Recruitment and Selection

Workforce planning

- process of deciding which positions in the firm to be fill and how to fill them

- goal is to identify and eliminate gaps between employer's workforce needs and the current employees who might be suitable for filling those needs

- this is the first step before recruiting and hiring employee

Succession Planning

process of filling up executive jobs

Strategy and Workforce Planning

- employment plans are built on forecasts

- with these forecasts, need-supply gaps can be identified from which training and recruitment plans can be developed to fill in anticipated gaps

need for more employees

high demand for products/services = ____________________________.

Short term demand

- daily, weekly, and seasonal forecasts

- having a look at daily, weekly, and seasonal (holidays or occassions) sales trends

Long term demand

- managers could estimate long term demand by speaking with customers, following industry publications, and watching economic forecasts

- future predictions are not precise, but are helpful for addressing potential changes in product demands

Trend Analysis

- study of a firm's employment levels over the past few years compute the number of employees at the end of each year for the past 5 years

- provides an initial rough estimate of future staffing needs

Ratio Analysis

- making forecasts based on historical ratio between: some causal factor (like sales) the number of employees required

- assumes that things like producivity remain the same

- only focuses on sales and employees. No other factors

Scatter Plot

shows graphically how two variables are related

Forecasting Supply of Inside Candidates

determining which existing employees are qualified or trainable for projected job openings

Personnel Replacement Charts

- used particularly for the firm's top positions

- shows the present performance and promotability for each position's potential replacement

Position Replacement Card

create a card for each position showing possible replacements, as well as present performance, promotion potential, and training

Markov Analysis

- forecasts availability of internal job candidates involves creating

- a matrixx that shows the probabilities that employees in the chain of feeder positions for a key job (e.g. junior engineer to engineer to senior engineer, and so on) will move from position to position and therefore be available to fill the key position

Forecasting the Supply of Outside Candidates

- done usually if there won't be enough skilled inside candidates to fill anticipated openings

- this can be done by looking at the locale or industry's unemployment rates

Forecasting workforce availability

which means trying to see whether finding suitable candidates from outside the company would be easier or if there is a supply of outside candidates

Predictive Workforce Planning

continuous planning of how projected employee shortfalls can be filled with the current recruitment or employee retention plans

Matching Projected Labor Supply and Demand with a Plan

workforce planning should culminate in a workforce plan

Succession Planning

systematically identifying, assessing, and developing organizational leadership to enhance performance

Employee recruiting

- finding and/or attracting applicants for the employer's open positions

- process of identifying, screening, shortlisting, and hiring

- purpose: filling up positions within the organization

- selecting the right person, for the right position at the right time

- positive process with attracting as many candidates as possible for vacant positions

Recruitment sourcing

- involves determining what recruitment options are (referrals, online ads, etc.)

- assessing which options are the best for the job in question

Recruiting Yield Pyramid

used to gauge the staffing issues needed to be addressed

Internal Sources of Candidates

- internal sources or "hiring from within" are often the best sources of candidates

- internal recruiting is assumed to improve employee engagement

- factors to consider are size of the organization, recruiting policy, image of organization (branding), and image of job

Job Posting

- publicizing an open job to a company's employees by posting on company intranets or bulletin boards

- postings list the job's attributes such as qualifications, supervisor, work schedule, and pay rate

Qualifications Skills Inventories

reveal which employees have the right background for the open job

Promotions

- advancement of employees by evaluating their job performance

- leads to an increase in pay and benefits

- the process of shifting an employee from a lower position to a higher position with more responsibilities, remuneration, facilities, and status

- may be used to fill vacancies of higher positions

Transfers

- process of interchanging from one job to another without any change in the designation and responsibilities

- shifting of employees department to department, location to location, or branch to branch

- normally based on the job requirements and capabilities of employees

Recruitment of Former Employees

- ex-employees are called back, depending upon the requirement of the positions

- cost-effective and saves plenty of time

- ex-employees are well aware of the organization, what the job entails, and the personnel

Internal Advertisements or Job Postings

- process of posting and advertising jobs within the organization

- an open invitation to all the employees within the organization, where they can apply for the vacant positions

Employee Referrals

- hiring new employees through references of current emplyees

- present employees can refer their friends and relatives

Previous Applicants

- hiring team examines the profiles of previous applicants from the organizational recruitment database

