Human Resource Management Recruitment and selection. By Engr. Attaullah Shah BSc. Civil ( Gold Medal), MSc. ( Str. Engg), MBA, MA ( Eco), MSc ( Envir design), PGD ( Comp Sc) PhD Scholar ( UET TAXILA) Project Director Allama Iqbal Open University Website: Telephone/Fax: Cell:

Human Resource Strategy: A People-Centered Approach n Human Resource Management (HRM) u The proactive acquisition, retention, development, adjustment and managing changes of human resources necessary for organizational success. u HRM has moved from a support staff function (personnel) to a more strategic role in organizations. n Human Capital or Human Resource. u A term that recognizes the greater societal value of developing all present and future work force participants to their fullest potential. Is your HRD playing these functions. If No then Why?

People-Centered Organizations Enjoy a Competitive Advantage n People-centered Practices: u Protection of job security u Rigorous hiring process u Employee empowerment u Compensation linked to performance u Comprehensive training u Reduction of status differences u Sharing of key information

HRM activities and Responsibilities of Line Manager and the HR Department Activity Line Manager HRD Staffing Data for job, Min qualification, integrating strategic plans with HR plan, Interviewing candidates, making final decision on entry level hires and promotion Job Analysis HRP Recruitment & Selection Employees Laws and Regulations. Retention Fair Treatment Fair Treatment Open Communication, team work, performance based pay increases, Respect and dignity of employees. Open Communication, team work, performance based pay increases, Respect and dignity of employees. -Compensation and benefits. - Health and Safety - Employee Services. Development - On job training, - Job enrichment, - Motivational strategies, - performance feedback to employees, - Coaching -Dev legally sound performance Mangt. - Technical Training - Moral Surveys - Managerial and OD - HR research Adjustments - Discipline, - Discharge - Lay offs - Investigate Employees Complaints. - Investigate Employees Complaints. - Replacement Services - Retirement Counseling Managing Changes - Provide vision to unit as to where the Organization is going? - Provide expertise to manage the overall process of managing change.

Human Resource Planning n What is planning? To establish the long term and short objectives and identify the ways and means to achieve these. n Planning Types: - Strategic: Creating the tomorrow’s Org. - Tactical: Dealing with growth of current operations. - Operational: Day to day operations. Human Resource Planning ( HRP) The process of understanding the available competencies in an Org and allow the Org to plan for changes to new jobs required to achieve the Org goals.

Four Phases to HR Planning n “What will we need?” u Determine future HR requirements n “What’s available?” u Determine future HR availabilities F Internally F Externally n Reconcile requirements and availabilities u Anticipate “gaps” u Develop action plans n Control and evaluate

HR Planning Process Current Workforce Business Plans External & Internal Scanning Losses, Internal Moves, Accessions Organization Plans Forecasted HR Availabilities Reconciliation (Gaps) Forecasted HR Requirements Action Plans Staffing Activities Other HR Activities

HR Planning Strategy n Seven strategic staffing decisions: Organization Mission Goals & Objectives Organization StrategyHR Strategy Staffing Strategy Acquire or Develop Talent Staffing as a Lag or Lead System Specific or General Competencies Exceptional or Acceptable Workforce Quality External or Internal Hiring Active or Passive Pursuit of Diversity Core or Flexible Workforce

Recruiting and Selection n Recruitment: The process of generating potential job candidates for actual or anticipated organization’s vacancies. The process of generating potential job candidates for actual or anticipated organization’s vacancies. n Selection: The process of eliminating or sort out those judged unqualified to meet job and organizational requirement. The process of eliminating or sort out those judged unqualified to meet job and organizational requirement. Recruitments is termed positive Selection is termed negative Why?

