Recruitment & Selection

Recruitment & Selection

1. May not need to fill a vacancy

   • Reorganize work, use overtime, mechanize work, stagger the hours, make the job part time, subcontract work

2. Job Analysis

   • Observation methods, interview selected job incumbents, group interview method, structured questionnaire method (workers tick or rate items), technical conference (supervisors, experts), Dairy method from job incumbent
   • Results in; (1) job description and (2) job specification (minimum acceptable qualifications)
   • Job analysts - involves developing a detailed description of the tasks involved in a job e.g. knowledge, skills and abilities needed to successfully perform job

3. Five-Fold Grading System

   • Motivation
   • Qualifications + Experience
   • Impact on other people
   • Innate abilities
   • Adjustment
   • More vague than 7-point plan
   • Not always scientifically measurable e.g. motivation

4. Recruitment + Selection Restrictions

   • Bound by Law e.g. 1998 Data Protection Act
   • Anti Discriminatory Act
   • Cannot ask about martial status, age, race, religion etc unless inquiries are justified to job role

5. Job / personnel specification; Seven-Point Plan (Rodger 1970)

   • Circumstances
   • Specific Attributes
   • Attainments
   • Physical Characteristics
   • Disposition
   • General Intelligence
   • Interests
   • Points are allocated by the weight of their importance

6. Definition

   • Selection then consists of the process involved in choosing from applicants a suitable candidate to fill a post
   • Recruitment is the process of identifying that the organization needs to employ someone up to the point at which application forms for the post have arrived at the organization
   • Involves making predictions about future behaviors so that decisions can be made about who will be the most suitable for a particular job
   • Process by which the organization tries to match the individual to the job (P-O fit)
   • Like selecting the right jigsaw piece to fit in a particular hole in a jigsaw puzzle (Newell + Shackleton, 2001)
   • practices and activities carried out by the organization with the primary purpose of identifying and attracting potential employees’(Barber, 1998)

7. Competencies

8. Interviews – 100% References – 96% Application forms -93% Ability tests – 70% Personality tests- 64% Assessment centers -59% Biodata - 19%

   • Assessment centers most accurate prediction followed by the structured interview and work samples

9. The Interview

   • Unstructured Interview
     • Likely to be biased
       • Doppelganger effect
       • Halo / Horns effect
   • One of the most frequently used methods (80% of companies)
     • Carries great weighting - if you perform poorly, likely to be cut regardless of experience and qualifications
     • The most skilled in interview are likely to be hired
   • 4 stages
     • (1) Prepare, (2) Opening, (3) Questioning, (4) Concluding
   • Interviews do not produce reliable information nor provide valid predictions for future performance

10. The more effective organizations are at identifying and attracting a high-quality pool of the job applicants, the less important the selection stage of hiring becomes.

11. Other selection methods; written tests (aptitude, intelligence) = psychometric testing

    • Performance simulation tests
      • Assessment centers (2-4 days of exercises simulating real problems)

12. Biodata

    • But has the capacity to reproduce existing population e.g. if good sales staff are 30, white, male who have 2 A levels, this is what biodata will produce (discriminatory?)
    • Useful in large volumes for pre-screening (objective