Fichas
Talent attraction & selection W6
Fichas del conjunto (23)
- 1Recruitment– ‘recruitment is the process of attempting to locate and attract a pool of suitably qualified and experienced people to apply for existing or anticipated positions within an organisation’.
- 2The strategic perspective• The direction that a business takes, its organisational culture and the competencies required all lead to the type of attraction process undertaken and the selection tools utilised.
• Consideration of the mix of Baby Boomers, Gen X and Gen Y.
• Differences in generation, gender, culture and work–life balance.
• Attraction and selection should be strategic and dynamic in nature. - 3Company branding• Convince existing and prospective staff that the organisation is an attractive place to work.
• All HR processes to be aimed at world’s best practice and the desired culture put in place.
• To build a positive image that will attract the best talent. - 4Matching people, jobs, organisaton and environments• Person–job fit
• Person–organisation fit
• Person–environment fit - 5Attracting talent from within• Filling vacancies above entry-level through internal promotions and transfers.
• Allows organisations to capitalise on the costs that have been invested in recruiting, selecting and training its current employees. - 6Limitations of attracting talent from within• Specific positions must be filled from outside.
• Potential external candidates should also be considered
to prevent the stagnation of ideas and attitudes.
• Excessive reliance upon internal sources can create the risks of ‘employee cloning’ or ‘inbreeding’.
• Shift workforce culture through an emphasis on external talent attraction. - 7Attracting talent from outside the organization-advertisements
-educational institutions
-executive leasing & contracting
-employee referrals
-online talent attraction - 8Internal advantages-may aid morale
-easier to assess the ability
-good performance is rewarded
-succession for promotion developed
-necessary only to hire at the base level
-avoids 'leak plugging' strategy
-fewer costs involved in attraction - 9Internal disadvantages-the danger of inbreeding
-discontent among those not promoted
-political infighting for promotion
-effective appraisal program required
-criticism from those outside who cannot get in
-old culture maintained
-cloning by those doing selecting - 10External advantages-new ideas brought into the organization
-no claims of favouritism from inside leading to resentment
-forces insiders to compete
-more compatible with concepts of EEO/affirmative action strategies
-can be very effective in changing corporate culture quickly
-can provide a more diverse workforce - 11External disadvantages-outsider may not fit into organisation's culture
-morale of those passed over declines
-more training and development required of new recruits
-a longer orientation period necessary
-can be very expensive exercise, particularly where interstate or overseas recruits are involved
-evaluation of past work history is more difficult - 12The selection process• Selection is a continuous process.
• The number of steps in the selection process and their sequences will vary, not only with the organisation, but also with the type and level of jobs. - 13Use of person specifications• Forms the basis for the administration of any applicable tests.
• Reduces the influence of racial and sexual stereotypes and helps the interviewer to differentiate between qualified and unqualified applicants. - 14Pre-employment screening• Individuals who are thoroughly screened learn their job tasks readily, are productive and generally adjust to their jobs with a minimum of difficulty.
• New recruit turnover will often be minimised. - 15Obtaining reliable and valid information• Reliability: the degree to which interviews, tests and other selection procedures yield comparable data over a period of time.
• Validity: what a test or other selection procedure measures, and how well it measures this. - 16Sources of information about job candidates• Application forms
• Checking references
• Medical examination
• The employment interview • Employment tests - 17What is wrong with the interview?• Considerable caution should be exercised in the selection of employment interviewers.
• The interview is an artificial situation with the players acting out the role expected of them.
• It involves human beings, who are subject to bias and subjectivity. - 18Employment tests• The nature of the employment test: ‘objective and standardised measure of a sample of behaviour that is used to measure a person’s abilities, aptitudes, interests or personality in relation to other individuals’.
- 19Reaching a selection decisioncan do factors (knowledge, skills & attitudes) x will do factors (motivation, interests and personality) = JOB PERFORMANCE
- 20The costs of getting it wrong• Further recruitment and selection costs
• Additional development and orientation costs • Opportunity costs
• Loss of competitive advantage
• Damage to company brand
• Loss of employer of choice status
• Reduced internal status
• Impaired recruitment opportunity
• Threatened company viability
• Loss of other key staff - 21Expatriates• Effective management of overseas staff, especially those at management levels, requires a strategic, integrated and cost-effective series of HR programs before and after selection.
• Relevant expatriate programs should include specialised recruitment, promotion, retention and repatriation schemes that are strategic, integrated, cost-effective and culturally appropriate. - 22Types of interviews:-directive or structured
-non- directive or non-structured
-panel
-stress
-group
-technology-based - 23Questioning-open
-closed
-probing
-hypothetical
-fantasy
-behavioural
-leading
-loaded