Recruitment and Selection

1
Recruitment and Selection

• Getting the best employees through the door

2
Human Resource Processes
Plateau
Termination
Suboptimal hire
Image or fit problems
Missed opportunity
3
Applicant attraction strategies

• Rynes (1990). 3 strategies to increase attraction
  in tight labor markets.
• 1. Improve recruitment processes.
• 2. Alter employment inducements.
• 3. Target non-traditional applicants.
• Contingencies
• labor supply, vacancy characteristics, org
  characteristics and ability to pay, phase of the
  process, and legal considerations.

4
Best-Case Scenario/Goals for HR

• Diverse and qualified applicant pool
• High reputation/ job desirability
• Fair and optimal hiring (fit for job and org)
• Flexible training/socialization with high
  internal and low external portability
• Accurate evaluation with breadth of criteria
• Maintain enough talented employees to promote
  from within/ reduce stagnation

5
Hiring for Fit

• Two types
• Person-Job (P-J). Knowledge, Skills, and
  Abilities.
• Person-Organization (P-O). Values and Personality
  traits.
• P-O and P-J can be complementary (hire more of
  the same) or supplementary (High overlap with
  additional skills to fill holes).
• If you use fit
• 1. Assess work environment
• 2. infer type of person required
• 3. rites of passage (interviews, testing,
  realistic job previews)
• 4. reinforce org. fit at work (task design,
  training, org design)

6
Socialization as Training

• Socialization should be a part of training.
• Allows employees to better understand the big
  picture of how the organization operates.
• Socialization has 6 dimensions
• 1.people,
• 2. history,
• 3.language,
• 4. org goals/values,
• 5. politics,
• 6. performance proficiency/expectations.