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HUMAN RESOURCE MANAGEMENT

Global Edition 12e

Chapter 5, 6 and 7
Recruitment and Selection

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GARY DESSLER

Part 2 Recruitment and Placement

WHERE WE ARE NOW

FIGURE 110

Strategy and the Basic Human Resource Management Process

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Human Resource Management Processes


What Is Human Resource Management (HRM)? The process of acquiring, training, appraising, and compensating employees, and of attending to their labor relations, health and safety, and fairness concerns.
Training Human Resource Management (HRM)

Acquisition

Fairness

Health and Safety

Appraisal

Labor Relations

Compensation

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Last Time

The Basics of Job Analysis: Terms


Job Analysis
The procedure for determining the duties and skill requirements of a job and the kind of person who should be hired for it.

Job Description
A list of a jobs duties, responsibilities, reporting relationships, working conditions, and supervisory responsibilitiesone product of a job analysis.

Job Specifications
A list of a jobs human requirements, that is, the requisite education, skills, personality, and so onanother product of a job analysis.

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Types of Information Collected

Work activities

Human requirements Information Collected Via Job Analysis Job context

Human behaviors

Machines, tools, equipment, and work aids

Performance standards

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Uses of Job Analysis Information


Job analysis

Job description and specification

Recruiting and selection decisions

Performance appraisal

Job evaluation wage and salary decisions (compensation)

Training requirements

FIGURE 41

Uses of Job Analysis Information

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WHERE WE ARE NOW

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Today

LEARNING OUTCOMES
1. List the steps in the recruitment and selection process. 2. Explain the main techniques used in employment planning and forecasting.

3. Explain and give examples for the need for effective recruiting.
4. Name and describe the main internal sources of candidates. 5. List and discuss the main outside sources of candidates. 6. Explain how to recruit a more diverse workforce.

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The Recruitment and Selection Process

1. Decide what positions to fill through personnel planning and forecasting. 2. Build a candidate pool by recruiting internal or external candidates. 3. Have candidates complete application forms and undergo initial screening interviews. 4. Use selection tools to identify viable candidates.

5. Decide who to make an offer to, by having the supervisor and others interview the candidates.
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Steps in Recruitment and Selection Process

The recruitment and selection process is a series of hurdles aimed at selecting the best candidate for the job.

FIGURE 51

Steps in Recruitment and Selection Process

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Planning and Forecasting


Employment or Personnel Planning
The process of deciding what positions the firm will have to fill, and how to fill them.

Succession Planning
The process of deciding how to fill the companys most important executive jobs.

What to Forecast?
Overall personnel needs The supply of inside candidates The supply of outside candidates
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Recruiting Yield Pyramid

50%

67%
75% 16%

FIGURE 56

Recruiting Yield Pyramid

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Internal Sources of Candidates


Advantages
Foreknowledge of candidates strengths and weaknesses More accurate view of candidates skills Candidates have a stronger commitment to the company Increases employee morale Less training and orientation required

Disadvantages
Failed applicants become discontented Time wasted interviewing inside candidates who will not be considered Inbreeding strengthens tendency to maintain the status quo

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Outside Sources of Candidates


Locating Outside Candidates
1 Recruiting via the Internet

6 7
8 9

Executive Recruiters

2
3 4 5

Advertising Employment Agencies


Temp Agencies and Alternative Staffing Offshoring/Outsourcing

On Demand Recruiting Services (ODRS)


College Recruiting Referrals and Walk-ins

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Recruiting A More Diverse Workforce

Single parents

The disabled

Older workers

Welfare-to-work

Minorities and women

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WHERE WE ARE NOW

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Why Careful Selection is Important?

The Importance of Selecting the Right Employees

Organizational performance

Costs of recruiting and hiring

Legal obligations and liability

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How Do Employers Use Tests at Work?

Major Types of Tests


Basic skills tests Job skills tests Psychological tests

Why Use Testing?


Increased work demands = more testing Screen out bad or dishonest employees Reduce turnover by personality profiling
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Computerized and Online Testing

Online tests
Telephone prescreening Offline computer tests Virtual inbox tests Online problem-solving tests Specialized work sample tests Numerical ability tests Reading comprehension tests Clerical comparing and checking tests

Types of Tests

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Types of Tests

What Different Tests Measure

Cognitive abilities

Motor and physical abilities

Personality and interests

Current achievement

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Personality and interests


The Big Five
Extraversion

MBTI

Conscientious ness

OCEAN

Emotional stability/ Neuroticism

Agreeableness

Openness to experience

DiSC

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