LECTURE THREE

1
LECTURE THREE

• HUMAN RESOURCE MANAGEMENT

2
RECRUITMENT SELECTION OBJECTIVES

• To understand recruitment selection from an HRM
  perspective
• To appreciate external internal factors
  affecting
• the process
• To evaluate the effectiveness of various
  recruitment selection practices
• To highlight contemporary issues and
  controversies in recruitment selection

3
R S GETTING IT RIGHT

• Human costs
• Labour, turnover and induction costs
• Equal Opportunities legislation
• Employment Protection legislation
• Demographic change-decline in younger worker
  until 2020
• New work patterns-require autonomy, less
  supervision, flexibility-emphasis on behaviours
  and attitudes

4
QUESTION RAISED IN HR PLANNING

• What number and type of workers are needed?
• Where are they needed and when?
• Where will they come from?
• What will attract them?
• What competences do our employees have?
• What competences will or will not be needed in
  the future
• Can/should competences be purchased or should
  they be developed?
• What behaviours does the organisational culture
  value?
• What is the optimal length of time for employees
  to stay with the organisation?

5
ALTERNATIVE TO RECRUITMENT

• Automation
• Productivity Bargaining
• Overtime
• Redeployment
• Flexibility
• Removal of Demarcations
• Sub-contacting
• Casual/temporaries
• Agency workers

6
CONTEXT FOR RS

• Legislation
• Equal pay, fair employment, sex discrimination,
  race, disability European provisions
• National Culture
• Attitudes to male/female roles. job for life
  mentality etc.

• Labour Market issues
• ½ all women now in employment, ½ part-time
  downturn in school-leavers up to 2006 1.5m
  temps longest working hours in Europe
• Organisation Culture/Size/Structure/Stage in
  lifecycle

7
RSTHE CHANGING CONTEXT

• Traditionally
• role defined, specifications prepared, candidates
  assessed for match
• Useful for anti-discrimination legislation
• But jobs change with occupant context
• In rapid change - roles constantly redefined or
  redundant
• Challenge is to recruit for current and future
  needs
• Traditional methods inadequate?

8
RSFORMERLY DRIVEN BY

• Family, tribe, then by
• Legislation, then by
• Competences, now driven by
• Scarcity now mainly about finding rather than
  excluding applications

9
RECRUITEMENT AND SELECTION

• RECRUITMENT
• Attracting the best possible field of candidates
  for a particular post
• SELECTION
• Choosing the best/right person from the available
  field
• Selection techniques cannot overcome failures in
  recruitment they merely make them evident
• Watson (1994)

10
SELECTION METHODS

• RELIABLE
• Consistent Results
• VALID
• Measures what it claims to measure
• Measures attributes relevant to the job
• Accurately predicts success in the job
• Takes account of anti-discrimination legislation

11
PREDICTIVE ACCURACY
Pefect Prediction
1.0
0.9
0.8
Assessment Centres promotion (0.68)
0.7
0.6
Work Sample Tests (0.55)
Structured Interviews (0.62)
0.5
Ability Tests (0.54)
0.4
Assessment Centres-performance (0.41)
Bio data (0.4)
0.3
Personality Tests (0.38)
0.2
References (0.13)
Unstructured Interviews (0.31)
0.1
0
Astrology, Graphology
12
CHOICE OF SELECTION METHOD CONSIDER

• Level of vacancy
• Costs
• Custom Practice
• Accuracy

13
INTERVIEWSDISADVANTAGES

• Interpersonal Perception
• Stereotyping
• Halo Effects
• 1st Impressions
• Contrast Effect
• Negative Information
• Quotas
• Non-verbal communication
• Implicit Personality Theory

14
INTERVIEWSADVANTAGES

• Potential for collecting information
• Potential for giving information
• Human aspects
• Ritual aspects

15
IMPROVING INTERVIEWS

• 2 or more
• Structured
• Based on personal specifications
• Trained interviewers

16
PSYCHOMETRIC TESTS

• ABILITY TESTS
• Aptitude
• Achievement
• MOTIVATION/ PERSONALITY TESTS
• OPQ(SHL)
• 16PFS(Cattel)
• California Psychological Inventory
• Myers Briggs
• Eysenck
• WORK SAMPLE TESTS

17
RSPERSONALITY TESTING

• EMOTIONAL INTELLIGENCE
• EMPHASIS ON BIG 5
• Extraversion (outgoing, sociable, assertive)
• Agreeableness (warm, trusting, kind)
• Conscientiousness (organised, thorough)
• Stability (even-tempered, calm)
• Openness to experience (creative, imaginative)

18
BIO DATA

• BIBS
• Biographical Information Blanks
• PHI
• Personal History Inventory
• Based on profiles of successful job incumbents
• Factors such as place in family structure, number
  of schools attended, house moves etc

19
ASSESSMENT CENTRES FEATURES

• Based on job behaviours analysis
• Multiple assessment techniques
• Multiple (trained) assessors
• Simulation exercises
• Outcome derived from pooled information

20
ASSESSMENT CENTRES

• Work Simulation
• Presentations
• Group Work
• Psychometric Tests
• Interviews

21
RS COMPETENCES

• Knowledge and skills to perform effectively
• e.g. customers awareness, teamwork, leadership
• Unique to organisation
• Useful for future employability assessment
• Useful for change management
• Competency-based interviews
• Competency-based assessment centres

22
EMPLOYEE SPECIFICATIONEXAMPLES OF COMPETENCES

• Planning and organising
• Managing relationships
• Gathering and analysing information
• Responding to change
• Number of levels within each matched to
  requirements of particular job
• Competency based application form needed to
  enable candidates to demonstrate how they have

23
EVALUATION OF RS PROCESS

• EFFECTIVENESS
• did it distinguish between suitable and
  unsuitable candidates? (as measured by retention,
  performance, promotion)
• EFFICIENCY
• Average cost per recruit time taken to appoint
  offer-acceptance ratio
• PRACTICALITY ACCEPTABILITY
• FAIRNESS LEGALITY

24
EQUALITY OF OPPORTUNITY

• RS process susceptible to bias
• Essence is discrimination-between suitable and
  unsuitable
• But avoid unfair discrimination e.g. on grounds
  of disability, gender, race, religion
• Ensure equal access

25
EQUAL OPPORTUNITIES AREAS OF CONCERN

• RECRUITMENT AND SELECTION
• SPECIFICATIONS
• unjustified conditions or requirements
• APPLICATION FORMS
• limited formats or non job related questions
• JOB ADVERTISEMENTS
• carelessly worded or narrowly distributed
• BIAS
• tests and interviews
• EMPLOYEMENT OFFERS
• terms and conditions, refusal to offer
• MONITORING, RECORDING, RETENTION

26
EQUAL OPPORTUNITIES MAIN LEGISLATION

• 1970 Equal Pay Act
• 1976 1988 Sex Discrimination Orders
• 1976 1989 Fair Employment Act
• 1998 Fair Employment and Treatment Act
• 1995 Disability Discrimination Order
• 1997 Race Relations Order
• Enforcement-Industrial Fair Employment
  Tribunals
• Equality Commission 1999

27
ADDITONAL READING

• PLUMBLEY P (1994)
• Recruitment selection IPM
• RUSSELL CJ. (2001)
  
• A longitudinal study of top level executive
  performance
• Journal of Applied Psychology 86
• SMITH M ROBERTSON (1993)
• The theory and practice of systematic recruitment
  and selection