1 / 42

Recruitment and Selection Acquiring Staff for the Flexible Firm

Recruitment and Selection Acquiring Staff for the Flexible Firm. Sample Examination Question. A large business wants its HRM recruitment staff to specify the quality of the recruitment service they will deliver to departments and to establish service level agreements for recruitment.

kellsie
Download Presentation

Recruitment and Selection Acquiring Staff for the Flexible Firm

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript


  1. Recruitment and Selection Acquiring Staff for the Flexible Firm

  2. Sample Examination Question A large business wants its HRM recruitment staff to specify the quality of the recruitment service they will deliver to departments and to establish service level agreements for recruitment. • How will you specify the quality of recruitment services. • What issues, procedures and practices will you research? • What problems will you encounter in specifying recruitment service quality? • How can service quality be defined in terms of • functions and activities to be carried out • and • the potential strategic contribution of recruitment to organisational success and changing culture?

  3. Descriptive-Functional View • standardisation, risk reduction when filling vacancies • maintaining and delivering a quality service? • strategic, proactive? • prescriptive - model best practice • systematic analysis of requirements: organisational + job levels • transaction processing system: - advertising, applications and engagement - internal and external markets • ethics and equal opps policies - large + small firms • who does it? • selection methods - reliability, validity and utility (cost effective) • legal constraints and contracts of employment • what could go wrong?

  4. “I'm from recruitment ....... Here’s what I can do for you” Specifying the Quality of these Services • vacancy • authorisation to recruit • job/role analysis and specification • agree terms and conditions • sourcing/attracting (target groups) in-house vs. external recruitment, • design and administrate communications (boundary transactions) • recommend and use recruitment methods/techniques • process applications and responses • organisation the "programme" • selection: apply the methods (incidental techniques, questionable cohesion?) • make the decisions and administer the offer • finalise the contract • receive/induct

  5. How we recruit and select reflects organisational culture? Presentation of organisational FACE orientation to competitive forces hire and fire versus “we value our staff” the lean, flexible firm - out-sourcing and sub-contracting our “core staff” and our core competencies Normative view?

  6. Descriptive-Behavioural • Focus on • actual recruitment experience/behaviour of personnel specialists and line managers • Behaviour in front of audiences - on-stage, back stage, off stage • Critical Evaluative • How does behaviour compare with textbook normative rhetoric? • Are the techniques reliable, valid, cost effective? • Is the process objective or prone to subjective bias? • Why? • Decision-making processes • Psychometric-objective versus • Subjective, social action process

  7. Vacancy Processing • involves • intra-organisational bargaining • Job/role and competence analysis • observation, interviews, knowledge of roles, skills, imperatives • Title, reports to, tenure, compensation package, scope of responsibilities and duties, authority, priorities, budget, staff team, location, conditions, knowledge, skills, experience, values, performance standards, problems/objectives, results/priorities, ideal candidate profile. • copy writing and internal/external advertising

  8. Recruitment assumptions • …based on a psychometric-objective model. • define job requirements • ascertain personal qualities – traits and competencies • match job requirements to person's profile. • Use techniques to • Routinise and objectivise the process • Reduce the risks • Maximise predictive power

  9. Job description - what use? • how can the manager operate effectively if he/she does not understand & cannot define the jobs of their staff? • shared understanding about what the job is • reliable, factual definition of scope of job and responsibilities?? • useful for organisational design and analysis of change? • it helps to minimise conflicts??? • reference point for induction, performance assessment & grading • a basis for the job advert & recruitment literature • indicates competencies required - generic + job specific Dull, boring Over-bureaucratic Out-of-date Written by??? Contractual? "Burn the lot of 'em" Robert Townsend, "Up the Organisation"

  10. Job analysis products • Job description • Title, reporting relationships (up, down, sideways, external) • job summary, responsibilities, duties, MbO/R: key result areas, scope of authority. Position of “organisation chart”. Career/promotion path. • working conditions • Competencies specification • levels, range of situations, performance indicators, knowledge/wisdom, experience, skills (psycho-motor, technical, analytical, literary, spoken, numeric, social and emotional), personal orientations and motivators. • Personnel specification (person profile) • characteristics of ideal candidate. Essentials - desireables - disqualifiers • Applicant profiles • built up from evidence/data from forms, interviews, other tests, references

