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Chris Jarvis 1
HRM: Recruitment and Selection
Recruitment and Selection Acquiring Staff for the Flexible Firm
Chris Jarvis 2
HRM: Recruitment and Selection
Sample Examination Question
A large business wants its HRM recruitment staff to specify the quality of the recruitment service they will deliver to departments and to establish service level agreements for recruitment.
a)How will you specify the quality of recruitment services.b)What issues, procedures and practices will you research?c)What problems will you encounter in specifying recruitment service
quality?d)How can service quality be defined in terms of
functions and activities to be carried out and the potential strategic contribution of recruitment to organisational
success and changing culture?
Chris Jarvis 3
HRM: Recruitment and Selection
Descriptive-Functional View
• standardisation, risk reduction when filling vacancies
• maintaining and delivering a quality service?
• strategic, proactive?
• prescriptive - model best practice
• systematic analysis of requirements: organisational + job levels
• transaction processing system: - advertising, applications and engagement - internal and external markets
• ethics and equal opps policies - large + small firms
• who does it?
• selection methods - reliability, validity and utility (cost effective)
• legal constraints and contracts of employment
• what could go wrong?
Chris Jarvis 4
HRM: Recruitment and Selection
“I'm from recruitment ....... Here’s what I can do for you”
• vacancy
• authorisation to recruit
• job/role analysis and specification
• agree terms and conditions
• sourcing/attracting (target groups) in-house vs. external recruitment,
• design and administrate communications (boundary transactions)
• recommend and use recruitment methods/techniques
• process applications and responses
• organisation the "programme"
• selection: apply the methods (incidental techniques, questionable cohesion?)
• make the decisions and administer the offer
• finalise the contract
• receive/induct
Specifying the Quality of these Services
Specifying the Quality of these Services
Chris Jarvis 5
HRM: Recruitment and Selection
How we recruit and select reflects organisational culture?
Presentation of organisational FACE
orientation to competitive forces
hire and fire versus “we value our staff”
the lean, flexible firm - out-sourcing and sub-contracting
our “core staff” and our core competencies
Normative view?
Chris Jarvis 6
HRM: Recruitment and Selection
Focus on actual recruitment experience/behaviour of personnel specialists
and line managers
Behaviour in front of audiences - on-stage, back stage, off stage
Critical Evaluative How does behaviour compare with textbook normative rhetoric? Are the techniques reliable, valid, cost effective? Is the process objective or prone to subjective bias? Why? Decision-making processes
Psychometric-objective versus Subjective, social action process
Descriptive-Behavioural
Chris Jarvis 7
HRM: Recruitment and Selection
Vacancy Processing
involves intra-organisational bargaining
Job/role and competence analysis observation, interviews, knowledge of roles, skills, imperatives Title, reports to, tenure, compensation package, scope of
responsibilities and duties, authority, priorities, budget, staff team, location, conditions, knowledge, skills, experience, values, performance standards, problems/objectives, results/priorities, ideal candidate profile.
copy writing and internal/external advertising
Chris Jarvis 8
HRM: Recruitment and Selection
Recruitment assumptions
…based on a psychometric-objective model.
define job requirements ascertain personal qualities – traits and competencies match job requirements to person's profile.
Use techniques to Routinise and objectivise the processReduce the risksMaximise predictive power
…based on a psychometric-objective model.
define job requirements ascertain personal qualities – traits and competencies match job requirements to person's profile.
Use techniques to Routinise and objectivise the processReduce the risksMaximise predictive power
Chris Jarvis 9
HRM: Recruitment and Selection
Job description - what use?
how can the manager operate effectively if he/she does not understand & cannot define the jobs of their staff?
shared understanding about what the job is
reliable, factual definition of scope of job and responsibilities??
useful for organisational design and analysis of change?
it helps to minimise conflicts???
reference point for induction, performance assessment & grading
a basis for the job advert & recruitment literature
indicates competencies required - generic + job specific
Dull, boringOver-bureaucraticOut-of-dateWritten by???Contractual?
