Professional Documents
Culture Documents
MBA Programme
Lesson 2 Unit 2
Lesson Objectives
Appreciate the Recruitment and Selection planning process Understand how to attracting the right candidates Knowledge of the different selection methods available Understanding and consideration of legislative requirements and especially those pertaining to Equality, diversity and discrimination
Recruitment is considered to be
Defining Requirements
Armstrong (2012) suggests
role profile should give the overall purpose of the role, position within the organisation and key responsibilities or results areas person specification concentrates on the knowledge that the person needs to have and skills and abilities they need to be able to effectively carry out the role now and in the future.
The latter two may include behavioural competencies which will reflect the organisations values. May highlight qualifications and experience that the applicant needs to have sometimes broken down into desirable and essential. Competency model for recruitment is popular because it is objective although there is little evidence that it is more successful in ensuring that the right applicant is finally selected according to Markus et al, 2005.
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Defining Requirements
Legislation within the UK advises that all people specification requirements need to be objective under the Equality Act (2010). They cannot ask for experience, skills or knowledge which cannot be justified and which would preclude protected groups of people from applying Under UK legislation, employers are required to make reasonable adjustments so that disabled people are able to apply for many jobs which have a physical aspect to them too. Similar legislation exists in other Western nations and further information about Equal Opportunities legislation within the USA can be obtained from the EEOC website at http://www.eeoc.gov/. Much of the legislation that European countries abide by has originated from the Europe Union but because some of this has required member countries to incorporate the legislation within their own legislative frameworks, there can be some anomalies in how it has been interpreted and implemented across member countries.
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What are the organisations key attraction factors in comparison to competitors their strengths and weaknesses?
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People already familiar with the business and how it operates Provides opportunities for promotion with in the business can be motivating Business already knows the strengths and weaknesses of candidates External Recruitment Outside people bring in new ideas Larger pool of workers from which to find the best candidate People have a wider range of experience
No new ideas can be introduced from outside the business May cause resentment amongst candidates not appointed Creates another vacancy which needs to be filled Longer process More expensive process due to advertisements and interviews required Selection process may not be effective enough to reveal the best candidate
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Dependent upon the reason for the vacancy, organisations can also give consideration to hiring part time, temporary or freelance staff.
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Shortlisting
sift through the applications. Check against role and organisational requirements for yes, nos and possibles. Criterion needs to be objective as possible to avoid judgements being Armstrong (2012) suggests that criteria be classified into essential, very desirable and desirable to enable easier candidate selection for the next stage. It has also been known for potential employers to compare the results against an ideal candidate profile which may include subjective criteria or responses given to questions which may have been asked relating to scenarios or the candidates values and beliefs if these have been included in the application process (Beardwell & Claydon 2010, Armstrong 2012).
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Shortlisting
Online applications popular: Does remove subjectivity but relies on criteria being specified correctly and that the applicant has completed the application as completely as possible using your key words. Tend to be poorly completed
The objective of sifting and shortlisting is to bring the number of candidates to be taken to the next stage down to a reasonable number.
Beyond shortlisting, there are still a number of selection techniques available for an organisation to choose from. The CIPD as part of their Recruitment, Retention and Labour Turnover Survey 2009 included an analysis of the most popular selection methods.
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Interviewing
Usually a face to face discussion - are different formats. One to one interview and panel interviews. Biographical - ask questions about the contents of the CV / application form or the key competencies of the job. Could ask questions to determine a persons behaviour. They can be structured ask specific questions of all candidates or unstructured where different questions may be asked usually around the contents of the application form / CV to elicit further information from the candidate. Unstructured - criticism as interaction is not standardised, can focus on competencies and behaviours. However, skilled interviewer can undertake this objectively and preferably with a second person present to avoid biased decisions - can be very effective. Structured interview behavioural and situational and rely upon a candidates response to incidents and scenarios to determine whether they are likely to be effective in the workplace.
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Tests
More objective than interviews. Applicants can be tested for a range of competencies, aptitudes, intelligence and personality Consider What you want to know? Is a test likely to be successful in achieving that? How important criteria testing for is? Aptitude tests establish a persons knowledge and skill and their capacity for verbal reasoning, numerical reasoning, spatial reasoning and mechanical reasoning important if little experience (Armstrong, 2012, 232).
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Tests
Ability tests enable the interview to determine how well a person can undertake the job that they have applied for eg give a presentation, type a report, analyse some figures. Personality tests Consider how important is personality Who decides what aspects of personality are more important, how and why? Different theories about personality and therefore different tests too. Beardwell & Claydon (2010, 175) suggest that the argument over the effectiveness and usefulness of personality testing is around 4 issues, the extent to which personality is measurable, the extent to which it remains stable over time and across situations, the extent to which characteristics can be identified as being necessary or desirable, the extent to which completing a questionnaire can determine this.
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Assessment Centres
Group of participants undertake series of tests and exercises under observation with a view to the assessment of their skills and competencies, their suitability for particular roles and their potential for development (Beardwell & Claydon, 2010). Allows a more comprehensive assessment of potential employees than interview and testing alone but they are expensive Armstrong (2012) cites research by Schmidt and Hunter in 1998 which suggests that they are less effective at predicting performance than using intelligence testing with a structured interview.
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Obtaining References
Used to confirm information about candidates. Suggested that telephone references may be more reliable references that contain [what the individual feels] is false or unsubstantiated statements that damages the reputation of the individual can result in court action for damages as can references where it can be shown that they are not factually correct.
Choice of Methods
Method, choice, will, in part, be determined by your recruitment objectives. Eg if an organisation fit is more important than a person fit, you will probably undertake psychometric testing whereas if skills are more important, a practical skills test might be undertaken.
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Applicants can adjust their responses to match what they believe the
organisation is looking for Applicants may be similar Lack of support for validity of their use Cognitive / Highly reliable and high validity for wide range of jobs Non-minorities typically score above minorities which can impact on equality of selection process Aptitude Tests Combination of tests shows higher validity than individual tests
Differences between men and women in their abilities can also impact
on equality of selection process Can be costly as only one applicant at a time can undertaken Useful for jobs where tasks can be completed in a short period of time so less useful in occupational areas where this is not the case Cannot measure aptitude of an applicant for undertaking the job role if new to the job or other aspects of the job that are not being tested
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Discrimination can occur throughout the employment relationship, and will be addressed again in the next lesson, the employment relationship starts with recruitment and selection.
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Thank you
In the next lesson we will look at the employment relationship from the offer of employment