- they can be easily contacted and will be positive in response in most cases

Outside Sources of Candidates

factors to consider are demographic factors, labour market, unemployment rate, labour laws, legal considerations, and competitors

Direct Recruitment

- recruitment is carried out by putting a notice regarding job vacancy on the notice board of the organization

- also called as factory gate recruitment

- used to recruit blue collar and technical workers

Informal Recruiting

- recruitment through "serendipitously" encoutering the "right candidates"

- job openings are not being publicized at all

Recruiting via Internet

employers post job opening ads on their websites and job boards (such as Indeed.com)

Virtual job fairs

- online visitors can listen to presentations, visit booths, leave resumes, and business cards, participate in live chats, and get contact information from recruiters

- last about 5 hours

Applicant Tracking Systems (ATS)

- online systems that help employers attract, gather, screen, compile, and manage applicants

- provide requisitions management for monitoring open jobs

- provide applicant data collection

- provide reporting (such as cost per hire and hire by source)

Advertising

- most prevalent and common external sources of recruitment

- best way to source candidates in a short span

- provides an efficient way of screening the specific requirements of the candidates

Attention, Interest, Desire, Action

Acronym of AIDA

Employment Exchanges

- a government entity where details of the job seekers are deposited and given to the employers for filling the vacant positions

- accommodating in hiring of the unskilled, semi-skilled, and skilled workers

Employment Agencies

job seekers usually register themselves with agencies and in this way, agencies have a database of qualified candidates and organizations can use their services at the time of requirement

Public Recruitment agencies

- operated by federal, state, or local governments

- DOLE in the Philippines

Non-profit agencies

associated with non-profit organizations

Private agencies

- important sources of clerical, white-collar, and managerial personnel

- they charge fees for each applicant they place (placement fee)

Recruitment Process Outsourcers

- special vendores that handle all or most of an employer's recruiting needs

- they sign short-term contracts and receive a monthly fee that varies with the amount of actual recruiting needed to be done

On-Demand Recruiting Services

recuiters who are paid by the hour or project they are charged by time, rather than per hire

Offshoring and Outsourcing Jobs

- Outsourcing means having outside vendors supply services previously done by a company's employees

- Offshoring means having outside vendors abroad supply services

- main difference is hiring temporary people either locally (outsourcing) or abroad (offshoring) to do jobs in companies which company employees previously did in-house

Executive Recruiters or Professional Associations

- known as headhunters or "search firm"

- special employment agencies employers retain to seek out top-management talent for their clients - only "seeks out" applicants

- these include seeking out candidates for key executive and technical positions

Retained Executive Recruiters

- focus on executive positions

- are paid regardless of whether the employer hires the executive through search firm's efforts

Contingency-based Recruiters

- handle junior to middle-level management job searches

- fees are around 15% to 25% of the executive's total first-year pay (salary plus bonus)

Campus Recruitment

educational institutions make provision of information to the students regarding employment opportunities

Word of Mouth Advertising

- imperceptible way of sourcing candidates

- arouse interest and enthusiasm among large number of candidates

Employee Selection

- done after reviewing applicants' resumes to identify the best candidate for the job

- process of intervieweing the candidate and evaluating their qualities

- negative process with the elimination of many candidates as possible

- applicants may first be pre-screened to reduce applicant pool to a manageable amount

negligent hiring

hiring employees with questionable backgrounds (such as having criminal records

Test

sample of a person's behavior

Reliability

refers to consistency; the test yields consistent score when individual takes two alternate forms or when they take the same test on two different occassions

Test-retest reliability estimates

- administering the test one day and re-administering the same test to the same group several days later

- first and second set of scores must correlate

Alternate forms estimates

administer a test and administer what experts believe to be an equivalent test later

Internal comparison estimate

- compare the test taker's answers to certain questions on a test with answers to a separate set of questions on the same test that measures the same thing

- assesses correlation between multiple items in a test intended to measure the same construct

Reliability estimate

shows the degree to which the two measures are correlated

Validity

tells whether the test is measuring what it is supposed to be measuring

Test validity

- refers to the correctness of the inferences that is made based on the test

- often refers to how job-related the test is

- refers to how performance on a test accurately predicts job performance

Criterion validity

relationship between scores on a selection procedure and job performance of a sample of workers

predictor

_____________ ⇒ measurement (e.g. test score)

criterion

_______________ ⇒ performance on the job

Content validity

- demonstrates that the content of a selection procedure is representative of important aspects of performance on the job