  11. Job Analysis Orange: Label the Key Result Area segments KT1 Now define the key tasks of KRA 5 KT5 KT2 KT3 KT4 KRA 4 KRA 2 KRA 5 KRA 3 • role demands • choices, constraints • ambiguities • possible overload • pressures/conflicts • organisational change KRA 1

  12. physique, health and appearance height, build, hearing, eyesight, health, looks, grooming, voice, disability? attainments education/qualifications (school, HE), job training, experience & learning conceptual and reasoning ability knowledge-base, perception, intellectual & conceptual capacities, wisdom special aptitudes physical, verbal (speech/writing), technical, figures, art, music, social? interests intellectual, cultural, practical, physically active, international, aesthetic disposition acceptability, relationships, leadership/initiative, motivation and drive, reliability, stability/adjustment, proactivity, influencing circumstances age, plans, domestic ties, mobility, domicile, other Personnel Specification: Rodger's 7 Point Plan Essential? Desireable? Disqualifier?

  13. Core Competencies (example from major software house) • People relationships • Customer relationships management • Communication and persuasiveness • Business and financial judgement • Knowledge sharing/management • Vision, change and accountability • Drive, motivation, planning and organising • Problem-solving and decision-making • People management capabilities • Role specific technical and specialist capabilities • Professional standards and values We sell our skills and abilities!

  14. Finding and attracting candidates • Sources • internal: word of mouth, internal vacancy notifications, staff newsletters. Staff analysis. Career planning • external: where are the candidates located, in what type of job? Local, national, overseas. Do they want to move? Schools, colleges, careers centres, job shops, employment fairs. • Agencies • recruitment consultants/agencies, head hunters, • media: newspapers, journals, radio, WWW/Internet • advertising • advertising accounts, writing & designing the copy, targeting the advert, proof reading, publishing deadlines, costs • The emergence of on-line recruitment - suitable for all jobs?

  15. Attract Candidates - Internal vs. external sources • Nature of vacancy and open access? • Internal • known qualities, locals vs. cosmopolitans • fluid internal market and contribution to culture, rewards/expectations • staff database, career support planning - quicker/cheaper, incestuous? • External - time consuming, uncertain, new blood, socialisation • inexpensive, limited choice approaches? • staff recommendation, on-spec applications, school-college links etc. • expensive, wider access approaches • head-hunters, general/specialist recruitment agencies, local/national press, professional & trade journals • poaching/fishing • Come and live/work in our house - forming, fight/flight, norming & performing

  16. Recruitment Information System • data in/out flows • inquiries, application packs (out/in +CVs), requests for references, security vetting, invitations for interview + joining instructions, offer letters, rejections, contract documentation • sources and sinks • candidates, dept. managers, receptionist, security, referees, clients • data capture/storage? Find/collate, candidates in progress. Printing • volume, handling, copying & distribution, short-listing, briefing. • use of IT - PC networks,word processing, databases, Intranet/Internet, • Data Protection Act, Asylum & Immigration Act • filtering & co-ordination of selection decision-makers? • expenses, agency fees, costing the whole process

  17. Skeletons in cupboards: References & testimonials • Obligation at law to provide a reference? • Importance/value of references? • Reciprocity, validation and reliability. Security • Costs? • Consequences for employee (job, mortgage, bank loan). • Legal issues? Where could it go wrong? • defamation (false statement & reputation), deceit (intention that receiver will act on the reference) • negligence - duty of reasonable care in compiling the reference, accuracy (sue for damages/loss) • Organisational policy on giving references? • Right to see what is written about you?

  18. Rehabilitation of Offenders Act 1974 • Sex Discrimination Act 1975 • Race Relations Act 1976, 2000 • Employment Rights Act 1996 • Disability Discrim. Act 1997 • Asylum and Immigration Act Selection - Statutory rights and requirements • discrimination in advertising, selection methods (direct or indirect), TU. membership and activities, pregnant women • in employment + failing to offer job • Remedy èto EOC or CRE or ET, • GOQsSex: physiology, decency/privacy, living in, single-sex establishments, personal services, working outside UK (culture) • GOQs Race: dramatic performance, authenticity, restaurants, personal services CRE/EOC Codes of Practice for advertising and selection (RRA and SDA)

  19. Selection Tests • reliability • validity • utility • acceptability • Application form • Biodata analysis • Interviews • one-to-one, panel • formal and informal settings • References/security screening • Ability tests • paper-based, practical/trade, social • Aptitude, intelligence and personality • Group methods & assessment centres • Work experience/short term contracts • Medical

