Are we selecting those who are competent at the selection process or at the job

on offer?

Issues to be coveredRecruitment vs. selectionLegal context in UKStages of processIssues of recruitmentRecruitment methodsIssues of selectionSelection methods

Psychological contract…Old…

I will work hard for and act with loyalty towards my employer. In return I expect to be retained as an employee provided I do not act against the interests of the organisation. I also expect to be given opportunities for promotion should the circumstances make this possible.

New…I will bring to my work effort and creativity. In return I expect a salary that is appropriate to my contribution and market worth. While our relationship may be short term, I will remain for as long as I receive the developmental opportunities I need to build my career.

Issues to be coveredRecruitment vs. selectionLegal context in UKStages of processIssues of recruitmentRecruitment methodsIssues of selectionSelection methods

DefinitionsRecruitment is a process which aims to

attract appropriately qualified candidates for a particular position from which it is possible and practical to select and appoint a competent person or persons

Selection is a process which involves the application of appropriate techniques and methods with the aim of selecting, appointing and inducting a competent person or persons

Issues to be coveredRecruitment vs. selectionLegal context in UKStages of processIssues of recruitmentRecruitment methodsIssues of selectionSelection methods

Legal Context in UKSex and Race Discrimination

Sex Discrimination Act 1975 Race Relations Act 1976

Direct discrimination: workers of a particular sex, race or ethnic group treated less favourably than other workers

Indirect discrimination: requirements imposed that are not necessary for the job and that may disadvantage a significant larger proportion of one sex or racial group than another

Legal Context in UK cont…Disability Discrimination Act 1995

Unlawful for firms to treat people with disabilities less favourably than others unless they can justify their actions

Need to make ‘reasonable adjustment’ to workplace and work arrangements

Age Discrimination Code of Practice designed to promote age

diversity in employment; no legislationGrowing interest in ‘diversity at work’

Incidence and Coverage of Equal Opportunities Policies – 1998 and 2004

72

56

61

82

7169

0

10

20

30

40

50

60

70

80

90

Workplaces with EO policy whichcovers religion

Workplaces with EO policy whichcovers sexual orientation

Workplaces with EO policy whichcovers age

Per

cen

t of

work

pla

ces

wit

h E

O p

olic

y

1998 2004

Equal Opportunities – Recruitment Procedures16% of managers considered age as a factor in

the recruitment of new employees Down from 22% in 1998

Over 4/5 of workplaces had special procedures to encourage applicants from under-represented groups

21% of workplaces in the public sector had procedures to attract applications from ethnic minority groups

Down from 27% in 1998

Issues to be coveredRecruitment vs. selectionLegal context in UKStages of processIssues of recruitmentRecruitment methodsIssues of selectionSelection methods

Stages of Recruitment and Selection

Human Resource Planning

Staffing needs

Options: internal / external

Recruitment

Pool of applicants

Selection

Job Performance

External Factors

Internal Factors

Job Analysis

Issues of Human Resource PlanningTurnoverRetentionSuccession PlanningAlternatives to Recruitment

Do nothingTrainingIncrease peripheral workersOthers e.g. change technology

Internal Vs External RecruitmentEmployers’ preference for internal or external recruitment

partly reflects their approach to employee development – as internal recruitment is sometimes used as a means of providing development opportunities

WERS 2004 68% claimed that both internal & external applicants were treated

equally Around 20% gave preference to internal applicants Remaining 10% preferred external applicants

Private sector workplaces More likely to recruit internally Figure stands at 25% compared to 12% of public sector workplaces

Issues to be coveredRecruitment vs. selectionLegal context in UKStages of processIssues of recruitmentRecruitment methodsIssues of selectionSelection methods

Recruitment Methods – Attracting ApplicantsWalk-insEmployee ReferralsAdvertising

Budget freedom or constraints Media choice The compilation of advertising copy The opportunity to give a realistic job preview The resource requirements to deal with the

anticipated responseWebsitesJob Centres

Recruitment Methods – Attracting Applicants Cont…Careers ServiceProfessional Associations

