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Management of Change
Protection Royale...
National advertising
7 day ‘phone-in’ interviews, followed by screening
interviews
Assessment centre based selection
Appointment of an induction manager
Thorough procedural knowledge training for all those
involved in the recruitment and selection process.
Selection
Reception
Screening Interview
Application Blank
Selection Testing
Intelligence tests
Aptitude tests
Personality tests
Achievement tests
Situation tests
Job knowledge test
Skills tests
Interest tests
Selection Interview
Medical examination
Reference checks
Hiring Decision
Importance of Recruitment
Determine the present and future requirement of organization.
Increase the pool of job candidates with minimum cost.
Help increase the success rate of the selection process by
reducing the number of obviously underqualified job applicants.
Help reduce the probability that job applicants, once
recruited and selected will leave the organization only
after a short period of time.
Start identifying and preparing potential job applicants who will
be appropriate candidate
Increase organizational and individual effectiveness in the short
term and long term
Evaluate the effectiveness of various recruiting techniques for
all types of job applicants
Methods of Recruitment
Internal Methods
Promotions and transfers
Job Posting
Employee Referrals
External Methods
Campus Recruitment
Gate Hiring
Walk-ins
Advertisements : Newspaper ads, Television and Radio ads
External sources
Informal methods:
Rehiring former employees
Hiring people referred by present employees
Walk-ins or gate hires
Formal methods:
Campus recruitment
Advertising – mainly newspapers
Employment agencies
Internet recruitment
Public job service agencies
Unions
Additional Recruiting methods – job fairs, TV or radio ads, direct mail, telerecruiting.
Countercyclical Hiring
One strategic issue relevant to external recruiting is
when to do it. Most firms recruit each year to meet
that year's needs.
Evaluation and Benchmarking of Recruitment
Evaluation of past recruiting efforts can help the organization to
predict the time and budget needed to fill future openings.
Helps to identify the recruiting methods that yield the greatest
number or best quality of candidates.
Benchmarking against similar firms can also be informative.
Evaluation based on cost per hire with speed of filling vacancies.
Additive Models
Additive models are a purely statistical approach to
selection decision making. When using additive models,
the HR specialist simply converts test scores received
by a job applicant to some common metric and then
adds them up. The job applicants with the highest
totals are hired.
Eg:
Neha: 2(20)+3(5)+1(9)= 64
Rohan: 2(5)+3(15)+1(7) = 62
Raj: 2(25)+3(4)+1(5) = 67
Multiple cutoff
In the multiple cutoff method, job applicants are required to
have some minimum level of each predictor variable.
In the preceding example if the multiple cutoff procedure is
used. Cutoff's for each of the three predicator variables are
set so that the minimum level of problem solving ability needed
is 10, a score of 5 on the scheduling and planning test is
required and an interview rating of 5 is necessary.
Eg:
Multiple Hurdle
The multiple hurdle method can be described as a sequential
multiple cutoff approach. Using the preceding example with
Neha, Rohan and Raj, suppose that all three applicants take the
scheduling-and –planning test. This would be the first hurdle in
the selection process. Raj would not pass this hurdle and would
be excluded from further testing. Neha and Rohan then take
problem-solving test.
Profile Matching
Profile matching assumes that there is some ideal level of
predictor variables that an applicant should have rather than
some minimum level that must be met or exceeded. For
example, the ideal employee might have average intelligence,
good social skills, a low need for dominance over others, and a
high level of planning ability. In profile matching, the job
applicants hired are those who most closely match profile of a
successful employee.
How Recruitment and Selection may contribute to
Organizational Change
Relevance of recruitment and selection to strategically driven change
revolves around three concepts:
First, Strategy can be viewed as operating at three different levels starting
with corporate strategy and moving through the strategic issues relating
to organization structures to end with functional strategies.
Second, the essential relationship between functional and corporate
strategy, referred as ‘external integration’, can be regarded as two-way.
This acknowledges that much of what happens at the functional level flows
directly from the demands of corporate strategy.
Third, the various dimensions of human resourcing should
not only be integrated with corporate strategy but
should also be ‘internally integrated’ with each other.
Recruitment strategy
The following points should be taken care of in
formulating recruitment strategy:
* Identifying and prioritizing jobs
* Candidates to target
* Trained recruiters.
* How to evaluate the candidates
* Sources of recruitment
Strategic Recruitment and Selection
According to Lundy and Crowling “If organization
selection is informed by the organization’s environment,
linked to strategy, socially responsible, valid,
periodically evaluated and maintained by knowledge of
leading theory and practice, then such selection is
indeed, strategic”
Dimensions of Strategic Recruitment & Selection
Challenges to Strategic Recruitment &
Selection
Expensive
Often the lack of clear or coherent corporate strategy
Difficulty validating selection decisions
HR Planning choices
Change HRP Strategic selection choices Selection criteria
Scenario approaches
Provision of Select for short-term Operational
Status QUO human proficiency and accept the criteria: attributes
resources for possibility of high levels of required for
existing jobs turn over if employees cannot successful current
cope with change. job performance
Provision of Select for longer-term Visionary criteria:
Planned/ human adaptability to change, but attributes that are
predictable resources for accept that there will be hypothesized as
change envisaged limited knowledge of future necessary for
future jobs changes and therefore some successful future job
difficulties in assessing performance
adaptability
Future Provision of Follow a path of continuous Transformational
imperfect human modifications as the future criteria: attributes
Unplanned/ resources for unfolds, with numerous that are required to
unpredictable jobs which changes to selection systems enable change to
change cannot be or vocational training systems happen; the
prescribed competencies to
change rather than
the changing
competencies
Levels of Strategy
Recruitment & Selection flowing down from
Corporate Strategy
Here the objective of recruitment & selection would be to recruit
people who will enhance the org.’s capacity to deliver its
corporate strategy.
E.g. for an INNOVATION corp. strategy, the company would seek
to recruit people with:
highly innovative behaviour
preference/ability for co-operative behaviour
relatively high risk taking
tolerant of uncertainty
longer-term focus
For a QUALITY ENHANCEMENT or COST REDUCTION
corp. strategies, the patterns would be different
Employee Behaviour Continua Relevant to
Corporate Strategy
Innovation
Self-autonomy
Risk taking
Adaptability to change
Comfort with certainty
Concern for quality
Concern for quantity
Concern for outcomes Responsibility preference (avoids vs. seeks)
Job/org involvement
Skill base (broad-narrow)
Time focus (long/short term)
Undesired traits
Cautions
rationalises mistakes
defensive
discourage ideas
dominates
Change Agents
Change Agent is someone who "alters human capability or organizational
systems to achieve a higher degree of output or self actualization."
Beginning with the end in mind, the goal of a change agent is obviously to
make changes that stick. The result of change agent activity is to enable
people to do more, or find a new and better perspective on life.
Sometimes this latter idea is the foundation for future change which
achieves outcomes that were previously not attainable.