Strategic Human Resource Recruitment and Selection

Stage 3 ISHRM (5)

Learning objectives:
Understand the nature and importance of diverse workforce to examine the difference between equal opportunity and managing diversity in the organisation Understand the process of recruitment and selection processes Explain the difference between different recruitment strategies Discuss the process and methods of selection in the organisations Criticise and discuss the validity and reliability of the selection techniques
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The aims of selection process

Possess competences desired by the organisation Are capable of self development Can generate practical ideas Make few mistakes and are rarely absent Generate higher customer satisfaction Do not need close supervision Stay with the business for long time Generate a high return for the money they are paid
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Employers need to
Be flexible to ensure attracting the right person Ensure the committed people are selected The organisation is equipped for the attracting, selecting and recruiting people.

Attraction-selection-attrition framework
Attraction Attraction

Attrition

Selection
Organisational goals

Reduction

Source: Adapted from Schneider, 1987.

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Process approach to Recruitment and Selection

Malleable Malleable job within a particular organization culture individual with particular personal needs and values

Source: adapted from Newell 2005, p. 145

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Equal Opportunity

The root for the equal opportunity concept is the sameness perspective in managing people (Beardwell et al. 2004). The sameness perspective argues people should be treated equally regardless of their sex, ethnic groups, age and so on. Age is not used as a criterion to decide employees suitability for employment or retraining. Same questions are asked from applicants of different gender during selection process. Gender specific languages do not appear in job adverts and job description. Part time working opportunities are available to men and women. Company benefits are made available to partners of non-married couples and same sex partners. The same pay is offered for the same job.

Framework of Diversity
What is diversity? Diversity simply refers to human characteristics that make people different from one another. Individual characteristics over which a person has little or no control include biologically determined characteristics such as race, sex, age, and certain physical attributes, as well as the family and society into which he or she is born.
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Conceptual Model of Diversity

Valuing Managing

Complying
Individual self-esteem is important to performance Feeling comfortable in work environment Business, social and moral values are one and the same Job is a part of life The more productive the people, the higher organisation performance

Reacting to the pressure not the problem, let alone the opportunity Compliance and obligation Keep the law out of our business Situational ethics Avoid legal consequences

Diversity is important as a competitive business practice We need to attract best people Job stability is important Turnover costs money

Source: Adapted from Lafasto, F. (1992) Baxter Healthcare Organisation

Equal opportunity vs. management of divers

Equal opportunity Purpose - reduce discrimination Case argued - moral and ethical Responsibility - HR/ personnel function Focuses on groups Benefits for employees opportunities improved for disadvantaged groups Management activity recruitment Changing systems and practices
Managing diversity Purpose utilise employee potential to maximum advantage Case argued Business case, improve profitability Responsibility all managers Focuses individuals Benefits for employees opportunities improved for all employees Management activity managing Changing the culture

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Job Analysis Physical characteristics Attainments General intelligence Specific aptitudes Interests Disposition Circumstances
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Stages of Recruitment and Selection

Internal Factors

External factors

Job Design

Human Resource Planning

Recruitment

Pool of Applicants

Selection

Job Performance

Source: Adapted from Braton and Gold, 2004

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Recruitment
Who do we want? How can we attract them? How can we identify them? How do we know we have got it right? Who should be
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Recruitment approaches
Suitability: Find the right person for the job

Malleability: Find person who fit.

Flexibility: Aim for flexible employees prepares for future change.

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Internal recruitment
Advantages Knowledge of strengths and weakness of job candidates Knowledge of company Motivation of employees is enhanced Increasing the return on investment

Disadvantages People might be promoted to the point where they cannot successfully perform the job Infighting for promotions can negatively affect morale. Inbreeding can stifle new ideas and innovation.
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External recruitment
Advantages The pool of talent is much larger New insights and perspectives can be brought to the organisation Frequently it is cheaper and easier to hire technical, skilled or managerial employees from outside. Disadvantages Attracting, contracting, and evaluating potential employees is more difficult. Adjustment or orientation time is longer. Morale problems can develop among those employees within the organisation who feel qualified to do the job.
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Electronic Recruitment Advantages:

A shorter recruitment cycle time It can reduce costs It can reach a wider range of applicants Organisations can display a more up-to-date image It provides global coverage

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Selection principles
Underlying the process of selection and the choice of techniques are two key principles:

Individual differences: Attracting a wide choice of applicants will be of little use unless there is a way of measuring how people differ, i.e. intelligence, attitudes, social skills, psychological and physical characteristics, experience etc. Prediction: A recognition of the way in which people differ must be extended to a prediction of performance in the workplace.
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Four basic requirements of selection methods

Practicality Sensitivity Reliability Validity

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Reliability & Validity

Reliability refers to the extent to which a selection technique achieves consistency in what it is measuring over repeated use. Validity refers to the extent to which a selection technique actually measures what it sets out to measure.

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E-assessment
On-line testing, or e-assessment, is also used for selection and other HR purposes.

Benefits: Online testing enables organizations to test at any time and anywhere in the world. It enables the quick processing of applicants. Drawback: Loss of control over the administration of the tests anyone can be called on to help
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Interview
Structured interview: an interview conducted according to a predetermined outline.

Unstructured interview: an interview conducted without a predetermined checklist of questions.

Board or panel interview: interviewing method in which two or more people conduct an interview with one applicant.

Group interview: interview method in which several applicants are questioned together.
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