"Burn the lot of 'em" Robert Townsend, "Up the Organisation""Burn the lot of 'em" Robert Townsend, "Up the Organisation"
Chris Jarvis 10
HRM: Recruitment and Selection
Job analysis products
Job description Title, reporting relationships (up, down, sideways, external) job summary, responsibilities, duties, MbO/R: key result areas, scope
of authority. Position of “organisation chart”. Career/promotion path. working conditions
Competencies specification levels, range of situations, performance indicators, knowledge/wisdom,
experience, skills (psycho-motor, technical, analytical, literary, spoken, numeric, social and emotional), personal orientations and motivators.
Personnel specification (person profile) characteristics of ideal candidate. Essentials - desireables -
disqualifiers
Applicant profiles built up from evidence/data from forms, interviews, other tests,
references
Chris Jarvis 11
HRM: Recruitment and Selection
Job Analysis Orange: Label the Key Result Area segments
KRA 1
KRA 2
KRA 3
KRA 4
KRA 5
Now define the key tasks of KRA 5
KT1
KT2 KT3 KT4KT5
• role demands• choices, constraints• ambiguities• possible overload• pressures/conflicts• organisational change
Chris Jarvis 12
HRM: Recruitment and Selection
physique, health and appearance height, build, hearing, eyesight, health, looks, grooming, voice, disability?
attainments education/qualifications (school, HE), job training, experience & learning
conceptual and reasoning ability knowledge-base, perception, intellectual & conceptual capacities, wisdom
special aptitudes physical, verbal (speech/writing), technical, figures, art, music, social?
interests intellectual, cultural, practical, physically active, international, aesthetic
disposition acceptability, relationships, leadership/initiative, motivation and drive,
reliability, stability/adjustment, proactivity, influencing
circumstances age, plans, domestic ties, mobility, domicile, other
Personnel Specification: Rodger's 7 Point Plan
Essential?Desireable?Disqualifier?
Chris Jarvis 13
HRM: Recruitment and Selection
Core Competencies (example from major software house)
People relationships
Customer relationships management
Communication and persuasiveness
Business and financial judgement
Knowledge sharing/management
Vision, change and accountability
Drive, motivation, planning and organising
Problem-solving and decision-making
People management capabilities
Role specific technical and specialist capabilities
Professional standards and values
We sell our skills and abilities!
We sell our skills and abilities!
Chris Jarvis 14
HRM: Recruitment and Selection
Finding and attracting candidates
Sources internal: word of mouth, internal vacancy notifications, staff newsletters.
Staff analysis. Career planning external: where are the candidates located, in what type of job? Local,
national, overseas. Do they want to move? Schools, colleges, careers centres, job shops, employment fairs.
Agencies recruitment consultants/agencies, head hunters, media: newspapers, journals, radio, WWW/Internet advertising
advertising accounts, writing & designing the copy, targeting the advert, proof reading, publishing deadlines, costs
The emergence of on-line recruitment - suitable for all jobs?
Chris Jarvis 15
HRM: Recruitment and Selection
Nature of vacancy and open access?
Internal known qualities, locals vs. cosmopolitans
fluid internal market and contribution to culture, rewards/expectations
staff database, career support planning - quicker/cheaper, incestuous?
External - time consuming, uncertain, new blood, socialisation inexpensive, limited choice approaches?
staff recommendation, on-spec applications, school-college links etc.
expensive, wider access approaches head-hunters, general/specialist recruitment agencies, local/national press,
professional & trade journals
poaching/fishing
Come and live/work in our house - forming, fight/flight, norming & performing
Attract Candidates - Internal vs. external sources
Chris Jarvis 16
HRM: Recruitment and Selection
Recruitment Information System
data in/out flows
inquiries, application packs (out/in +CVs), requests for references, security vetting, invitations for interview + joining instructions, offer letters, rejections, contract documentation
sources and sinks
candidates, dept. managers, receptionist, security, referees, clients
data capture/storage? Find/collate, candidates in progress. Printing
volume, handling, copying & distribution, short-listing, briefing.
use of IT - PC networks,word processing, databases, Intranet/Internet,
Data Protection Act, Asylum & Immigration Act
filtering & co-ordination of selection decision-makers?
expenses, agency fees, costing the whole process
Chris Jarvis 17
HRM: Recruitment and Selection
Skeletons in cupboards: References & testimonials
Obligation at law to provide a reference?
