Recruitment & Selection Flashcards
3 main stages of recruitment and selection
- Defining requirements (Job description, specification and person spec!)
- Attracting applicants
- Selecting
Recruitment is…
…the part of the process concerned with finding applicants; positive action by management; generating interest
Selection is…
…employee resourcing process; choosing between applicants; (negative process - eliminating unsuitable candidates)
The HR Department: Role of HR in recruitment and selection:
- Assessing needs
- Maintaining records
- Keeping in touch
- Advertising
- Ensuring compliance
- Designing application forms
- Liaising with consultants
- Preliminary interviews and testing
Factors in outsourcing HR:
- Cost
- Knowledge and contacts
- Expertise available within organisation
- Impartiality requirement
- Supported or rejected by in-house staff
- Organisation culture
- Time
- Supply of labour readily available (large or accessible pool)
Job analysis produces 2 outputs:
- Job description
2. Person specification
A Job Description is…
…a statement of the component tasks, objectives and standards involved in a job
A Person Specification is…
…a reworking of the job description in terms of the kind of person needed to perform the job
Recruitment advertising will have 3 aims:
- Attract attention and interest
- Give a favourable impression of the job and organisation
- Equip those interested to make an appropriate application
Type of information needed for a job anaylsis:
- Purpose of the job (set in context)
- Content of the job (tasks)
- Accountabilities (Responsibilities)
- Performance criteria (How good you are)
- Responsibility (Importance of the job)
- Organisation factors (Reporting line)
- Developmental factors (Promotion path)
- Environmental factors (Work conditions)
A person’s competence is…
…a capacity that leads to behaviour that meets the job demands within the parameters of the organisational environment and that, in turn, brings about desired results
3 different sorts of competences:
- Behaviour / personal (underlying)
- Work-based / occupational (expectations)
- Generic (Universal)
Competences for managers:
- Intellectual
- Interpersonal
- Adaptability
- Results
3 Intellectual competences for managers:
- Strategic perspective
- Analytical judgement
- Planning & organising
5 Interpersonal competences for managers:
- Managing staff
- Persuasiveness
- Assertiveness & decisiveness
- Interpersonal sensitivity
- Oral communication
2 Adaptability competences for managers:
- Flexibility
2. Coping with change
3 Results competences for managers:
- Initiative
- Motivation to achievement
- Business sense
Mintzberg’s parameters of job design:
- Job specialisation (Different tasks (broad / narrow) and job control)
- Regulation & behaviour
- Training in skills and values
4 purposes of job descriptions:
- Organisational (job’s place)
- Recruitment (sort of person needed)
- Legal (Contract of employment)
- Performance (Performance objectives)
Contents of a job description:
- Title
- Reporting to
- Subordinates
- Overall purpose
- Principal accountabilities / main tasks
- Flexibility is expected!
- Role definition (Part played in meeting objectives)
Person specification: Areas covered may include: (5)
- Personal skills
- Qualifications
- Innate ability
- Motivation
- Personality
Alec Rodgers’ 7 point plan:
- Physical makeup (Strength appearance, health)
- Attainments (Qualifications, achievements)
- General intelligence (Average, above, etc)
- Special aptitudes (Dexterity, mental sharpness)
- Interests (Mechanical, people)
- Disposition (Calm, independent)
- Circumstances (Location, car owner)
Factors in the recruit or promote decision: (6)
- Availability in current staff
- Availability in external labour pool
- Accuracy of selection decisions (Familiarity)
- Time for induction
- Staff development
- Fresh blood
Qualities of a good job advert: (4)
- Concise
- Attractive
- Positive & honest
- Relevant & appropriate
Contents of a job advert: (6)
- Organisation (Business, location)
- Job (Title, duties, responsibility)
- Conditions (Special factors)
- Qualification & experience (preferred / required)
- Rewards (Salary, benefits, training, development)
- Application process (How, to whom, by when)
Factors affecting the choice of advertising medium include: (5)
- Type of organisation
- Type of job
- Cost of advertising
- Readership & circulation
- Frequency
A systematic approach to selection:
- Deal with responses
- Assess against key criteria in job ad and job spec
- Sort applications
- Invite candidates for interviews
- Reinforce with selection testing
- Review possibles and marginals
- Send standard letters to unsuccessful candidates
- Make a provisional offer
Selection methods: (5)
- Interviewing
- Selection tests
- Reference checking
- Work sampling
- Group selection methods
The limitation of interviews: (8)
- Scope - too brief
- Artificiality - best behaviour or so nervous
- Halo effect - neatly dressed or well-spoken
- Contagious bias - Verbal and non-verbal cues
- Stereotyping - Women, vegetarians, etc
- Incorrect assessment - Motivation, honesty, integrity
- Logical error - young with 2 jobs for short period
- Inexperienced interviewer
Selection Testing: Effective tests must be: (6)
- Sensitive
- Standardised
- Reliable
- Valid
2 basic types of selection tests:
- Proficiency & attainment (current ability)
2. Psychometric
4 types of selection tests:
- Proficiency, attainment / competence test
- Intelligence test
- Aptitude test (Reasoning, spatio-visual, perceptual speed & accuracy, physical ability)
- Personality test
Review Recruitment & Selection practices: (5)
- Performance indicators (time to process)
- Cost-effectiveness (Cost of responses)
- Monitoring the workforce (turnover, absenteeism)
- Attitude surveys (Ask recruits what they thought)
- Actual individual job performance
