1. © 2004 by Prentice Hall Terrie Nolinske, Ph.D. 5 - 1 Recruiting and Selecting Employees 5

2. © 2004 by Prentice Hall Terrie Nolinske, Ph.D. 5 - 2 HR Challenges in Recruiting and Selecting Employees What are advantages / disadvantages of internal and external recruiting? What are steps in the selection process? How can staffing decisions minimize hiring / promotion of the wrong people? What are some legal constraints of the hiring process?

3. © 2004 by Prentice Hall Terrie Nolinske, Ph.D. 5 - 3 Methods: Forecasting HR Demands Quantitative Techniques identify historical predictors and look at size of workplace Judgmental Techniques collect info and subjectively weigh it

4. © 2004 by Prentice Hall Terrie Nolinske, Ph.D. 5 - 4 Methods: Forecasting HR Supply Quantitative Techniques estimate internal labor supply by turning movement of labor into transition probabilities (Markov analysis) Judgmental Techniques performance reviews succession planning vacancy analysis

5. © 2004 by Prentice Hall Terrie Nolinske, Ph.D. 5 - 5 Challenges in Hiring What are key performance characteristics? What is the applicant’s ability / motivation? Who will be involved in selection / hiring?

6. © 2004 by Prentice Hall Terrie Nolinske, Ph.D. 5 - 6 Employee Recruitment Generating a pool of qualified candidates for a job.

7. © 2004 by Prentice Hall Terrie Nolinske, Ph.D. 5 - 7 Recruitment Resources Current / Former employees Regional EEO office State Department of Rehabilitation Student and alumni associations Community organizations Multicultural associations Professional associations Church organizations

8. © 2004 by Prentice Hall Terrie Nolinske, Ph.D. 5 - 8 know them, they you cost / training peer to boss move fresh perspective fresh perspective training time resentment from inside Hire Internally Hire Externally

9. © 2004 by Prentice Hall Terrie Nolinske, Ph.D. 5 - 9 Employee Selection Selection is the process of making a “hire” or “no hire” decision regarding each applicant for a job.

10. © 2004 by Prentice Hall Terrie Nolinske, Ph.D. 5 - 10 Selection Tools Letter of recommendation Application forms Ability tests Personality tests Psychological tests

11. © 2004 by Prentice Hall Terrie Nolinske, Ph.D. 5 - 11 … be prepared …put applicants at ease …remain unbiased and open …ask result-oriented questions …use silence selectively …close the interview with care Selection Tools Interviewers must always

12. © 2004 by Prentice Hall Terrie Nolinske, Ph.D. 5 - 12 Selection Tool: Interview ??s Structured Interviews Unstructured Interviews Situational ??s Job knowledge ??s Worker requirement ??s

13. © 2004 by Prentice Hall Terrie Nolinske, Ph.D. 5 - 13 To Hire a Team Player… Assess applicant’s ability to recognize and resolve conflict problem-solve communicate openly and supportively coordinate activities collaborate follow-through

14. © 2004 by Prentice Hall Terrie Nolinske, Ph.D. 5 - 14 Selection Tools Assessment centers Drug tests Honesty tests Reference checks

15. © 2004 by Prentice Hall Terrie Nolinske, Ph.D. 5 - 15 Employee Socialization Orient new employees to policies, procedures, organization, department, and performance expectations. Assign resource person or mentor

16. © 2004 by Prentice Hall Terrie Nolinske, Ph.D. 5 - 16 Legal Issues in Staffing Discrimination Affirmative Action Negligent hiring

17. © 2004 by Prentice Hall Terrie Nolinske, Ph.D. 5 - 17 To Avoid Liability… Develop clear policies on hiring Develop clear policies on discipline Develop clear policies on separation Be familiar with local, state, and federal laws

18. © 2004 by Prentice Hall Terrie Nolinske, Ph.D. 5 - 18 Case You are applying for the position of professor at a university. Describe what you would believe to be a total selection process that would give you a fair opportunity to demonstrate your abilities and potential.