ipmi – hrm - 2010krishnan rajendranipmi – hrm - 20krishnan rajendran employee sourcing,...
TRANSCRIPT
IPMI – HRM - 2010 Krishnan RajendranIPMI – HRM - 20 Krishnan Rajendran
Employee Sourcing, Acquiring and On-boarding
IPMI – HRM - 2010 Krishnan RajendranIPMI – HRM - 20 Krishnan Rajendran
Marriage is a relationship in which one person is always right and the other is the husband!
IPMI – HRM - 2010 Krishnan RajendranIPMI – HRM - 20 Krishnan Rajendran
Marriage is give and take. You’d better give it to her or she’ll take it anyway..
IPMI – HRM - 2010 Krishnan RajendranIPMI – HRM - 20 Krishnan Rajendran
A successful marriage requires falling in love many times, always with the same person.
IPMI – HRM - 2010 Krishnan RajendranIPMI – HRM - 20 Krishnan Rajendran
There is only one perfect wife in the world and every neighbor has it!
IPMI – HRM - 2010 Krishnan RajendranIPMI – HRM - 20 Krishnan Rajendran
• What are advantages / disadvantages of internal and external recruiting?
• Where do we source people from?
• How do we reach them?
• What are steps in the selection process?
• How can staffing decisions minimize hiring / promotion of the wrong people?
• What are some legal constraints of the hiring process?
Challenges in Hiring
IPMI – HRM - 2010 Krishnan RajendranIPMI – HRM - 20 Krishnan Rajendran
Challenges in Hiring
• What are key performance characteristics?
• What is the applicant’s ability / motivation?
• Who will be involved in selection / hiring?
IPMI – HRM - 2010 Krishnan RajendranIPMI – HRM - 20 Krishnan Rajendran
Recruitment
Recruitment is the process of searching for and identifying applicants for a position in sufficient quantity and of sufficient quality to meet organisational human resource needs.
IPMI – HRM - 2010 Krishnan RajendranIPMI – HRM - 20 Krishnan Rajendran
Advantages of Internal Recruitment
Morale/motivation of staff Better assessment Lower costs Rewarding for past and present good
performance Single entry level to company
IPMI – HRM - 2010 Krishnan RajendranIPMI – HRM - 20 Krishnan Rajendran
Disadvantages of Internal Recruitment
Inbreeding of ‘bad’ ideals and practices Political infighting for promotions Training costs Planning difficulties, including seeking
and training any replacements
IPMI – HRM - 2010 Krishnan RajendranIPMI – HRM - 20 Krishnan Rajendran
Advantages of External Recruitment
New blood, ideas, ideals and team members
New knowledge and experience Possible competitor insights Cheaper than training a professional
IPMI – HRM - 2010 Krishnan RajendranIPMI – HRM - 20 Krishnan Rajendran
Disadvantages of External Recruitment
Difficult selectionLowered morale of internal applicantsLonger adjustment periodRecruitment cost
IPMI – HRM - 2010 Krishnan RajendranIPMI – HRM - 20 Krishnan Rajendran
Selection: Matching People and Jobs
• SelectionThe process of choosing individuals who have
relevant qualifications to fill existing or projected job openings.
• Selection ConsiderationsPerson-job fit: job analysis identifies required
individual competencies (KSAOs) for job success.Person-organization fit: the degree to which
individuals are matched to the culture and values of the organization.
IPMI – HRM - 2010 Krishnan RajendranIPMI – HRM - 20 Krishnan Rajendran
The Goal of Selection: Maximize “Hits”The Goal of Selection: Maximize “Hits”
IPMI – HRM - 2010 Krishnan RajendranIPMI – HRM - 20 Krishnan Rajendran
Steps in the Selection ProcessSteps in the Selection Process
Note: Steps may vary. An applicant may be rejected after any step in the process.
Completion of applicationCompletion of application
Initial interview in HR department
Initial interview in HR department
Employment testing(aptitude, achievement)
Employment testing(aptitude, achievement)
Background investigationBackground investigation
Preliminary selection in HR department
Preliminary selection in HR department
Supervisor/team interviewSupervisor/team interview
Medical exam/drug testMedical exam/drug test
Hiring decisionHiring decision
IPMI – HRM - 2010 Krishnan RajendranIPMI – HRM - 20 Krishnan Rajendran
The Selection Process
• Obtaining Reliable and Valid InformationReliability
The degree to which interviews, tests, and other selection procedures yield comparable data over time and alternative measures.
Validity Degree to which a test or selection procedure measures
a person’s attributes.
IPMI – HRM - 2010 Krishnan RajendranIPMI – HRM - 20 Krishnan Rajendran6–17
Sources of Information about Job Candidates• Application Forms
• Online Applications
• Biographical Information Blanks (BIB)
• Background Investigations
• Polygraph Tests
• Integrity and Honesty Tests
• Graphology
• Medical Examinations
• Employment Tests
• Interviews
IPMI – HRM - 2010 Krishnan RajendranIPMI – HRM - 20 Krishnan Rajendran
Figure 6Figure 6–4 –4 The Effectiveness of Selection MethodsThe Effectiveness of Selection Methods
Source: Source: David E. Terpstra, “The Search for Effective Methods,” HRFocus (May 1996).
In a survey of 201 HR executives, participants were asked which selection methods produce the best employees. The mean rating for nine methods on a 5-point scale (1 = not good, 3 = average, 5 = extremely good):
Work samples 3.68
References/recommendations 3.49
Unstructured interviews 3.49
Structured interviews 3.42
Assessment centers 3.42
Specific aptitude tests 3.08
Personality tests 2.93
General cognitive ability tests 2.89
Biographical information blanks 2.84