Chapter 9

Chapter 9

1. INTRODUCTION

   • Recruitment a gatekeeper role
   • Selection not just about replacing leavers - recruit people who perform at high level PILBREAM
   • Often role of non-specialist
     • HR must support
   • Must be effective - high turnover costs
   • CIPD Recruitment Survey
     • Increased focus on costs
     • Majority have difficulty filling vacancies
     • More focus on retaining & developing talent
   • Interviews can be unreliable as a predictor

2. EFFECTIVE RECRUITMENT & SELECTION

   • PILBREAM & CORBRIDGE
     • Impact of inappropriate decisions
       • Reduce effectiveness
       • Invalidate reward
       • Unfair on individual
       • Distressing for managers

3. RECOGNISING POWER OF PERCEPTION

   • Perception process by which we receive, organise & make sense of information HUCZYNSKI
   • Key perception mistakes
     • Selective perception - select characteristics for attention and attribute positive/negative thoughts
     • Self centred bias - evaluating by reference to self
     • Early information bias - making early assumptions and spending rest of time confirming
     • Stereotyping

4. TAKING A STAGED APPROACH

   • RESOURCING CYCLE
     • 1. IDENTIFY VACANCY
       • Does it have to be filled?
     • 2. DEVISE SPECIFICATION
       • What do you want/how will you measure
     • 3. ATTRACTING CANDIDATES
     • 4. SELECTION
   • Two way process
     • Candidate also forming views on organisation

5. ATTRACTING CANDIDATES

   • PILBREAM & CORBRIDGE
     • No ideal number of candidates
     • No value in attracting high volume
   • Recruitment agency might be effective
     • Specialised not speculative
   • Choice of method influenced by availability of candidates

6. SELECTION

   • The only visible stage of cycle
   • Inherently negative as involves rejection
   • Decisions based on wide range of tools as some have poor predictive ability
   • VALIDITY OF MEASURES
     • RELIABILITY
       • Temporal stability
         • Effectiveness assessed over time
       • Consistency
     • VALIDITY
       • FACE VALIDITY - Acceptability of measure to candidate
       • CONTENT VALIIDITY - Nature of measure
       • PREDICTIVE VALIDITY - Link between results on future outcome

7. INDUCTION & TRANSITION

   • Employees not always immediately capable

8. RECRUITMENT COSTS

   • Cost of getting it wrong
     • Repeated recruitment
   • Investment lost when leaves early
   • Implicit costs
     • Reduced productivity
     • Low quality product/service
     • Dissatisfied stakeholders
     • Low morale

9. THE COMPETENCY APPROACH

   • Search for flexible workers more popular - able to contribute to changing roles
   • Traditional job spec as checklist & characteristics of ideal person
     • Subjective
   • Identify abilities needed rather than personal characteristics
   • CIPD - Behaviours must have or acquire to achieve high performance
   • Popular in grad recruitment
   • PQC use competencies to market organisation - adds meaning

10. FLEXIBILITY & TEAMWORK

    • SEARLE - Not always easy to determine boundaries between roles
    • Job description should be interpreted flexibly
      • Use assessment methods that assess flexibility & creative thinking

11. RECRUITING IN THE VIRTUAL WORLD

    • Internet does not provide better candidates but more
    • CRAIL - Easier to find right candidate
    • UK - 80% employers use job boards
    • BENEFITS
      • Spped
      • Less admin
      • No geographical limits
      • Facilitates branding
      • WHITFORD - Easier for applicants

12. FAIRNESS

    • APPLICANTS CONCERNED WITH...
      • PROCEDURAL JUSTICS - were selection methods related to job
      • DISTRIBUTIVE JUSTICE - How well were they treated. Was outcome fair?
    • DISCRIMINATION
      • High performance organisations go beyond compliance appraoch

13. CONTINGENCY APPROACH

    • Shape within context
    • FRENCH - Different cultures emphasise different attributes
    • UK Individualist - emphasis on achievement rather than status
    • CHINA Collectivist - emphasis on personal relationships

14. ORGANISATIONAL CULTURE

    • Consciously & unconsciously select people who best fit culture
    • May prefer to work for company that reflects personal values
    • BACKHAUS - 2 way - candidates seek good fit
    • Consider ethical issues when rejecting based on culture fit