- basic procedure is identify job tasks that are critical to performance and randomly select a sample of said tasks to test

subject matter experts (SMEs)

help choose the tasks to be tested based on the performance needed for the job

Construct validity

- demonstrates that a selection procedure measures a construct and that the construct is important for successful job performance

- the construct "honesty" is important for successful job performance of a cashier or delivery rider

Analyze the Job

- write job descriptions and specifications

- specify human traits and skills believed to be required for job performance - these become predictors

- define "success on the job" - these become criterion one may use production-related criteria, personnel data, or worker performance

Utility Analysis

degree to which the use of a selection measure improves the quality of individuals selected over what would have happened if the measure had not been used

Tests of Cognitive Abilities

tests of general reasoning ability (intelligence) and specific mental abilities

Intelligence Tests

measure not a single trait but rather a range of abilities including memory, vocabulary, verbal fluency, and numerical ability

Specific Cognitive Abilities

often called aptitude tests since they purport to measure aptitude for the job in question

Tests of Motor and Physical Abilities

motor abilities include finger dexterity, manual dexterity, and reaction time physical abilities include static strength, dynamic strength, body coordination and stamina

Personality Tests

a person's cognitive and physical abilities alone seldom explain job performance most people are hired based on qualifications but are fired because of attitude, motivation, and temperament tests measure basic aspects of an applicant's personality

Neuroticisim

tendency to exhibit poor emotional adjustment and experience anxiety, insecurity, and hostility

Extraversion

- tendency to be sociable, assertive, active

- experience energy and zeal

Openness to experience

disposition to be imaginative, nonconforming, unconventional, and autonomous

Agreeableness

tendency to be trusting, compliant, caring, and gentle

Conscientiousness

achievement and dependability

Projective Tests

- individual is presented with an ambiguous stimulus and they react

- the person supposedly projects into the ambiguous picture their attitudes

Self-Report

the applicants themselves fill them out

Interest Inventories

- compare one's interests with those of people in various occupations

- assumes that someone will do better in occupations in which they are interested

- can predict employee performance and turnover

- Poor fit frustrates workers

Achievement Tests

- measure what someone has learned

- measures "job knowledge" and applicant's abilities

Work Samples

- present examinees with situations representative of the job for which they are applying, and evaluate their responses

- consider these simulations to be different from most tests because they directly measure job performance (as opposed to PREDICTING)

Work Sampling Technique

tries to predict job performance by requiring job candidates to perform one or more samples of the job's tasks

Situational Judgment Tests

designed to assess an applicant's judgment regarding a situation encountered in the workplace

Management Assessment Centers

a two to three day simulation in which 10 to 12 candidates perform realistic management tasks

In-basket

- candidates are given a range of tasks that they must solve (in-basket)

- candidates must strategize and communicate on how to do these tasks effectively to solve problems

- solved tasks or problems are considered to be in the out-basket

Leaderless group discussion

- trainers give a leaderless group a discussion question and tell members to arrive at a group decision

- candidates are evaluated based on interpersonal skills, acceptance by the group, and leadership ability

Situational Testing and Video-Based Situational Testing

- require examinees to respond to situations representative of the job

- presents the candidate with several online or computer video situations, each followed by one or more multiple-choice questions

Miniature Job Training and Evaluation Approach

testing candidates to perform several of the job's tasks and evaluating their performance prior to hire

Realistic Job Previews

explicitly explaining and asking about work schedules and work preferences

Size of the Organization

to develop a business, recruitment planning is mandatory for hiring more resources

Recruitment Policy

identifies objectives of recruitment and provide a framework for implementation of recruitment programs

Image of the Organization

having good positive image in the market can easily attract competent and proficient resources

Image of Jobs

positive image in terms of better remuneration, promotions, recognition, and amiable working environment with career development opportunities

Demographic Factors

potential employees' age, religion, education, gender, occupation, economic status, and place of location

Labour Market

- exercises control on the demand and supply of labour

- low supply and high demand = hiring requires more efforts

- high supply and low demand = hiring is more manageable

Unemployment Rate

- high = more applicants = simple and manageable hiring process

- low = less applicants = recruiting is difficult

Labour Laws

reflect the social and political environment of the market created by central and state governments