Talent attraction & selection W6

Dilek Senturk
Flashcards by Dilek Senturk, updated more than 1 year ago
Dilek Senturk
Created by Dilek Senturk over 3 years ago
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WEEK 6

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Recruitment – ‘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’.
The 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.
Company 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.
Matching people, jobs, organisaton and environments • Person–job fit • Person–organisation fit • Person–environment fit
Attracting 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.
Limitations 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.
Attracting talent from outside the organization -advertisements -educational institutions -executive leasing & contracting -employee referrals -online talent attraction
Internal 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
Internal 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
External 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
External 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
The 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.
Use 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.
Pre-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.
Obtaining 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.
Sources of information about job candidates • Application forms • Checking references • Medical examination • The employment interview • Employment tests
What 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.
Employment 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’.
Reaching a selection decision can do factors (knowledge, skills & attitudes) x will do factors (motivation, interests and personality) = JOB PERFORMANCE
The 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
Expatriates • 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.
Types of interviews: -directive or structured -non- directive or non-structured -panel -stress -group -technology-based
Questioning -open -closed -probing -hypothetical -fantasy -behavioural -leading -loaded
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