Recruitment, Selection and HR n Recruitment and selection are two-way processes that affect each other u Applicants self-select throughout recruitment u Organizations select throughout recruitment u Recruitment goes on throughout evaluation of candidates

Recruitment, Selection and HR n Recruitment affects other activities u Selection system effectiveness u Training u Compensation u Employee relations u Affirmative action goals u If incumbents are not qualified, recruiters have to look at different populations u Overqualified employees become bored u Public relations activities

Common Recruitment Mistakes n Lack of specificity in job ads u Too many unqualified applicants n Word of mouth recruitment used exclusively u Perpetuates the current workforce n Not communicating accurate information about the job and/or organization u Employees may become dissatisfied and leave

Designing Recruitment Programs n Must be integrated into the strategic planning process n Must be carefully done u Potentially qualified candidates may not hear of opening u Treatment candidates receive during recruitment will impact job choices

Recruitment Philosophy n Internal advantages u Easier to evaluate applicants u Less expensive u Faster u More familiar with organization; less training u Motivational for current employees n External advantages u New ideas and innovation u Reduces some training costs u Does not disrupt current organizational chart u Usually more rapid accomplishment of affirmative action goals u Signal to employees that business is changing u Often no viable internal candidate

Recruitment Strategy n Where to recruit n Whom to recruit n How to recruit n When to recruit n Choice of recruiters n Information to communicate

8 steps: The Selection Process: n Screening and Selection n Completed Application n Employment tests n Comprehensive Interviews n Conditional job offer n Background Examination n Medical/Physical tests n Permanent Job offer n Steps in the PROCEED Model u Prepare  Review  Organize  Conduct  Eval uate  Exchange  Decide

Systematic processes that define job (work) content Job analysis Tasks KSAOs Test Steps in Developing Selection Tests Knowledge, skills, abilities & other characteristics Elements of work that are organized around one unique purpose Anything having an effect on the terms & conditions of employment

Job analysis Tasks Tests that measure ability on the task: Job content valid tests Examples:Word processing tests “Ten-key” tests Role plays of tasks Driving tests Work samples tests Steps in Developing Selection Tests

Job analysis Tasks KSAOs Tests that measure the underlying KSAO which the task requires Examples:Intelligence tests Personality tests Aptitude tests Ability tests Steps in Developing Selection Tests

Screening and Selection Methods n Drug testing n Integrity tests n Mental ability tests n Objective personality and interest n Employment interviews n Work sample tests

Recruitment and Selection (cont’d) n Interviewing u Interviews are the most common selection tool. u There is unsubstantiated confidence in the traditional interview. n Unstructured Interviews u No fixed question format or systematic scoring u Shortcomings: F Susceptible to distortion and interviewer bias F Open to legal attack; legally indefensible if contested. F Apparent but no real validity; may not be totally job-related and possibly invasive of privacy. F Highly inconsistent in application as selection tool. F Lack of feedback to interviewers about selection errors.

Recruitment and Selection (cont’d) n Structured Interview u A set of job-related questions with standardized answers. u Question types used in structured Interviews F Hypothetical situations F Job knowledge F Job sample simulation F Worker requirements n Behavioral Interviewing u Posing detailed questions to candidates about their personal, specific behaviors in actual past job-related situations.

Common Interviewing Mistakes & biases n n Snap judgments n n Negative bias n n Contrast error (comparing candidates) n n Pressure to hire n n Influence of nonverbal behavior

Why is it important to have an effective selection process? n n Ensure person can perform job (person-job fit). n n Ensure person will support organizational culture (Person-organization fit). n n A “fair” selection process helps create a positive company image. n n Turnover is costly – hire the right person in the first place! n n Avoid negligent or illegal hiring.

How to Make Interviews More Valid Interviews SHOULD be: n n Structured n n Focused n n Standardized n n Job-related n n Situational or behavioral-oriented n n Legal – avoid potentially discriminatory questions.

Choosing the Right Predictor n Depends on u The nature of the job u Established validity of the predictor u Selection ratio (ratio of hires to applicants) u Cost of the predictor u Adverse impact caused by the predictor

Discussion Questions? Would it be desirable to hire people only according to the person/job Would it be desirable to hire people only according to the person/job match, ignoring the person/organization match? Why match, ignoring the person/organization match? Why Would it be desirable to hire people only according to the person/organization match, ignoring the person/job match? Why? Would it be desirable to hire people only according to the person/organization match, ignoring the person/job match? Why? What would be the potential problems with a staffing process in which vacancies were filled: On a lottery basis from among job applicants? On a first come-first hired basis? What would be the advantages of using one of the above processes?