Importance/value of references?
Reciprocity, validation and reliability. Security
Costs?
Consequences for employee (job, mortgage, bank loan).
Legal issues? Where could it go wrong?
defamation (false statement & reputation), deceit (intention that receiver will act on the reference)
negligence - duty of reasonable care in compiling the reference, accuracy (sue for damages/loss)
Organisational policy on giving references?
Right to see what is written about you?
Chris Jarvis 18
HRM: Recruitment and Selection
discrimination in advertising, selection methods (direct or indirect), TU. membership and activities, pregnant women
in employment + failing to offer job
Remedy to EOC or CRE or ET,
GOQs Sex: physiology, decency/privacy, living in, single-sex establishments, personal services, working outside UK (culture)
GOQs Race: dramatic performance, authenticity, restaurants, personal services
Selection - Statutory rights and requirements
• Rehabilitation of Offenders Act 1974
• Sex Discrimination Act 1975
• Race Relations Act 1976, 2000
• Employment Rights Act 1996
• Disability Discrim. Act 1997
• Asylum and Immigration Act
CRE/EOC Codes of Practicefor advertising and selection (RRA and SDA)
Chris Jarvis 19
HRM: Recruitment and Selection
Selection Tests
Application form
Biodata analysis
Interviews one-to-one, panel
formal and informal settings
References/security screening
Ability tests paper-based, practical/trade, social
Aptitude, intelligence and personality
Group methods & assessment centres
Work experience/short term contracts
Medical
• reliability• validity• utility• acceptability
Chris Jarvis 20
HRM: Recruitment and Selection
The Psychometric-Objective Model
Characterised by
Eternal optimism
Smoothly administered/programmable
Measured, controlled, predictable, systematic search often using psychometric techniques
Match evidence of competences & stable qualities to job demands
Compare with "social process" approach
Interplay between selection events
Candidate & selector feelings/responses
organisational negotiations and mutual adjustments
Chris Jarvis 21
HRM: Recruitment and Selection
Exchange sufficient & necessary information to decide suitability
Social and ritual aspects. Audition. Group/power vetting
Candidate asserts abilities & presents experience.
Communicate relevant information about job/organisation - objective & subjective
Seduce candidate to become an organisational member
Satisfy candidate - give fair opportunity
Importance of not over-selling
Why an Interview?
Chris Jarvis 22
HRM: Recruitment and Selection
Interview Strategies
Frank and friendly Problem-solving - “imaging yourself in the job...what would you do
if...? Behavioural event - critical experiences - what, why, how, options,
plans, outcomes Simulate stress. Put on the spot? Validity? Spurious appeal? Strengths and weaknesses of
individual interviews sequential interviews panel interviews
Chris Jarvis 23
HRM: Recruitment and Selection
Reception
Schedule for the day
candidates, Cooks Tour, guides & interviewers, domestics & catering
receiving applicants
site security, car parks
travel and subsistence arrangements
waiting place
Chris Jarvis 24
HRM: Recruitment and Selection
The GASP Interview
Greeting
Acquiring Information
Supplying Information
Parting
Interviewer Preparation
Chris Jarvis 25
HRM: Recruitment and Selection
Move towards
genuine welcome, positive regard
Calm, neutral, with no interruptions
Put at ease, build and maintain rapport
seating voice, eye contact, warmth and body posture.....NVC
Preparation and “contract of interest and expectation”
Opening conversation
CHANGING GEAR - Moving smoothly into main substance of the interview.
GASP Interview - Greeting
Chris Jarvis 26
HRM: Recruitment and Selection
Listen more - talk less. Ratio % interviewer/interviewee.