  20. The Psychometric-Objective Model Characterised by • Eternal optimism • Smoothly administered/programmable • Measured, controlled, predictable, systematic search often using psychometric techniques • Match evidence of competences & stable qualities to job demands Compare with "social process" approach • Interplay between selection events • Candidate & selector feelings/responses • organisational negotiations and mutual adjustments

  21. Why an Interview? • Exchange sufficient & necessary information to decide suitability • Social and ritual aspects. Audition. Group/power vetting • Candidate asserts abilities & presents experience. • Communicate relevant information about job/organisation - objective & subjective • Seduce candidate to become an organisational member • Satisfy candidate - give fair opportunity • Importance of not over-selling

  22. Interview Strategies • Frank and friendly • Problem-solving - “imaging yourself in the job...what would you do if...? • Behavioural event - critical experiences - what, why, how, options, plans, outcomes • Simulate stress. Put on the spot? Validity? Spurious appeal? • Strengths and weaknesses of • individual interviews • sequential interviews • panel interviews

  23. Reception • Schedule for the day • candidates, Cooks Tour, guides & interviewers, domestics & catering • receiving applicants • site security, car parks • travel and subsistence arrangements • waiting place

  24. The GASP Interview Interviewer Preparation • Greeting • Acquiring Information • Supplying Information • Parting

  25. GASP Interview - Greeting • Move towards • genuine welcome, positive regard • Calm, neutral, with no interruptions • Put at ease, build and maintain rapport • seating voice, eye contact, warmth and body posture.....NVC • Preparation and “contract of interest and expectation” • Opening conversation • CHANGING GEAR - Moving smoothly into main substance of the interview.

  26. GASP - Acquiring Information • Listen more - talk less. Ratio % interviewer/interviewee. • Objectivity vs. personal preference, stereotyping & early judgement • Not adversarial. Halo, horns and doppleganger effects • Taking notes (on application form or interview plan) • Question strategy (preparation) • Structured conversation • open-ended questions, probe and link • direct, leading, trick and taboo questions • Emphasise biography and experience, explanation and analysis • Mental agility and hypothetical questions • Let interview flow but control it: - use space/time • Non-verbal signals and skills. • Cover key points (interview plan) • Summarise periodically and conclude

  27. GASP - Acquiring Information - the Journey • Recent and significant past jobs/projects • contributions, events/phases, initiatives, products, achievements and decisions. Evaluation of strengths and gaps • Competence embedded in REAL experience • knowledge/understanding, analytical skill, written/numeric, specialist • attitudes and values, drives and motivation • Interpersonal relations - the candidate as a person with others • Education, training, learning and development • Personal and domestic topics - relevance/irrelevant • Applicant’s questions about • the organisation and job - current + prospects • the terms of employment

  28. GASP - The Good Interviewer • ….at times • well-prepared, sharp & in focus, specific & rational • at other times intuitive, picking up nuances and rationalisations • at others stepping back to see the whole interaction, fitting things together and noting the time left and areas to cover.... • Interviewer "genuine regard for the other" helps to relax the candidate • clear perception • allows productive silences & easy asking of questions. • counteracts habituated boredom in interviews • intuitive processes as well as the usual thinking, evaluating ones. • Legge - descriptive behavioural research interest

  29. GASP Interview: Supplying Information • cutting it short (horns/halo, premature judgement) • equal opportunity to all candidates • intimation of success/rejection (verbals and non-verbals)? • beware misunderstandings over contractual terms. No promises. • Communicating a decision • hints to attractive candidates (in a competitive situation) • intra-organisational bargaining • the decision in writing • subject to references • giving career advice to rejected candidates?

  30. GASP Interview: Parting • Signal closure - NVC plus statement • requires as much skill as opening the interview • clarify future steps - the remaining interview schedule • verify • dates - holidays and availabilities • phone, post • stand up, move, exchange parting courtesies

  31. Anderson and Shackleton, Successful Selection Interviewing, Blackwell, 1993 pp 69 “Utilised properly; depending on its exact purpose, the interview emerges as a valid reliable tool in candidate assessment. Moreover its flexibility to act as a medium for mutual preview or as a final stage forum for negotiation between the parties, renders the interview more useful in selection than narrowly focused definitions of validity and reliability can convey”

  32. GASP Interview Issues • premature decision • Tentative, pre-determined views seldom altered at interview • accept/reject within 3-4 min. Gather evidence to confirm first impression • Weak candidates make average candidates look good • Unstructured interviews vs impression management and random selection • propositions • interview practice does not improve performance • training does • dramatic performance may not reflect job. Interviewee actors. • panel interviews - defer to most influential member. Poor correlation of views when choice is confidential • psychometric tests - weak evidence but belief and practice strong. • psychometric-objective model vs. social process?

