Chapter 9 Flashcards
First Stage:
Applicants looking for a Job, and Companies looking for applicants.
RECRUITMENT
Second Stage:
Screening applicants for another set of
interview and training.
SELECTION
Third Stage:
Concerned with putting the applicant to where he/she is fitted to be or best at.
PLACEMENT
It consists of any practice or activity carried on by the organization with the primary purpose of identifying and attracting potential employees
RECRUITMENT
Goal To attract applicants with the right qualifications
RECRUITMENT
2 TYPES OF RECRUITMENT
Internal and External Recruitment
An organization hire someone from within the organization (note: can be outside the unit/department).
INTERNAL RECRUITMENT
Succession Plan
INTERNAL RECRUITMENT
refers to hiring someone from outside the organization.
EXTERNAL RECRUITMENT
How do we source internal applicants?
- JOB POSTING
- Transfer or Promotion
Advantages of Internal Recruitment:
- It is generally cheaper and faster
- It generates applicants who are well-known to the organization
- Applicants are relatively knowledgeable about the organization’s policies
- Applicants will have a more realistic expectations about the job position
Why is there a need for External Recruitment?
- There are no available employees that could take on the job
- External recruitment can be more advantageous to the organization as it brings new perspectives and new ideas for improvement.
What are the External Sources for Recruitment?
Direct Applicants
Referrals
Electronic Hiring
Advertisements in Newspapers &
Magazines
Situation wanted Ads
Point-of-purchase Methods
Employment Agencies
College & Universities
Job Fairs
Walk in applicants
direct applicants
Someone in the organization
prompted them to apply.
referrals
More commonly known as Online
Posting.
- Electronic Hiring
Placed by the applicants themselves
situation wanted ads
Job advertisements are placed in location where applicants are most likely to come from.
. Point-of-purchase Methods
When to use external or internal recruitment?
- Skilled or semi skilled workers can be recruited within organization
- Highly specialized managerial personnel external sources could be preferred
CONDITIONS NECESSARY FOR A GOOD RECRUITMENT POLICY
- It should be in conformity with the organization’s objectives.
- It should be flexible enough to meet the changing needs of organization.
- It should ensure career growth for its employees on a long termbasis.
- It should provide Realistic Job Preview-complete job-related information, both positive and negative.
- The more likely the worker will stay on the job longer and be effective.
Deliberate effort Deliberate effort of organizations to select a fixed number of personnel from a large number of applicants.
selection
The primary aim is to choose those persons who are most likely to perform their jobs with maximum effectiveness and remains with the company
selection
2 Categories of Variables which serves as Model for Employee Selection
PERFORMANCE CRITERIA
PREDICTORS
measures of success
PERFORMANCE CRITERIA
Examples:
* Salesman- amount of sales
* Professor- peer reviewed publications, Individual Ratings, Student Evaluation
PERFORMANCE CRITERIA
- any piece of information that we are able to measure about job applicants that are related to (predictive) of the criterion.
PREDICTORS
Examples:
* Salesman: trainings and experience
* Professor: Degree
PREDICTORS
STAGES OF SELECTION
- Resume or Curriculum Vitae
- Initial Interview
- Employment Testing
- Work Samples
- Final Interview
- Physical or Medical Examinations
- Induction
- Stage when the applicant is already given the formal acceptance letter.
- Induction
It introduces the employee to the organizational culture and company policies.
- Induction
- New employee is formally introduced to his/her coworkers.
- Induction
Measures potential ability and ability to
learn a new skill (Math, Language)
APTITUDE TEST
Ex: Edward Preference Test
. INTEREST TEST
measures the emotional stability and the ability to work in a team.
PERSONALITY TEST
SELECTION DECISIONS: 2 BASIC MODELS
MULTIPLE HURDLE MODEL
COMPENSATORY MODEL
- It lists down all qualifications of position and it is a way of narrowing down the candidates.
MULTIPLE HURDLE MODEL
- takes qualification one at a time, an applicant will not proceed if one qualification is missing.
MULTIPLE HURDLE MODEL
-It gives weights to the qualifications
COMPENSATORY MODEL
-High assessment on one can make up with a low score on one.
COMPENSATORY MODEL
It ensures that the employee is put to the position where he/she is best fitted to be
PLACEMENT
PROBLEMS ENCOUNTERED DURING PLACEMENT
- Expectations of the applicant may not match the reality.
- Technological changes may result in wrong placement
- Changing Organizational Structure