Objectivity vs. personal preference, stereotyping & early judgement
Not adversarial. Halo, horns and doppleganger effects
Taking notes (on application form or interview plan)
Question strategy (preparation) Structured conversation open-ended questions, probe and link direct, leading, trick and taboo questions
Emphasise biography and experience, explanation and analysis
Mental agility and hypothetical questions
Let interview flow but control it: - use space/time
Non-verbal signals and skills.
Cover key points (interview plan)
Summarise periodically and conclude
GASP - Acquiring Information
Chris Jarvis 27
HRM: Recruitment and Selection
Recent and significant past jobs/projects contributions, events/phases, initiatives, products, achievements and
decisions. Evaluation of strengths and gaps
Competence embedded in REAL experience knowledge/understanding, analytical skill, written/numeric, specialist
attitudes and values, drives and motivation
Interpersonal relations - the candidate as a person with others
Education, training, learning and development
Personal and domestic topics - relevance/irrelevant
Applicant’s questions about the organisation and job - current + prospects
the terms of employment
GASP - Acquiring Information - the Journey
Chris Jarvis 28
HRM: Recruitment and Selection
GASP - The Good Interviewer
….at times • well-prepared, sharp & in focus, specific & rational• at other times intuitive, picking up nuances and rationalisations• at others stepping back to see the whole interaction, fitting things
together and noting the time left and areas to cover....• Interviewer "genuine regard for the other" helps to relax the
candidate• clear perception
• allows productive silences & easy asking of questions. • counteracts habituated boredom in interviews• intuitive processes as well as the usual thinking, evaluating
ones.• Legge - descriptive behavioural research interest
Chris Jarvis 29
HRM: Recruitment and Selection
cutting it short (horns/halo, premature judgement)
equal opportunity to all candidates
intimation of success/rejection (verbals and non-verbals)?
beware misunderstandings over contractual terms. No promises.
Communicating a decision hints to attractive candidates (in a competitive situation)
intra-organisational bargaining
the decision in writing
subject to references
giving career advice to rejected candidates?
GASP Interview: Supplying Information
Chris Jarvis 30
HRM: Recruitment and Selection
Signal closure - NVC plus statement
requires as much skill as opening the interview
clarify future steps - the remaining interview schedule
verify dates - holidays and availabilities
phone, post
stand up, move, exchange parting courtesies
GASP Interview: Parting
Chris Jarvis 31
HRM: Recruitment and Selection
Anderson and Shackleton, Successful Selection Interviewing, Blackwell, 1993 pp 69
“Utilised properly; depending on its exact purpose, the interview emerges as a valid reliable tool in candidate assessment. Moreover its flexibility to act as a medium for mutual preview or as a final stage forum for negotiation between the parties, renders the interview more useful in selection than narrowly focused definitions of validity and reliability can convey”
Chris Jarvis 32
HRM: Recruitment and Selection
premature decision Tentative, pre-determined views seldom altered at interview accept/reject within 3-4 min. Gather evidence to confirm first
impression Weak candidates make average candidates look good Unstructured interviews vs impression management and
random selection
propositions interview practice does not improve performance training does
dramatic performance may not reflect job. Interviewee actors.
panel interviews - defer to most influential member. Poor correlation of views when choice is confidential
psychometric tests - weak evidence but belief and practice strong.
psychometric-objective model vs. social process?
GASP Interview Issues
Chris Jarvis 33
HRM: Recruitment and Selection
Stereotyping
What is it? What form does it take?
How and why does it occur?
Common stereotypes
Positive and negative value?
Problems of signs, signifiers, interpretation.
Body language.
Presentation of self - "Front" - stage and audience
What dangers for fairness and equity?
Chris Jarvis 34
HRM: Recruitment and Selection
Assessment Centre Methods
Group work: Problem-solving in team situations, interpersonal skills, listening, thinking
on feet, influencing and coordinating. Realistic/unrealistic scenarios. Organising/prioritising. Emotional resilience.
Competence of observer-testers
Presentations: verbal/non-verbal skills, use of media, presentation content. Analysis -
differentiation of higher/lower order issues, ability to construct a case. Influencing and argument. Awareness of wider issues and implications.
