employment and selection process by arthur marshall
TRANSCRIPT
Profession and Selection: Choosing for the Job or the
Organization?
Module 13
Module Overview Related people & organizations The employment & choice process Organization vs. job analysis Person-job fit vs. person-organization fit The lawful environment Strategic problems in employment &
selection
Relation To The Frame ORGANIZATIONAL CONTEXT
HR Choices
HR Roles Unilateral
(managerialdiscretion)
Joint (negotiated)
Imposed (no choice)
Transactional
Managerial
Transformational
STRATEGIC OBJECTIVES
A Mutual Matching Process
Organization Individual
Job Requirements
Rewards
Qualifications
Motivation
Stages of the Recruitment & Selection Process
Stages of The Recruitment and Selection Process
Stage 1
Stage 2
Stage 3
Stage 4
Stage 5
Organiz-ation
Identify andattractapplicants
Narrow poolto minimallyqualifiedapplicants
Furthernarrow poolto those whobest fit thejob
Furthernarrow poolto those whobest fit jobandorganization
Decidewhom tohire
Individual Identify andattractorganiz-ations
Narrow poolto minimallyacceptableorganiz-ations
Furthernarrow poolto those whobest fit withneeds/careergoals
Furthernarrow poolto those whohavedesirablejobs anddesirablecultures
Decidewhich joboffer toaccept
Organization & Job Analysis Process
Organization Analysis
Job Analysis
Recruitment Selection
Organization Analysis Long- & short-term goals Staffing needs Nature of environment Climate/culture
Job Analysis Task Job context Knowledge Skill Ability Other
Job Rewards Extrinsic Intrinsic
Person-Job Fit
MatchMatch
Overqualified
Underqualified
Person-Organization Fit Personality Goals Values Interpersonal skills
Recruiting Issues Inner vs. external choosing sources Recruiting chance & intensity Recruitment message Recruitment media
Applicant Pool Quality
Best
Worst
ApplicantPool
“Best of the Best”
“Best of the Worst”
ApplicantPool
Selection Steps Get candidate KSAO & inspiration data Assess person-job fit Assess person-organization fit Decide whom to hire Make job offer(s)
Selection Methods
Initial AssessmentMethods
SubstantiveAssessment Methods
ContingentAssessment Methods
Resumes & coverletters
Application blanks Biographical
information Reference reports Screening interviews
Ability tests Personality tests Job knowledge tests Performance tests &
work samples Integrity tests Interviews
Drug tests Medical exams
Selection Rules-Of-Thumb Use several techniques
to get KSAOs. Identify styles of
previous actions. Simulate job
circumstances when possible.
Evaluating Selection Methods Reliability Validity Utility Applicant reactions Adverse impact
Features of a Useful Choice Method
It is efficient. It is legitimate. Its advantages over-shadow its expenses. Applicants react positively to it. It does not display out a extraordinary
number of lawfully secured team members
Selection: Decision Making Mixing information compensatory noncompensatory Decision rules top-down ranking grouping Job offers
Why Validate? Lawful protection Sound company choice making
The Half-Million Dollar Investment
Cumulative Investment in One Employee’s Base Salary
Tenure (Years)
StartingSalary 5 10 15 20 25 30
$15,000 77,284 160,541 250,232 346,855 450,945 563,080
$20,000 103,045 214,054 333,643 462,473 601,260
$25,000 128,807 267,568 417,053 578,092
$30,000 154,568 321,082 500,464
Note: a 1.5% annual cost-of-living increase is included in these figures
The Legal Environment Government laws State laws Local laws Executive orders Agency guidelines
Prohibited Criteria Race Color Religion Sex
Nationwide origin Age Disability Handicap Ancestry
Two Types of Illegal Discrimination
Different treatment Disparate impact
Characteristics of Legal Selection Practices
Job-related essential job functions business necessity Standardized content administration scoring
Two Major Strategic Issues How can HR choice impact an
organization’s capability to come up with & apply a effective company strategy?
Should an company “make” or “buy” its required individual resources?
Three Approaches Traditional Staffing as technique implementation Staffing as technique formation
Traditional Approach Method a contextual feature Hire for person-job fit Select best individual for a particular job
Staffing as Strategy Implementation
Recruiting assistance strategy Hire for person-strategy fit Select best individual with required abilities
Staffing as Strategy Formation Recruiting is going to influence strategy
formation Hire for person-organization fit Hire people with unique or supporting
KSAOs
Make or Buy Human Resources? Make Hire trainable workers. Buy Hire properly qualified workers. Make & buy Buy properly qualified workers for critical tasks. Hire trainable workers for all other tasks.
Human Resource Flows
UpwardLateral
DownwardInflows Outflows
The Forest and the Trees