1. Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005 CHAPTER 20 Resourcing the Organisation Management and Organisational Behaviour 7th Edition

2. Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005 OHT 20.2 Resourcing the organisation Whose concern is this? Most managers are likely to be faced with a frequent need to recruit & select staff Effective resourcing is a central part of the HRM function

3. Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005 OHT 20.3 Resourcing the organisation Whose concern is this? Managers & supervisors should have some say in the appointment of own staff Recruitment & selection of staff can be regarded as a specialist activity but all managers should be well acquainted with the basic procedures & skills involved & have access to HR department for advice

4. Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005 OHT 20.4 Prerequisites for an effective recruitment & selection policy The clarification of corporate objectives Design of an effective structure A system of human resource planning

5. Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005 OHT 20.5 HR planning A strategy for the acquisition, utilisation, improvement & retention of an organisation’s human resources

6. Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005 OHT 20.6 Main HR planning stages Analysis of existing staffing resources Estimating likely changes in resources by the target date Forecasting staffing requirements necessary to achieve corporate objectives by the target date Measuring the required staffing resources available as & when required

7. Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005 OHT 20.7 Main stages in HR planning Figure 20.1

8. Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005 OHT 20.8 Value of HR planning Foresee changes & identify trends in staffing resources Adopt personnel policies that help to avoid major problems Reconcile differences between supply & demand Provides framework in which action can be taken to overcome staffing differences

9. Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005 OHT 20.9 Value of HR planning Continuous process that seeks to ensure flexible resourcing related to internal/external environmental influences Can help anticipate potential future difficulties while there is still a choice of action

10. Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005 OHT 20.10 Recruitment & selection of staff Figure 20.2

11. Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005 OHT 20.11 Job analysis The total process by which a job description & a person specification are produced

12. Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005 OHT 20.12 Possible contents of a job description Figure 20.3

13. Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005 OHT 20.13 Person specification Document that gives information about the job, providing a blueprint of the ideal person to do the job & the personal attributes & qualities associated with successful performance

14. Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005 OHT 20.14 Attracting suitable candidates - sources Employment services – job centres/agencies Careers advisory offices Schools/colleges/universities Private employment agencies Professional & executive appointment registers Ex-service organisations Personal introductions Exhibitions for mass recruitment Advertising Headhunting – executive searches

15. Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005 OHT 20.15 Methods of selection Short-listing Graphology Peer rating In-tray exercises Selection tests Peer questionnaires Assessment centres

16. Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005 OHT 20.16 The selection interview Despite constant criticisms the interview is usually a central & indispensable element of the selection process and is still a widely used method of selection

17. Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005 OHT 20.17 Interview style Behavioural interviews – questions about how candidates have handled past situations Situational interviews – posing hypothetical, future-oriented questions to help assess future job performance

18. Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005 OHT 20.18 Interview considerations Seating arrangements Types of questions to ask Purpose of questions

19. Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005 OHT 20.19 Interview questions Leading Time keeping is important. Are you a good time keeper? I guess you regret that now, do you?

20. Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005 OHT 20.20 Interview questions Open What made you decide to ……….? How did you happen to………….?

21. Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005 OHT 20.21 Interview questions Direct / closed What grades did you get in each of your A- level subjects? Exactly how many staff report directly to you?

22. Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005 OHT 20.22 Interview questions Reflective remark You appear to prefer working in a busy office It seems that you do not respond well to personal criticism

23. Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005 OHT 20.23 Selection decision – grading schemes Figure 20.5