1. RECRUITMENT AND SELECTION Managing Human Resources 3BComm Week 5 Fiona Sheridan

2. CURRENT TRENDS Companies downsizing Companies delayering
Companies boosting productivity with fewer people
People remaining – more tasks, roles and responsibilities

3. CURRENT TRENDS: Result?
Increased focus on :
Recruitment sources most likely to yield high quality employees
Selection methods that best predict future job performance

4. ISSUE OF UNCERTAINTY Organisations can be said to deal with :
Uncertainty about job demands
Uncertainty about candidates’ suitability
Job analysis seeks to cope with the first
Selection deals with the second

5. CIPD RECRUITMENT FORUM 1997
Survey identified a number of common failings in the R&S process:
No obvious link with HR strategy, resourcing strategy and organisational and business goals
Lack of job analysis, leading to inappropriate job descriptions and person specs
Important details omitted from recruitment ads
Little use of referencing for short-listing
Unclear use of structured interview design and application
Insufficient use of occupational psychology
Increasing use of invalid prediction methods
Lack of widespread monitoring and lack of remedial action in those organisations that did monitor recruitment
A lack of validation of situation specific selection methods

6. RECRUITMENT & SELECTION PROCESS
Finding new employees
Selecting new employees
Assessing new employees
Engaging new employees
Its focus is on matching the capabilities and inclinations of prospective
candidates against the demands and rewards inherent in a given job.

7. IMPORTANCE OF R&S PROCESS
Employees need to be committed to the goals of the organisation
Profitability and survival of an enterprise usually depends on the calibre of the workforce
The workforce represent a critical means of achieving competitiveness
R&S are most important managerial decisions since they are the pre-requisite to the development of an effective workforce
Ineffective R&S methods result in huge commercial costs skills and knowledge for effective functioning

8. MATCHING CAPABILITIES AGAINST JOB DEMANDS
Two distinct phases in the matching process:
Recruitment: attracting a group of potential candidates to apply for a given vacancy
followed by,
Selection: the process of choosing the most suitable candidate from a pool of candidates identified through recruitment

9. JOB ANALYSIS First phase of filling a vacancy through recruitment
Shneider and Schmitt (1986):
A means of identifying the human behaviour necessary for adequate job performance; in other words, it provides an indication of the knowledge, skills and abilities about all kinds of work activity. Based on the identification of such behaviours, theories about the kinds of people that the job requires, in terms of knowledge, skills and abilities can be formulated and procedures for the identification of such people can be developed

10. JOB ANALYSIS Uses of job analysis:
Promotion and career development purposes
Job transfers
Learning and training programmes
Salary review
Work restructuring
Introduction of new technology
- clear indication of the particular requirements of the job
- where that job fits into the overall organisational structure.
- forms the basis for developing three critical R&S tools; job description, person specification and terms and conditions of employment
- job analysis can perform a variety of purposes that extend beyond the role remit of recruitment

11. JOB DESCRIPTION Elements of a Job Description: Job Title Department
Location
Reports to
Purpose
Main tasks
Liaison and main contacts
Staff responsibilities
Special features
Rewards and conditions

12. PERSON SPECIFICATION Second phase of R&S
Occurs once the job description has been drawn up
It is essentially a description of the ideal person that will fit the job and should include details on the qualifications, knowledge, specific kills and aptitudes, experience and personal attributes that are required to do the job effectively

13. PERSON SPECIFICATION- FUNCTIONS
Facilitate short listing
Forms the basis upon which selection criteria are determined
Serves to discriminate between essential characteristics and desirable ones that are required for the job
Facilitates the assessment of suitability once the selection is made
Person spec categories

14. PERSON SPECIFICATION-SUMMARY
Person spec must meet four particular requirements:
It must relate to a particular job and closely meet the job description
It must be specific and detail exactly what is required to complete the job effectively
It must allow the organisation to differentiate between individual applicants and so ideally, the specification should be scaled to facilitate an accurate measurement of individual characteristics
It must allow the organisation to assess whether a candidate meets the spec (i.e. all characteristics specified must be capable of being measured and assessed)

15. TERMS AND CONDITIONS Often included in the job description
Include details on:
The hours to be worked
Methods of payment
Job entitlements (holidays, bonuses, allowances)
Attention should be given to employment legislation

16. RECRUITMENT PHASE Job analysis complete, recruitment phase begins
Functions of Recruitment:
Attract a pool of suitable applicants for the vacancy
Deter unsuitable candidates from applying
Create a positive image of the company

17. RECRUITMENT DECISIONS
Development of job advertisement
Recruit internally or externally ?
Internal cost effectiveness (time, money, optimisation of skills and motivation) Vs limitation of introducing ‘new blood’

18. SELECTION
Dale (1995),
Most mistakes are made by the fact that managers generally give little thought to the critical nature of the decisions. Employers are surprised and disappointed when an appointment fails, and often the person appointed is blamed rather than recognising the weaknesses in the process and the methodology…even the soundest of techniques an best practice (in selection) contain scope for error. Some of this is due to the methods themselves, but the main source is the frailty of the human decision-makers

19. SELECTION METHODS Structured interview Cognitive ability tests
Work samples and assessment centres
Unstructured interview
NB !
Psychological contract

20. INDUCTION
Offer accepted, a period of induction is undertaken by the successful candidate
Length of induction period varies from company to company
Labour turnover high during induction period – organisations take careful look at socialisation of new employees
Socialisation methods can include:
Coaching
Mentoring
Facilitation
T&D
Positive reinforcement and feedback are critical considerations at this point.
Interim performance appraisal may hep in establishment of behaviour norms