Human Resource Management

Recruitment and Selection  Objectives a) Identify the Selection Process b) Legal Environment, Job Relatedness, Validity c) Understand Recruitment Methods and Philosophy d) Selection Methods

Recruitment and Selection Identify the Selection Process Identify the Selection Process Planning / Job Analysis / Legal Compliance Planning / Job Analysis / Legal Compliance Recruitment Recruitment Screening Screening Selection Selection Decision Decision Orientation Orientation

Legal Compliance Fair Labor Standards Act Fair Labor Standards Act Civil Rights Act (1964) Civil Rights Act (1964) Age Discrimination in Employment Act Age Discrimination in Employment Act Americans with Disabilities Act Americans with Disabilities Act Family and Medical Leave Act Family and Medical Leave Act

1.5 pay for every hour beyond 40 hrs / workweek Overtime 16+ years of age, 18 for hazardous jobs Child Labor $5.15 / hour Many exceptions Minimum Wage Exempt vs. non-ExemptKey terms Fair Labor Standards Act (1938)

Not “tort liability”; “make whole remedy” Awards and Damages Job related testing, BFOQ, Seniority System How Defended 15+ Employees Employers Covered Race, Color, Religion, Sex, National Origin Protected Groups Equal Employment Opportunity Commission, Disparate Treatment, Disparate Impact, “right-to-sue” Key terms Civil Rights Act 1964 (Title VII)

Not “tort liability”; “make whole remedy” Awards and Damages Job Related (valid) testing, and promotion and termination techniques How Defended 15+ Employees; EEOC coverage Employers Covered Employees 40+ Protected Groups Pre-employment inquiry Key terms Age Discrimination in Employment Act (1967)

Not “tort liability”; “make whole remedy” Awards and Damages Business necessity How Defended 15+ Employees; EEOC coverage Employers Covered Any who feels they have a disability (incl. drug addicts under rehab) Protected Groups Reasonable Accommodation Key terms Americans with Disabilities Act (1990)

Verification of: l Birth, foster child, adoption l Medical Condition of employer or family member. l 1,250 hours with current employer How Defended 50+ employees w/in 75 mile radius Employers Covered Everyone Protected Groups Unpaid leave Key terms Family and Medical Leave Act (1993)

Legal Compliance (Summary) Legal Environment and Job Relatedness Legal Environment and Job Relatedness “Protected Group” members “Protected Group” members Race, Color, National Origin Race, Color, National Origin Sex Sex Religion Religion Age Age Disability Disability Vietnam Veteran Status Vietnam Veteran Status

Leal Compliance Legal Environment and Job Relatedness Legal Environment and Job Relatedness harassment on the basis of race, color, religion, sex, national origin, disability, or age; harassment on the basis of race, color, religion, sex, national origin, disability, or age; retaliation against an individual for filing a charge of discrimination, participating in an investigation, or opposing discriminatory practices; retaliation against an individual for filing a charge of discrimination, participating in an investigation, or opposing discriminatory practices; employment decisions based on stereotypes or assumptions about the abilities, traits, or performance of individuals of a certain sex, race, age, religion, or ethnic group, or individuals with disabilities; and employment decisions based on stereotypes or assumptions about the abilities, traits, or performance of individuals of a certain sex, race, age, religion, or ethnic group, or individuals with disabilities; and denying employment opportunities to a person because of marriage to, or association with, an individual of a particular race, religion, national origin, or an individual with a disability. denying employment opportunities to a person because of marriage to, or association with, an individual of a particular race, religion, national origin, or an individual with a disability.

Legal Compliance Legal Environment and Job Relatedness Legal Environment and Job Relatedness Disparate Treatment - treating applicants or employees differently because of their membership in a protected class. Requires proof of discriminatory intent. Disparate Treatment - treating applicants or employees differently because of their membership in a protected class. Requires proof of discriminatory intent. Disparate Impact - a facially neutral employment practice that has an unjustified adverse impact on members of a protected class. Requires statistical evidence. Motive not necessary. Disparate Impact - a facially neutral employment practice that has an unjustified adverse impact on members of a protected class. Requires statistical evidence. Motive not necessary.

Legal Compliance Legal Environment and Job Relatedness Legal Environment and Job Relatedness Job Related – an essential job function Job Related – an essential job function BFOQ – Bona Fide Occupational Qualification - an actual and necessary qualification for performing the job. BFOQ – Bona Fide Occupational Qualification - an actual and necessary qualification for performing the job. Business Necessity - a selection practice has a discriminatory impact but can also be proven to be job relevant. Business Necessity - a selection practice has a discriminatory impact but can also be proven to be job relevant. Validity – a measure predicts who will perform a job- relevant factor (skill) successfully and who will not. Validity – a measure predicts who will perform a job- relevant factor (skill) successfully and who will not.