  33. Stereotyping • What is it? What form does it take? • How and why does it occur? • Common stereotypes • Positive and negative value? • Problems of signs, signifiers, interpretation. • Body language. • Presentation of self - "Front" - stage and audience • What dangers for fairness and equity?

  34. Assessment Centre Methods • Group work: • Problem-solving in team situations, interpersonal skills, listening, thinking on feet, influencing and coordinating. Realistic/unrealistic scenarios. Organising/prioritising. Emotional resilience. • Competence of observer-testers • Presentations: • verbal/non-verbal skills, use of media, presentation content. Analysis - differentiation of higher/lower order issues, ability to construct a case. Influencing and argument. Awareness of wider issues and implications. • Work Demo or Simulation - news reader, drivers, brick-layers, chair meetings, computer programming, counselling, typing/shorthand, • Portfolio • Psycho-tests • reliability • validity • utility • acceptability

  35. Assessment Centre Programmes • Programme (battery) of different tests • Systematic job analysis: performance criteria, skills & behaviours • Select valid, reliable, cost effective exercises • Validate the exercises on a sample of subjects • Train tester-assessors to observe and rate • Feedback to candidates • Evaluate the techniques and process outcomes External & internal candidates? Psychometric-objective model vs social process

  36. Assessment Centres - identifying promotion potential • Superior assessments? • High degree of validity? • Recognising formal & informal qualities - not all job-related - required for organisational success • Post-assessment centre judgments coloured by knowledge of individual's performance in the assessment centre • Assessment centres define and construct potential > discover it.

  37. Competitive advantage and core competencies • Skill, capability, competence as "keys" to competitive advantage • Job demands arising from performance oriented organisational change, TQM & IT initiatives • Emphasis on managerial competences for performance • Boyatzis (1982), Bethell-Fox (1992), MCI (1990) • Communication, leadership, group and decision skills, project management, entrepreneurship • Outward-looking, market-focused, team-oriented • Psychometric assessment techniques e.g. tests of cognitive ability to identify potential

  38. Intelligence and Aptitude Testing • verbal fluency & comprehension • logical & numerical • spatial & mechanical • memory What is IQ? • Tests for • clerical, apprentice & general staff selection • health, fitness, mental agility • verbal & numerical problems • IT skills • honesty, neurosis, tolerance, ethics? GMAT Graduate Management Admissions Test What employability tests would you use for airline cabin crew?

  39. Cattell 16 PF warmth intelligence emotional stability dominance impulsiveness conformity boldness sensitivity Myers-Briggs (Type Indicator) Introvert Extrovert Intuitive Sensing Feeling Thinking Perceptive Judging Personality Tests • suspiciousness • imagination • shrewdness • insecurity • radicalism • self-sufficiency • self-discipline • tension TYPES • Testing industry - sales + training the testers • Administration? interpretation? • Supplementary information for decision-making? • Predictive value?

  40. The Decision and Follow-up • Job criteria & information on candidates • Reaching a consensus, taking a risk? • Zombie theory of recruitment • Letters of • hold • rejection • the offer (risks and uncertainties) • Contract finalisation & documentation • Commencement & induction plan • Organisational communications & reassurances

  41. Evaluation of the Recruitment Process • costs/methods/effort involved by stage • DROP-OUT: inquirers èapplications è seen candidates • “quality” of short-list per post • service indicators & client satisfaction/dissatisfaction • in-house process vs. out-sourcing and agencies • quality of Equal Opps provision • job criteria vs. criteria used in action (actor behaviour) • added PR value - image projected • SURVIVAL: number retained after 6 months • recommendations for improvement Evaluate reliability, validity and utility of methods used Psychometric-objective model versus social process

  42. Evaluation of Selection Process • candidate feedback on selection methods & experience • observation and incident analysis e.g. re-equal opportunities • selector “self-evaluation”? • relevance, reliability, validity and utility of selection methods/tests • recommendations for improvement

More Related