Staff and Employee Selection Portland State University Fall Term 2011 MGMT 471 and 571 Enrique Washington, M.S.

Today’s Talent from Generator Group Enrique Washington

Why are we here? Objectives -How to use job analysis for employee selection and strategic staffing -The concept of reliability and validity in employee selection -An effective Recruiter and the role in the strategic staffing process -How to conduct employee staffing and selection in a manner consistent with professional standards

Why are we here? Objectives -How to assess and recommend a (new or revised) recruitment and selection process that meets the organizational goals -How to select staffing assessments to assess cultural fit -The legal requirements in employee selection -The different types of staffing assessments and how to incorporate them into the selection process

Mistakes in Acquiring Talent Poorly written or no current position description No talent acquisition strategy No consistency in the hiring process Relying too long on personal contacts Poor interviewing systems Improper use of staffing assessment Viewing on-boarding as new hire orientation Others

Changing World of Work

Trends How are these trends manifesting themselves in your work life? personal life? Implications for jobs? preparedness… selection…development… Implications for the way organizations manage talent? What are your initial reactions to what you saw in the presentation? How are these changes manifesting themselves in your personal lives? professional lives? What do we think it means to prepare students for the 21st century? What skills do students need to survive and thrive in this new era? What implications does this have for our current way of doing things? Do we need to change? If so, how? How do we get from here to there? What challenges must we overcome as we move forward? What supports will we need as we move forward? What kind of training will we need to move forward? What kind of commitments will we need to make (with each other, our students, and our community) to move forward? Who's scared? Why? What will we do next? What are some concrete actions that we can take in the near future? Is it possible for a teacher to be an excellent teacher if he/she does not use technology? [see this key questionfor another way to ask this]

It’s a 2.0 World out There (remote worker) Employee Customer Process Team Manager Department Peers Customer project team Big Boss Manager Employee

Acquiring Talent is Part of a Larger System Organizational Strategy Workforce Plan Recruitment Process Design Acquiring Talent is Part of a Larger System Talent Acquisition Model Identify Attract Source Assess Hire On-board The recruitment and selection of executives is a process, not an event. Executives have the highest impact on the performance of organizations. The talent strategy represents how organizations will plan, attract, recruit, select, promote, develop and retain people. As shown below in Figure 3-1 below, the process begins with an organizational (i.e. agency) strategy. The agency strategy reflects the agency’s core values, purpose and strategic objectives it would like to achieve. The agency strategy then informs its workforce people strategy. The workforce people strategy helps inform a few objectives related to an agency’s talent strategy. A few of these objectives, for example, includes helping to ensure that talent is available to fill important vacancies and maintain or improve a diversified workforce. Once a workforce people strategy has been developed, there are a set of enablers that define specific action for how agencies; identify success criteria; attract, recruit, hire, develop, engage and reward executive talent. Organizational Results 9