the personal recommendation –Determine how well the person knows the applicant Previous employers

28 For use with Human Resource Management in South Africa 4e by Grobler, Wärnich et al ISBN: © 2010 Cengage Learning Medical examination (step 6) After job offer has been made Contingent to passing the medical examination EEA Section 7(1) and (2) & Section 50(4) –Can test if it can be justified

29 For use with Human Resource Management in South Africa 4e by Grobler, Wärnich et al ISBN: © 2010 Cengage Learning The selection decision Compensatory selection – all applicants who pass the initial screening will be tested, interviewed etc Multiple hurdles selection – applicant needs to pass each hurdle (step)

30 For use with Human Resource Management in South Africa 4e by Grobler, Wärnich et al ISBN: © 2010 Cengage Learning Record keeping EEA LRA Keep complete set of records of the recruitment and selection process Proof of non-discrimination Keep documents such as advertisements, contract with employment agencies etc

31 For use with Human Resource Management in South Africa 4e by Grobler, Wärnich et al ISBN: © 2010 Cengage Learning Summary Recruitment requires the HR specialist to acquire a pool of available and qualified applicants. The recruiters can tap a variety of sources, including current employees, part-time workers, the unemployed and employees of other organisations who feel they are underemployed. Job-posting programmes are widely used to recruit applicants for positions. New voic and electronic-mail systems offer several advantages over traditional bulletin boards. Effective recruitment advertising has increased because of the use of common marketing research tools. The need for advertising has increased because of dual-career couples and a general unwillingness to relocate on the part of professional and technical employees. Current employees are the most common source of applicants for higher-level positions. They offer the organisation several advantages over external applicants and give all employees the incentive of knowing that they may be promoted as a reward for hard work.

32 For use with Human Resource Management in South Africa 4e by Grobler, Wärnich et al ISBN: © 2010 Cengage Learning Summary Overtime, temporary help and leasing are alternative sources of additional labour. Depending on the number of hours and skills needed, these recruitment sources may be more desirable than hiring permanent employees. University/school campus recruitment has become more competitive and employers more sophisticated in their methods. A poor economy should signal to students the need to sue innovative job leads. Pre-employment tests can be effective tools in the selection process. If carefully selected, validated and monitored, they can help select applicants who will match the position's requirements. Reference checking has increased in use but has been subjected to legal challenges. Employers can legally provide factual and accurate information, but they should be able to verify any job-related information they release.


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