HUMAN RESOURCE

1

• HUMAN RESOURCE
• How do HR generate a pool of capable people to
  apply for employment? How do they assess
  suitability for succession to a job?

Edited by Fabio Emanuele Noia, Link Campus
University of Malta, 2006
Chapter 7 Recruitment Selection
Freely Inspired from Bratton J., Gold J., Human
Resource Management, Theory and Practice,
Palgrave, 2003 http//www.palgrave.com/business/br
attonandgold/
2

• Recruitment
• ____________
• The process of generating a pool of capable
  people to apply for employment to an
  organization.

Freely Inspired from Bratton J., Gold J., Human
Resource Management, Theory and Practice,
Palgrave, 2003
3

• Selection
• ____________
• The process by which managers and others use
  specific instruments to choose from a pool of
  applicants a person or persons most likely to
  succeed in the job(s), given management goals and
  legal requirements.

Freely Inspired from Bratton J., Gold J., Human
Resource Management, Theory and Practice,
Palgrave, 2003
4

• Stages of recruitment and selection
• ____________
• Internal and external factors job analysis
• ?
• Human Resource Planning
• ?
• Recruitment
• ?
• Pool of applicants
• ?
• Selection
• ?
• Job Performance

Freely Inspired from Bratton J., Gold J., Human
Resource Management, Theory and Practice,
Palgrave, 2003
5

• Psychological contract
• ____________
• Recruitment and selection are vital stages in the
  formation of the expectations that form such
  acontract.
• A contract which is key for organizational
  commitment and motivation.
• Two-way flow of communication is needed as
  employees select an organization and the work on
  offer as much as employers select employees.
• Mutual and reciprocal understanding of
  expectations

Freely Inspired from Bratton J., Gold J., Human
Resource Management, Theory and Practice,
Palgrave, 2003
6

• Legal context
• ____________
• RS practices are bound by the law of the land.
• These have been notorious areas for demonstrating
  prejudiceand subjective influence, which could
  wel result in infringements under legislation
  dealing with discrimination.

Freely Inspired from Bratton J., Gold J., Human
Resource Management, Theory and Practice,
Palgrave, 2003
7

• 3 forms of discrimination
• ____________
• Direct (treated less favourably based on gender,
  race ethnicity, disability, )
• Indirect (a requirement not been shown to be
  justified apparently treats everyone equally but
  has a disproportinate effect on a particular
  group applicant should be 1.85 m tall)
• Victimization (individuals are discriminated
  against because they have exercised their rights
  under the law).

Freely Inspired from Bratton J., Gold J., Human
Resource Management, Theory and Practice,
Palgrave, 2003
8

• Equal pay
• ____________
• For like work
• Work rated as equivalent under a job evaluation
  scheme
• Work of equal value, in terms of demands made
  under such headings as effort, skill and decision
  making.

Freely Inspired from Bratton J., Gold J., Human
Resource Management, Theory and Practice,
Palgrave, 2003
9

• Diverse workplace
• ____________
• Antidiscrimination legislation provides the
  foundation for a growing interst in diversity at
  work, creating a working culture taht seeks,
  respects, values and harnesses difference.
• Diversity can provide an organization with a
  valuable resource in competing both globally and
  locally

Freely Inspired from Bratton J., Gold J., Human
Resource Management, Theory and Practice,
Palgrave, 2003
10

• Attraction
• ____________
• Assumptions
• People have a choise
• The contribution they will make is not totally
  predictable
• Employees will potentially attempt to retain
  significant discretion with respect to the effort
  they are prepared to make and their commitment to
  organizations.

Freely Inspired from Bratton J., Gold J., Human
Resource Management, Theory and Practice,
Palgrave, 2003
11

• Attraction
• ____________
• As population grow older many organization have
  to adjust to better appeal to older workers
  (Japan)
• Reduction of graduate jobs with increasing supply
  make difficult to find employment on advantageous
  terms overqualification (UK)
• Small and medium enterprises are becoming key
  sources of graduate recruitment less formal and
  bureaucratic (Italy).

Freely Inspired from Bratton J., Gold J., Human
Resource Management, Theory and Practice,
Palgrave, 2003
12

• Selecting on competency
• ________________
• Woodruffe (1992)
• the set of behavior patterns that the incumbent
  needs to bring to a position (relevant) in order
  to perform its tasks and function with
  competence.
• Dimensions of behavior that are distinct and
  associated with competent or effective
  performance should be identified and isolated for
  being used as a selection basis.

