2 The Legal Environment of HRM Equal Employment Opportunity (EEO)The equal right of all citizens to the opportunity to obtain employment regardless of their gender, age, race, country of origin, religion, or disabilities.Equal Employment Opportunity Commission (EEOC) enforces employment laws.Management of diversity is crucialManagers must take steps to ensure discrimination does not occur.
3 Recruitment and Selection Activities that managers engage in to develop a pool of candidates for open positions.SelectionThe process that managers use to determine the relative qualifications of job applicants and their potential for performing well in a particular job.
4 Human Resource Planning Human Resource Planning (HRP)Activities that managers engage in to forecast their current and future needs for human resources.HRP must be done prior to recruitment and selectionDemand forecastsEstimates of the number and qualifications of employees the firm will need.Supply forecastsEstimates of the availability and qualifications of current workers and those in the labor market.
5 The Recruitment and Selection System Figure 11.2
6 Human Resource Planning: Outsourcing Using outside suppliers and manufacturers to produce goods and servicesUsing contract workers rather than hiring them.Outsourcing is more flexible for the firm.Outsourcing provides human capital at a lower cost.Problems with OutsourcingLoss of control over output; outsource contractors are not committed to the firm.Unions are against outsourcing that has potential to eliminate member’s jobs.
7 Job Analysis Job analysis Identifying the the tasks, duties and responsibilities that make up a job and the knowledge, skills, and abilities needed to perform the job.A job analysis should be done for each job in the organization.Job analysis methods:Observing what current workers do.Having workers and manages fill out questionnaires.Current trend is toward flexible jobs where tasks and duties are not easily defined in advance.
8 Recruitment External Recruiting Seeking outside the firm for people who have not worked at the firm previously.Newspapers advertisements, open houses, on-campus recruiting, employee referrals, and through the Internet.External recruitment is difficult since many new jobs have specific skill needs.A multi-prong approach to external recruiting works best.
9 Recruitment Internal Recruiting Seeking to fill open positions with current employees from within the firm.Benefits of internal recruiting:Job candidates, their qualifications, and availability are already known.Current employees know the firm’s culture and are familiar with the organization.Internal advancement (promotion from within) can serve to motivate employees.
10 Honesty in HiringThe temptation to over-rate and oversell the attractiveness of the job and firm.Managers may feel that if they are honest, an applicant may not be willing to work there.Research indicates this is a poor strategy.Realistic Job PreviewProviding an honest assessment of the advantage and disadvantages of a job and organization.Avoids hiring, training and then losing an employee because as applicants, they misperceived the job before agreeing to come to work.
12 The Selection ProcessDetermining an applicant’s qualifications related to the job requirementsBackground informationEducation, prior employment, and college majorInterviewsStructured interviews where managers ask each applicant the same job-related questions.Unstructured interviews that resemble normal conversations.Usually structured interviews preferred; bias is possible in unstructured interviews.
13 The Selection Process (cont’d) Determining an applicant’s qualifications related to the job requirements (cont’d)Physical ability testsMeasures of dexterity, strength, and stamina for physically demanding jobsMeasures must be job related to avoid discrimination.Paper-and-Pencil TestsAbility tests assess if applicants have the right skills for the job.Personality tests seek to determine if applicants possess traits relevant to job performance.