5: Recruitment

Human Resources Planning

  • HR planning: process to ensure that an organization has people available who have the right competencies, and that these people are being effectively utilized in the right capacities in order for the company to achieve its desired objectives.

  • Right people in the right place.

  • Links to strategic plan. The makeup of the workforce is changing and the skills required to do the work is too.

HR Planning Approaches

  • Trend analysis: qualitative

    • predictive analysis to determine future needs.

  • Management forecasts: opinionated

  • Staffing tables: graphical representations

  • Markov analysis: tracks pattern of employee movements

  • Skills inventory: information on current employees.

HR Planning Steps

  • Forecast demand for labour.

  • Determine supply of labour, both external and internal

  • Identify the gap between demand and supply

  • Develop action plans to eliminate the gap.

    • Oversupply results in job-sharing, attrition, a surplus.

    • Shortage: full-time and part time hiring. Independent contractors, overtime, must have retention strategies.s

  • Use data and analytics!!

HR Planning Outcomes

  • Usable information about the demand for and the supply of employees.

  • Demand and supply also within the general economy

    • oversupply of labour

    • shortage of labour

Recruitment

  • Recruitment: the process of locating and encouraging people to apply for jobs.

Recruitment process

  • Plan for staffing needs

  • Identify current or future job oopenings

  • Get individual job information (job design)

  • Determine internal or external recruitment

  • Create a pool of potential qualified applicants.

Employer brand: reputation as an employer.

Internal recruitment

  • HRM systems

  • succession planning

  • internal job postings

  • Internal recruitment rewards past performance, people already know the organization, is a motivator and may enhance DEI.

  • Internal recruitment may not have people with specialized training, may not have broad enough experiences and imposes difficulty in changing organizational culture.

External recruitment

  • With consideration to the labour market. Includes ads, social media, internet, employment agencies and educational institutions.

  • Open houses, job fairs, employee referrals, unsolicited applications, professional organizations and unions.

  • Enables the acquisition of unique skills and experiences; furthers DEI.

  • But, it’s a new, untrusted person. We don’t know capabilities, salary constraints limit candidates and its costly. 

Always consider legal requirements, employment equity and diversity.

Selection: the process of choosing from a pool of applicants and hiring individuals who are best able to fulfill the requirements of the job.

Reliability: the degree to which selection procedures provide consistent and comparable outcomes over time

Validity: how well a selection procedure measures what it is intended to measure.

Applicants

  • Gather applicant info from forms, resumes and interviews.

  • Interview them one-on-one, in a panel, over telephone or digitally.

Interviews

  • Structured questions: behavioural description interviews, situational questions

  • Unstructured questions.

  • Establish an interview plan. Establish and remain rapport. Actively listen. Non-verbal cues. Provide info as freely and as honestly as possible.

  • Separate facts from inferences. Biases and stereotypes. Illegal questions. Standardize questions for a fair assessment.

Employee Assessment

  • Cognitive ability tests; personality and interests; emotional intelligence; physical abilities; job samples

  • Substance abuse testing must be job-related and clear, administered reasonably and the candidate must be informed.

Checking references

  • Questionable — can you trust the testimony of good performance?

  • Liability and what’s said

  • Even with questions and concerns, references are a good approach.

Who to hire?

  • Use summaries and checklists. Structure well. Clinical and statistical approaches. Manager decides and notifies the candidate

Did it work? → evaluating selection process

  • Yield ratio

  • Selection ratio

  • Source analysis

  • Cost per hire

  • Time to hire