Copyright  2003 McGraw-Hill Australia Pty Ltd. PPTs t/a Human Resource Management in Australia: Strategy-People-Performance by De Cieri & Kramar 1 Recruitment, selection and placement Chapter 6

Copyright  2003 McGraw-Hill Australia Pty Ltd. PPTs t/a Human Resource Management in Australia: Strategy-People-Performance by De Cieri & Kramar 6-2 Recruitment and selection  Objectives ÙDescribe the various recruitment policies adopted by organisations to make job vacancies more attractive. ÙList the various sources from which job applicants can be drawn, their relative advantages and disadvantages, and the methods for evaluating them. ÙExplain the recruiter’s role in the recruitment process, the limits the recruiter faces, and the opportunities available.

Copyright  2003 McGraw-Hill Australia Pty Ltd. PPTs t/a Human Resource Management in Australia: Strategy-People-Performance by De Cieri & Kramar 6-3 Recruitment and selection  Objectives (continued) ÙEstablish the basic scientific properties of personnel selection methods, including reliability, validity, and generalisability. ÙDiscuss how the particular characteristics of a job, organisation, or applicant affect the utility of any test. ÙList the common methods used in selecting human resources. ÙDescribe the degree to which each of the common methods used in selecting human resources meets the standards of reliability, validity, generalisability, utility and legality.

Copyright  2003 McGraw-Hill Australia Pty Ltd. PPTs t/a Human Resource Management in Australia: Strategy-People-Performance by De Cieri & Kramar 6-4 Recruitment  Any practice or activity carried on by the organisation with the primary purpose of identifying and attracting potential employees.  Human resource policies ÙOrganisational decisions that affect the practices and systems which, in turn, influence employees’ behavior, attitudes and performance.

Copyright  2003 McGraw-Hill Australia Pty Ltd. PPTs t/a Human Resource Management in Australia: Strategy-People-Performance by De Cieri & Kramar 6-5 Figure 6.1 Overview of the individual job choice - organisational recruitment process

Copyright  2003 McGraw-Hill Australia Pty Ltd. PPTs t/a Human Resource Management in Australia: Strategy-People-Performance by De Cieri & Kramar 6-6 Vacancy characteristics  Internal vs. external recruiting  Lead-the-market pay strategies  Image advertising

Copyright  2003 McGraw-Hill Australia Pty Ltd. PPTs t/a Human Resource Management in Australia: Strategy-People-Performance by De Cieri & Kramar 6-7 Recruitment sources  Internal vs. external  Direct applicants and referrals  Advertisements  Public employment agencies  Private employment agencies  Universities  E-cruitment

Copyright  2003 McGraw-Hill Australia Pty Ltd. PPTs t/a Human Resource Management in Australia: Strategy-People-Performance by De Cieri & Kramar 6-8 Recruitment source UniversityEmployee referrals Newspaper advertisement Executive search firms Resumés generated Interview offers accepted Yield ratio Applicants judged acceptable Yield ratio Accept employment offers Yield ratios Cumulative yield ratio Cost Cost per hire % % 90 90% 90/200 45% $ $ % 40 89% 35 88% 35/50 70% $ $ % 50 12% 25 50% 25/500 5% $ $ % 19 95% 15 79% 15/20 75% $ $6000 Evaluating the quality of a recruitment source: Table 6.1 Hypothetical yield ratios for four recruitment sources

Copyright  2003 McGraw-Hill Australia Pty Ltd. PPTs t/a Human Resource Management in Australia: Strategy-People-Performance by De Cieri & Kramar 6-9 Recruiter traits and behaviours  Functional area  Traits  Realism ÙRealistic job preview  Enhancing recruiter impact

Copyright  2003 McGraw-Hill Australia Pty Ltd. PPTs t/a Human Resource Management in Australia: Strategy-People-Performance by De Cieri & Kramar 6-10 Selection  The process by which a company decides who will or will not be allowed into the organisation.

Copyright  2003 McGraw-Hill Australia Pty Ltd. PPTs t/a Human Resource Management in Australia: Strategy-People-Performance by De Cieri & Kramar 6-11 Selection method standards  Reliability ÙThe consistency of a performance measure; the degree to which a performance measure is free from random error.

Copyright  2003 McGraw-Hill Australia Pty Ltd. PPTs t/a Human Resource Management in Australia: Strategy-People-Performance by De Cieri & Kramar 6-12 Selection method standards  Validity ÙThe extent to which a performance measure assesses all the relevant—and only the relevant—aspects of job performance. ÙCriterion-related validation Üpredictive validation Üconcurrent validation ÜContent validation Ücontent-validation ratio: CVR = - N/2 N/2 nene

Copyright  2003 McGraw-Hill Australia Pty Ltd. PPTs t/a Human Resource Management in Australia: Strategy-People-Performance by De Cieri & Kramar 6-13 Selection method standards  Generalisability ÙThe degree to which the validity of a selection method, established in one context, extends to other contexts.  Utility ÙThe degree to which the information provided by selection methods enhances the effectiveness of selecting personnel in real organisations.  Legality ÙWhether a selection method is legally compliant.

Copyright  2003 McGraw-Hill Australia Pty Ltd. PPTs t/a Human Resource Management in Australia: Strategy-People-Performance by De Cieri & Kramar 6-14 Figure 6.6 Concurrent and predictive validation designs

Copyright  2003 McGraw-Hill Australia Pty Ltd. PPTs t/a Human Resource Management in Australia: Strategy-People-Performance by De Cieri & Kramar 6-15 Types of selection methods  Interviews  References and biographical data  Physical ability tests  Cognitive ability tests  Personality inventories  Work samples  Honesty tests and drug tests

Copyright  2003 McGraw-Hill Australia Pty Ltd. PPTs t/a Human Resource Management in Australia: Strategy-People-Performance by De Cieri & Kramar 6-16 Types of selection methods  Interviews ÙStructured ÙStandardised ÙFocused ÙSituational interview items Üexperience-based Üfuture-oriented

Copyright  2003 McGraw-Hill Australia Pty Ltd. PPTs t/a Human Resource Management in Australia: Strategy-People-Performance by De Cieri & Kramar 6-17 Evaluating selection methods  Selection methods can be evaluated according to the five standards: reliability, validity, generalisability, utility and legality.  See Table 6.8 for more detail.

Copyright  2003 McGraw-Hill Australia Pty Ltd. PPTs t/a Human Resource Management in Australia: Strategy-People-Performance by De Cieri & Kramar 6-18 Summary  Recruiting creates an applicant pool from which the organisation can draw for new recruits.  Selection methods should conform to five critical standards: reliability, validity, generalisability, utility and legality.