Recruitment fairs Careers conventions

Educational Associations University milkround Direct access to schools and colleges

Professional Agencies Employment agencies Recruitment consultants

‘Booz Allen’s boomerang recruiting effort’

One of the highest-quality sources of hires are boomerangs, or employees who have left your firm and then return. Booz Allen, which is also world class in employment branding and the rapid internal redeployment of current employees, has implemented a special team known as “the comeback kids” to recruit this type of top talent. Incidentally, Deloitte has also produced world-class results, recruiting as many as one-third of all new hires from boomerangs. That is an amazing statistic.

‘The U.S. Army’s use of video games for recruiting’

Although many of their recruiting practices are dated, there’s no one that even comes close to them in recruiting using video games. The strategy is great because many of the individuals they seek to recruit are avid gamers. By providing an exciting job preview or simulation, they are informing and exciting potential recruits. They are not only the best, but they are also the only large organization that has used simulations to both recruit and to train employees. They even added a little tongue-in-cheek by incorporating a “virtual recruiting station” within the game. Truly visionary.

http://www.youtube.com/watch?v=qoRqZ0SUcNs

‘MGM Grand’s employment branding’

With the CEO’s full involvement and buy-in, this organization has quietly become world class with regards to employment branding. Their approach is comprehensive and has included quantifying the organization’s promotion rates, publicly thanking those who have excelled and been promoted via newspaper ads, and publicizing internal contests for chefs and bartenders to extend visibility of performance beyond job titles and send a message that opportunities are open to all within the organization. In addition to winning numerous awards for being a top place to work, the Director of Branding has developed a “compelling stories” inventory for use in spreading differentiated stories about the excellent management practices. She convinced the executive team to become more visible both inside and outside the organization by speaking at conferences and universities and having everyone on the executive team write a blog to keep employees informed and enable them to tell their story in a genuine way.

‘Valero’s college recruiting’

The recruiting team at Valero has turned college recruiting into a true competitive advantage. They start their recruiting a month before any planned activities from their competitors, court potential recruits by transporting them in style to corporate headquarters during the academic year, and use grad assistants to identify top talent without having to visit campuses. The numerous practices they combine to create their approach deliver unprecedented success. A close second to Valero’s effort is Google’s brilliant program for recruiting current students to distribute pizza during final exams and using cookies to identify and change their homepage to recruit individuals at target schools.

Is the epitome of recruitment effectiveness the attraction of one well-qualified candidate for

each vacancy?

Selection Tests, Performance Appraisals and Off-the-job Training By Sector Ownership

Personality tests usedroutinely for some 19 17 19 20 18 19occupations

Performance tests usedroutinely for some 43 58 47 42 63 46occupations

Performance appraisals 72 79 73 75 91 78

Off-the-job training forexperienced core 67 95 73 82 98 84employees

% OF WORKPLACES

1998 2004

Private Public All Private Public All

Sector Sector Sector Sector

Issues to be coveredRecruitment vs. selectionLegal context in UKStages of processIssues of recruitmentRecruitment methodsIssues of selectionSelection methods

Issues of SelectionReliabilityValidityFairnessCost Effectiveness

Issues to be coveredRecruitment vs. selectionLegal context in UKStages of processIssues of recruitmentRecruitment methodsIssues of selectionSelection methods

Selection at Googlehttp://www.youtube.com/watch?v=w887NIa_

V9w (google)

Selection TechniquesInterview

Dysfunctional aspects Subjective First impression Halo effect Lack of consensus

Types of interviews Situational interview Patterned Behaviour Descriptions Interview Competency-Based Interviewing

Psychometric Testing (Psychological Testing)Intelligence TestsPersonality Tests

Selection Techniques Cont…Work-based TestsAssessment CentresBiodataReferencesGraphology