Legal Compliance Legal or Not? Legal or Not? Use of arrest records Use of arrest records Grooming policy Grooming policy Neighborhood residency requirements Neighborhood residency requirements Height and Weight requirements Height and Weight requirements Inquiry of birth date Inquiry of birth date Inquiry of disability after hire Inquiry of disability after hire Requirement to speak English fluently Requirement to speak English fluently Employer denial of request for religious observance Employer denial of request for religious observance

Legal Compliance Legal or Not? Legal or Not? Proof of citizenship Proof of citizenship Inquiry of marital status Inquiry of marital status Promotion due to sexual favors when sexual activity was voluntary Promotion due to sexual favors when sexual activity was voluntary High School Diploma High School Diploma Maiden Name Maiden Name Social Security Number Social Security Number Employment at church ran company contingent on church membership Employment at church ran company contingent on church membership

Recruitment Recruitment Recruitment Searching for and obtaining qualified job candidates in such numbers that the organization can select the most appropriate person to fill its job needs. Searching for and obtaining qualified job candidates in such numbers that the organization can select the most appropriate person to fill its job needs. Effective recruitment attracts individuals to the organization and also increases the chance of retaining individuals once they are hired. Effective recruitment attracts individuals to the organization and also increases the chance of retaining individuals once they are hired.

Recruitment Recruitment Recruitment In everyday conversations, people often refer to the term “recruiting” as the entire process of hiring employees. In everyday conversations, people often refer to the term “recruiting” as the entire process of hiring employees. Effective recruitment begins during the strategic planning process. Effective recruitment begins during the strategic planning process. The ultimate goal of recruitment is to attract those that add the most value to the organization. The ultimate goal of recruitment is to attract those that add the most value to the organization.

Recruitment Recruitment Sources and Methods Recruitment Sources and Methods Source Tracking - (applicant tracking) - maintaining data on the recruitment sources of current and previous employees. Source Tracking - (applicant tracking) - maintaining data on the recruitment sources of current and previous employees. Statistical techniques reveal the relationship between the best performing employees and their recruitment sources Statistical techniques reveal the relationship between the best performing employees and their recruitment sources Organizations may decide to exclude certain sources in the future, but should never limit their recruitment to just a few sources. Organizations may decide to exclude certain sources in the future, but should never limit their recruitment to just a few sources.

Recruitment Affirmative Action – programs intended to ensure proportional representation, or to correct underutilization, of qualified members of protected groups Affirmative Action – programs intended to ensure proportional representation, or to correct underutilization, of qualified members of protected groups

Recruitment Affirmative Action Affirmative Action Utilization Analysis – determines the number of minorities and women employed in different jobs within the organization Utilization Analysis – determines the number of minorities and women employed in different jobs within the organization Availability Analysis – determines how many members of minorities and women are available to work in the relevant labor market of an organization. Availability Analysis – determines how many members of minorities and women are available to work in the relevant labor market of an organization. Goals and Timetables – determines how the organizations plans to correct any underutilization. Goals and Timetables – determines how the organizations plans to correct any underutilization.

Recruitment Affirmative Action Affirmative Action Types Types Consent Decree – a court ordered AAP as the result of a discrimination law suit. Consent Decree – a court ordered AAP as the result of a discrimination law suit. Voluntary – a non-court mandated program Voluntary – a non-court mandated program EEOC gives the “Exemplary Voluntary Efforts Award” EEOC gives the “Exemplary Voluntary Efforts Award” Abuse may result in reverse discrimination Abuse may result in reverse discrimination Glass Ceiling – artificial barriers based on attitudinal or organizational bias that prevent qualified individuals from advancing upward in their organizations. Glass Ceiling – artificial barriers based on attitudinal or organizational bias that prevent qualified individuals from advancing upward in their organizations.

Recruitment Mini Case Mini Case At Colgate-Palmolive, when one of the four regional vice presidents stepped down, Colgate’s CEO decided that he wanted to fill the position with a woman. He “wanted the best person he could possibly get, but that person had to be a woman.” At Colgate-Palmolive, when one of the four regional vice presidents stepped down, Colgate’s CEO decided that he wanted to fill the position with a woman. He “wanted the best person he could possibly get, but that person had to be a woman.”

Recruitment Mini Case Mini Case Do you think that firms such as Colgate- Palmolive should address the glass ceiling problem by explicitly stating that they want to fill a specific managerial position? Do you think that firms such as Colgate- Palmolive should address the glass ceiling problem by explicitly stating that they want to fill a specific managerial position?

Recruitment Mini Case Outcome Mini Case Outcome Ms. Juliber is chief operating officer of Colgate-Palmolive Company, the principal business of which is the production and marketing of consumer products. She formerly served as president, Colgate-Palmolive North America and chief technological officer of Colgate-Palmolive. Ms. Juliber is chief operating officer of Colgate-Palmolive Company, the principal business of which is the production and marketing of consumer products. She formerly served as president, Colgate-Palmolive North America and chief technological officer of Colgate-Palmolive.

Selection Selection Methods Selection Methods Interview Interview Job Knowledge Job Knowledge Work Sample Work Sample Cognitive Ability Cognitive Ability Personality Personality Biodata Biodata Physical Abilities Physical Abilities Assessment Center Assessment Center

Selection Social Skills Social Skills Verbal Fluency Verbal Fluency Assess Job Knowledge Assess Job Knowledge Choice among equally qualified Applicants Choice among equally qualified Applicants Applicant compatibility Applicant compatibility Subjective Subjective Decisions made in first few minutes Decisions made in first few minutes Interviewer stereotypes Interviewer stereotypes Negative info given more weight Negative info given more weight Poor validity Poor validity Employment Interview AdvantagesDisadvantages