Recruitment and Selection: Hiring for the Job or the Organization?

Module 13

Copyright 2000 - South-Western College Publishing

Module 13-0

Module Overview
Matching

individuals & organizations The recruitment & selection process Organization vs. job analysis Person-job fit vs. person-organization fit The legal environment Strategic issues in recruitment & selection

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Module 13-1

Relation To The Frame

ORGANIZATIONAL CONTEXT

HR Choices
HR Roles Unilateral (managerial discretion) Joint (negotiated) Imposed (no choice)

Transactional

Managerial

Transformational

STRATEGIC OBJECTIVES
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Module 13-2

A Mutual Matching Process

Organization Individual

Job Requirements
Rewards
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Qualifications
Motivation
Module 13-3

Stages of the Recruitment & Selection Process

Stages of The Recruitment and Selection Process Stage 1
Organization Identify and attract applicants

Stage 2
Narrow pool to minimally qualified applicants

Stage 3
Further narrow pool to those who best fit the job Further narrow pool to those who best fit with needs/career goals

Stage 4
Further narrow pool to those who best fit job and organization Further narrow pool to those who have desirable jobs and desirable cultures

Stage 5
Decide whom to hire

Individual

Identify and attract organizations

Narrow pool to minimally acceptable organizations

Decide which job offer to accept

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Module 13-4

Organization & Job Analysis Process

Organization Analysis Recruitment Selection

Job Analysis
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Module 13-5

Organization Analysis
Long-

& short-term goals Staffing needs Nature of environment Climate/culture

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Module 13-6

Job Analysis
Task

Job

context Knowledge Skill Ability Other

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Module 13-7

Job Rewards
Extrinsic

Intrinsic

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Module 13-8

Person-Job Fit
Overqualified

Match
Underqualified
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Module 13-9

Person-Organization Fit
Personality Goals Values Interpersonal

skills

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Module 13-10

Recruiting Issues
Internal

vs. external recruiting sources Recruiting scope & intensity Recruitment message Recruitment media

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Module 13-11

Applicant Pool Quality

Best
Applicant Pool

Best of the Best

Applicant Pool

Best of the Worst

Worst
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Module 13-12

Selection Steps
Get

applicant KSAO & motivation data Assess person-job fit Assess person-organization fit Decide whom to hire Make job offer(s)

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Module 13-13

Selection Methods
Initial Assessment Methods
Resumes & cover letters Application blanks Biographical information Reference reports Screening interviews

Substantive Contingent Assessment Methods Assessment Methods

Ability tests Personality tests Job knowledge tests Performance tests & work samples Integrity tests Interviews Drug tests Medical exams

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Module 13-14

Selection Rules-Of-Thumb
Use

multiple methods to get KSAOs. Identify patterns of past behavior. Simulate job situations when possible.

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Module 13-15

Evaluating Selection Methods

Reliability

Validity
Utility Applicant

reactions Adverse impact

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Module 13-16

Characteristics of a Useful Selection Method

It

is reliable. It is valid. Its benefits outweigh its costs. Applicants respond favorably to it. It does not screen out a disproportionate number of legally protected group members.

Copyright 2000 - South-Western College Publishing

Module 13-17

Selection: Decision Making

Combining

information

compensatory noncompensatory
Decision

rules

top-down ranking grouping

Job

offers
Module 13-18

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Why Validate?
Legal

protection Sound business decision making

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Module 13-19

The Half-Million Dollar Investment

Cumulative Investment in One Employees Base Salary
Tenure (Years) Starting Salary $15,000 $20,000 $25,000 $30,000

5 77,284 103,045 128,807 154,568

10 160,541 214,054 267,568 321,082

15 250,232 333,643 417,053 500,464

20 346,855 462,473 578,092

25 450,945 601,260

30 563,080

Note: a 1.5% annual cost-of-living increase is included in these figures

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Module 13-20

The Legal Environment

Federal

laws State laws Local laws Executive orders Agency guidelines

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Module 13-21

Prohibited Criteria
Race Color Religion Sex National Age Disability Handicap

origin

Ancestry

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Module 13-22

Two Types of Illegal Discrimination

Disparate

treatment Disparate impact

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Module 13-23

Characteristics of Legal Selection Practices

Job-related

essential job functions business necessity

Standardized

content administration scoring

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Module 13-24

Two Major Strategic Issues

How

can HR selection affect an organizations ability to formulate & implement a successful business strategy? Should an organization make or buy its needed human resources?

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Module 13-25

Three Approaches
Traditional

Staffing

as strategy implementation Staffing as strategy formation

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Module 13-26

Traditional Approach
Strategy

is a contextual feature Hire for person-job fit Select best person for a specific job

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Module 13-27

Staffing as Strategy Implementation

Human

resources support strategy Hire for person-strategy fit Select best person with needed capabilities

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Module 13-28

Staffing as Strategy Formation

Human

resources can influence strategy formation Hire for person-organization fit Hire people with unique or complementary KSAOs

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Module 13-29

Make or Buy Human Resources?

Make

Hire trainable employees.

Buy

Hire fully trained employees.

Make

& buy

Buy fully trained employees for critical jobs. Hire trainable employees for all other jobs.
Module 13-30

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Human Resource Flows

Inflows

Upward Lateral Downward

Outflows

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Module 13-31

The Forest and the Trees

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Module 13-32