0. Recruitment and Selection: Hiring for the Job or the Organization?
Module 13

1. Module Overview Matching individuals & organizations
The recruitment & selection process
Organization vs. job analysis
Person-job fit vs. person-organization fit
The legal environment
Strategic issues in recruitment & selection

2. Relation To The Frame

3. A Mutual Matching Process
Organization
Individual
Job Requirements
Qualifications
Rewards
Motivation

4. Stages of the Recruitment & Selection Process

5. Organization & Job Analysis Process
Organization Analysis
Recruitment
Selection
Job Analysis

6. Organization Analysis
Long- & short-term goals
Staffing needs
Nature of environment
Climate/culture

7. Job Analysis
Task
Job context
Knowledge
Skill
Ability
Other

8. Job Rewards
Extrinsic
Intrinsic

9. Person-Job Fit
Match
Overqualified
Underqualified

10. Person-Organization Fit
Personality
Goals
Values
Interpersonal skills

11. Recruiting Issues Internal vs. external recruiting sources
Recruiting scope & intensity
Recruitment message
Recruitment media

12. Applicant Pool Quality
Best
Applicant
Pool
“Best of the Best”
Applicant
Pool
“Best of the Worst”
Worst

13. Selection Steps Get applicant KSAO & motivation data
Assess person-job fit
Assess person-organization fit
Decide whom to hire
Make job offer(s)

14. Selection Methods

15. Selection Rules-Of-Thumb
Use multiple methods to get KSAOs.
Identify patterns of past behavior.
Simulate job situations when possible.

16. Evaluating Selection Methods
Reliability
Validity
Utility
Applicant reactions
Adverse impact

17. Characteristics of a Useful Selection Method
It is reliable.
It is valid.
Its benefits outweigh its costs.
Applicants respond favorably to it.
It does not screen out a disproportionate number of legally protected group members.

18. Selection: Decision Making
Combining information
compensatory
noncompensatory
Decision rules
top-down ranking
grouping
Job offers

19. Why Validate?
Legal protection
Sound business decision making

20. The Half-Million Dollar Investment
Note: a 1.5% annual cost-of-living increase is included in these figures

21. The Legal Environment Federal laws State laws Local laws
Executive orders
Agency guidelines

22. Prohibited Criteria Race Color Religion Sex National origin Age
Disability
Handicap
Ancestry

23. Two Types of Illegal Discrimination
Disparate treatment
Disparate impact

24. Characteristics of Legal Selection Practices
Job-related
essential job functions
business necessity
Standardized
content
administration
scoring

25. Two Major Strategic Issues
How can HR selection affect an organization’s ability to formulate & implement a successful business strategy?
Should an organization “make” or “buy” its needed human resources?

26. Three Approaches Traditional Staffing as strategy implementation
Staffing as strategy formation

27. Traditional Approach Strategy is a contextual feature
Hire for person-job fit
Select best person for a specific job

28. Staffing as Strategy Implementation
Human resources support strategy
Hire for person-strategy fit
Select best person with needed capabilities

29. Staffing as Strategy Formation
Human resources can influence strategy formation
Hire for person-organization fit
Hire people with unique or complementary KSAOs

30. Make or Buy Human Resources?
Hire trainable employees.
Buy
Hire fully trained employees.
Make & buy
Buy fully trained employees for critical jobs.
Hire trainable employees for all other jobs.

31. Human Resource Flows
Upward
Lateral
Downward
Inflows
Outflows

32. The Forest and the Trees