Work Demo or Simulation - news reader, drivers, brick-layers, chair meetings, computer programming, counselling, typing/shorthand,
Portfolio
Psycho-tests• reliability• validity• utility• acceptability
Chris Jarvis 35
HRM: Recruitment and Selection
Programme (battery) of different tests
Systematic job analysis: performance criteria, skills & behaviours
Select valid, reliable, cost effective exercises
Validate the exercises on a sample of subjects
Train tester-assessors to observe and rate
Feedback to candidates
Evaluate the techniques and process outcomes
Assessment Centre Programmes
External & internal candidates?Psychometric-objective model vs social processExternal & internal candidates?Psychometric-objective model vs social process
Chris Jarvis 36
HRM: Recruitment and Selection
Assessment Centres - identifying promotion potential
Superior assessments?
High degree of validity?
Recognising formal & informal qualities - not all job-related - required for organisational success
Post-assessment centre judgments coloured by knowledge of individual's performance in the assessment centre
Assessment centres define and construct potential > discover it.
Chris Jarvis 37
HRM: Recruitment and Selection
Competitive advantage and core competencies
Skill, capability, competence as "keys" to competitive advantage
Job demands arising from performance oriented organisational change, TQM & IT initiatives
Emphasis on managerial competences for performance
Boyatzis (1982), Bethell-Fox (1992), MCI (1990)
Communication, leadership, group and decision skills, project management, entrepreneurship
Outward-looking, market-focused, team-oriented
Psychometric assessment techniques e.g. tests of cognitive ability to identify potential
Chris Jarvis 38
HRM: Recruitment and Selection
Intelligence and Aptitude Testing
verbal fluency & comprehension
logical & numerical
spatial & mechanical
memoryTests for
clerical, apprentice & general staff selection
health, fitness, mental agility
verbal & numerical problems
IT skills
honesty, neurosis, tolerance, ethics?
GMATGraduate ManagementAdmissions Test
GMATGraduate ManagementAdmissions Test
What employability tests would you use for airline cabin crew?
What is IQ?
Chris Jarvis 39
HRM: Recruitment and Selection
Cattell 16 PF warmth
intelligence
emotional stability
dominance
impulsiveness
conformity
boldness
sensitivity
Personality Tests
suspiciousness imagination shrewdness insecurity radicalism self-sufficiency self-discipline tension
Myers-Briggs (Type Indicator)
Introvert Extrovert
Intuitive Sensing
Feeling Thinking
Perceptive Judging
TYPES
• Testing industry - sales + training the testers• Administration? interpretation?• Supplementary information for decision-making?• Predictive value?
• Testing industry - sales + training the testers• Administration? interpretation?• Supplementary information for decision-making?• Predictive value?
Chris Jarvis 40
HRM: Recruitment and Selection
The Decision and Follow-up
Job criteria & information on candidates
Reaching a consensus, taking a risk?
Zombie theory of recruitment
Letters of hold rejection the offer (risks and uncertainties)
Contract finalisation & documentation
Commencement & induction plan
Organisational communications & reassurances
Chris Jarvis 41
HRM: Recruitment and Selection
Evaluation of the Recruitment Process
costs/methods/effort involved by stage
DROP-OUT: inquirers applications seen candidates
“quality” of short-list per post
service indicators & client satisfaction/dissatisfaction
in-house process vs. out-sourcing and agencies
quality of Equal Opps provision
job criteria vs. criteria used in action (actor behaviour)
added PR value - image projected
SURVIVAL: number retained after 6 months
recommendations for improvement
Evaluate reliability, validity and utility of methods usedPsychometric-objective model versus social processEvaluate reliability, validity and utility of methods usedPsychometric-objective model versus social process
Chris Jarvis 42
HRM: Recruitment and Selection
Evaluation of Selection Process
candidate feedback on selection methods & experience
observation and incident analysis e.g. re-equal opportunities
selector “self-evaluation”?
relevance, reliability, validity and utility of selection methods/tests
recommendations for improvement