Freely Inspired from Bratton J., Gold J., Human
Resource Management, Theory and Practice,
Palgrave, 2003
13

• Attraction HP Way
• Clearly designed to bring about increased
  motivation, increased acceptance fo
  responsibility, deepened skills and greater
  commitment from workers already employed within
  the organization.
• Projected images, values, and information on
  espoused goals will inetract with workers in the
  external labor market, inclusing both those
  employed and those unemployed, determining the
  degree of attraction that potential recruits feel
  towards the organization.
• The basis for a compatible person-organization
  fit.

Freely Inspired from Bratton J., Gold J., Human
Resource Management, Theory and Practice,
Palgrave, 2003
14

• Attraction Retention Attrition
• If they dont fit they will leave (Schneider,
  1987)
• People are attracted to an organization on the
  basis of their own interests and personality.

Freely Inspired from Bratton J., Gold J., Human
Resource Management, Theory and Practice,
Palgrave, 2003
15

• Main approaches to attract
• Walk-ins
• Employee referrals
• Advertising
• Websites
• Professional associations
• Educational associations
• Professional agencies
• Employer Branding
• E-recruitment (Monster, StepStone, Corporate
  websites)

Freely Inspired from Bratton J., Gold J., Human
Resource Management, Theory and Practice,
Palgrave, 2003
16

• Critical variable in attraction
• Cost
• Time
• Labor market focus
• Mobility of labor
• Legislation on discrimination

Freely Inspired from Bratton J., Gold J., Human
Resource Management, Theory and Practice,
Palgrave, 2003
17

• Job description
• Job title
• Department
• Responsible to
• Relationship
• Purpose of Job/overall objectives
• Specific duties and responsibilities
• Physical/economic conditions

Freely Inspired from Bratton J., Gold J., Human
Resource Management, Theory and Practice,
Palgrave, 2003
18

• Personnel specification
• Physical characteristics
• Attainments
• General intelligence
• Specific aptitudes
• Interests
• Disposition
• Circumstances

Freely Inspired from Bratton J., Gold J., Human
Resource Management, Theory and Practice,
Palgrave, 2003
19

• Performance contract
• Added up to job description to better specify
  what a job holder agrees to accomplish over a
  period of time, summarizing the purpose of a job,
  how that purpose will be met over the time
  specified and how the achievement of objectives
  will be assessed.

Freely Inspired from Bratton J., Gold J., Human
Resource Management, Theory and Practice,
Palgrave, 2003
20

• Succesful attraction
• Based on whether it attracts a sufficient number
  of applicants of the desired quality within the
  budget set and the time limit.

Freely Inspired from Bratton J., Gold J., Human
Resource Management, Theory and Practice,
Palgrave, 2003
21

• Selection
• Good selection involves correct hiring decisions
  and cost and time considerartions.
• Correct decisions depends on selection process,
  validity and reliability of selected techniques
  training of staff involved in the selection
• Costs cost of people and tools cost of
  inducting and training new staff cost of
  turnover if selected staff are not retained.
• Time relates to succession plan and the need to
  discharge responsibilities in a timely fashion.

Freely Inspired from Bratton J., Gold J., Human
Resource Management, Theory and Practice,
Palgrave, 2003
22

• Tools interview
• Two-way exchange, key to introduce company and
  job to candidates and address their expectations,
  as well as eliciting relevant information test
  some aspects of candidates qualities and observe
  how they relate to people and facts.

Freely Inspired from Bratton J., Gold J., Human
Resource Management, Theory and Practice,
Palgrave, 2003
23

• Tools interview
• reliability and validity
• Reliability
• From r0.23 to 0.97 (Median 0.57)
• Validity
• From r0.09 to 0.94 (Median 0.27)
• The interview seems eficient in terms of
  reliability and validity.
• Therefore judgement about suitability for
  employment should be made by other techniques.

Freely Inspired from Bratton J., Gold J., Human
Resource Management, Theory and Practice,
Palgrave, 2003
24

• Tools interview - biases
• Pre-interview
• First impressions
• Stereotypes
• Contrast (the order matters)
• Attraction (similarity of opinions and attitudes)
• Structure (if varied affect reliability)
• Questions (misleading, embarassing, )
• Listening (talk too much)
• Retention and interpretation (poor recall or
  difficult interpretation)

Freely Inspired from Bratton J., Gold J., Human
Resource Management, Theory and Practice,
Palgrave, 2003
25
Selection testing

• A psychological test can be defined as a
  standardised situation in which human behavior is
  sampled, observed and desribed to produce an
  objective and standardised measure.
• A test is made of a number of items (stimuli)
  eliciting answers (responses).

26
Test categories

• Maximum performance to assess achieved abiities
  or potential (intelligence, cognitive and
  practical abilities, attitudes, performance)
• Typical performance preferences, typical
  behavior and ways of being of individuals
  (personality, interests, motivation). No right or
  wrong.

27
Maximum performance

• Measurement is through success in addressing
  problems, predisposition, adquired knowledge.
• Intelligence test (General IQ) to assess mental
  abilities, development and efficiency
• Attitude test to assess the ability to acquire,
  through training, abilities and reaction
  schemata
• Performance test to assess already acquired
  knowledge, abilities and competences (school
  tests).

28
Typical performance

• Personality (relatively stable aspects of
  personality).
• Is aimed at profiling individuals, not to score
  them against each other.
• Big Five Theories Consciensciousness, Openess,
  Extroversion, Emotional Stability,

29
Other classifications

• Objective tests multiple answers (standardised)
• Subjective tests require personalised input
  (fill in the blanks)
• Projective tests ambiguous situations to be
  interpreted through individual projections (fill
  in the cloud).

30
Rationale for using testing

• Irregardless of considerations concerning the
  commercial success of some products, in selecting
  tests for personnel selection / promotion
  purposes it is important to assess the following
• Fit of test within the selection process
• Fit of test within selection requirements
• Validity and reliability of tests
• Availability of proper standard population data
• Expert administration and interpretation of
  outcomes
• Overall cost-benefit analysis.

31
Assessment of drivers subjective mental
work-load in a transportation company

• Definition of mental workload in the specific
  context
• Identification of interactions between tasks,
  resources and context
• Identification of behavioural markers associated
  with workload variations
• Further statistical analysis and testing of
  markers to define best items for questionnaire.
• Administration and analysis of results
• Recommendation to improve driving
  conditions/reduce accident risks

32
Assessment of drivers subjective mental
work-load in a transportation company

• This type of study will permit the company to
  understand more about the task itself and the
  requirements for those operators to be assigned
  to the tasks.
• The outcome can serve as a useful input for job
  re-design/improvement and for a better definition
  of operator entry / selection / development
  requirements.

33

• Assessment Centers
• Given the weakness of single measures
  organizations are increasingly combining
  techniques adn applying them together at events
  referred to as Assessment Centers.
• Consist of group discussions, role plays,
  simulations, interviews and tests.

Freely Inspired from Bratton J., Gold J., Human
Resource Management, Theory and Practice,
Palgrave, 2003
34

• Realistic Job Preview
• Both parties in the recruitment and selection
  process are making decisions, and it is important
  for an organization to recognize that high
  quality applicants, attracted by the image of an
  organization , could be lost at an early stage
  unless they were supplied with realistic
  organization and work information.
• Applicant have expectations about how the
  organization will treat them (also the kind of
  tests and interwies they will be administered
  face validity) and RS represent an opportunity
  to clarify these.
• Recruitment is about making a promise, selection
  about keeping to it, properly planning and
  managing all moments of true.

Freely Inspired from Bratton J., Gold J., Human
Resource Management, Theory and Practice,
Palgrave, 2003
35

• Induction socialization to work
• Suitable candidate will be made an offer.
• The offer will be accepted or rejected or further
  negotiated by the candidate.
• A contract of employment will be eventually
  signed.
• Employee will report to his/her new job on a
  stated date.
• The new employee will be introduced (abandoned)
  to office, colleagues and job, and will be
  mentored, tutored or trained to get to expected
  performance level as soon as possible.

Freely Inspired from Bratton J., Gold J., Human
Resource Management, Theory and Practice,
Palgrave, 2003
36

• Assignment
• ___________
• On line recruitment. Visit
• http//www-aolr.org

Freely Inspired from Bratton J., Gold J., Human
Resource Management, Theory and Practice,
Palgrave, 2003