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Page 1: Module 13-0 Copyright 2000 - South-Western College Publishing Recruitment and Selection: Hiring for the Job or the Organization? Module 13

Module 13-1Copyright 2000 - South-Western College Publishing

Recruitment and Selection: Hiring for the Job or the

Organization?

Module 13

Page 2: Module 13-0 Copyright 2000 - South-Western College Publishing Recruitment and Selection: Hiring for the Job or the Organization? Module 13

Module 13-2Copyright 2000 - South-Western College Publishing

Module Overview

Matching individuals & organizations The recruitment & selection process Organization vs. job analysis Person-job fit vs. person-organization fit The legal environment Strategic issues in recruitment & selection

Page 3: Module 13-0 Copyright 2000 - South-Western College Publishing Recruitment and Selection: Hiring for the Job or the Organization? Module 13

Module 13-3Copyright 2000 - South-Western College Publishing

Relation To The Frame ORGANIZATIONAL CONTEXT

HR Choices

HR Roles Unilateral

(managerialdiscretion)

Joint (negotiated)

Imposed (no choice)

Transactional

Managerial

Transformational

STRATEGIC OBJECTIVES

Page 4: Module 13-0 Copyright 2000 - South-Western College Publishing Recruitment and Selection: Hiring for the Job or the Organization? Module 13

Module 13-4Copyright 2000 - South-Western College Publishing

A Mutual Matching Process

Organization Individual

Job Requirements

Rewards

Qualifications

Motivation

Page 5: Module 13-0 Copyright 2000 - South-Western College Publishing Recruitment and Selection: Hiring for the Job or the Organization? Module 13

Module 13-5Copyright 2000 - South-Western College Publishing

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

Page 6: Module 13-0 Copyright 2000 - South-Western College Publishing Recruitment and Selection: Hiring for the Job or the Organization? Module 13

Module 13-6Copyright 2000 - South-Western College Publishing

Organization & Job Analysis Process

Organization Analysis

Job Analysis

Recruitment Selection

Page 7: Module 13-0 Copyright 2000 - South-Western College Publishing Recruitment and Selection: Hiring for the Job or the Organization? Module 13

Module 13-7Copyright 2000 - South-Western College Publishing

Organization Analysis

Long- & short-term goals Staffing needs Nature of environment Climate/culture

Page 8: Module 13-0 Copyright 2000 - South-Western College Publishing Recruitment and Selection: Hiring for the Job or the Organization? Module 13

Module 13-8Copyright 2000 - South-Western College Publishing

Job Analysis

Task Job context Knowledge Skill Ability Other

Page 9: Module 13-0 Copyright 2000 - South-Western College Publishing Recruitment and Selection: Hiring for the Job or the Organization? Module 13

Module 13-9Copyright 2000 - South-Western College Publishing

Job Rewards

Extrinsic Intrinsic

Page 10: Module 13-0 Copyright 2000 - South-Western College Publishing Recruitment and Selection: Hiring for the Job or the Organization? Module 13

Module 13-10Copyright 2000 - South-Western College Publishing

Person-Job Fit

MatchMatch

Overqualified

Underqualified

Page 11: Module 13-0 Copyright 2000 - South-Western College Publishing Recruitment and Selection: Hiring for the Job or the Organization? Module 13

Module 13-11Copyright 2000 - South-Western College Publishing

Person-Organization Fit

Personality Goals Values Interpersonal skills

Page 12: Module 13-0 Copyright 2000 - South-Western College Publishing Recruitment and Selection: Hiring for the Job or the Organization? Module 13

Module 13-12Copyright 2000 - South-Western College Publishing

Recruiting Issues

Internal vs. external recruiting sources Recruiting scope & intensity Recruitment message Recruitment media

Page 13: Module 13-0 Copyright 2000 - South-Western College Publishing Recruitment and Selection: Hiring for the Job or the Organization? Module 13

Module 13-13Copyright 2000 - South-Western College Publishing

Applicant Pool Quality

Best

Worst

ApplicantPool

“Best of the Best”

“Best of the Worst”

ApplicantPool

Page 14: Module 13-0 Copyright 2000 - South-Western College Publishing Recruitment and Selection: Hiring for the Job or the Organization? Module 13

Module 13-14Copyright 2000 - South-Western College Publishing

Selection Steps

Get applicant KSAO & motivation data Assess person-job fit Assess person-organization fit Decide whom to hire Make job offer(s)

Page 15: Module 13-0 Copyright 2000 - South-Western College Publishing Recruitment and Selection: Hiring for the Job or the Organization? Module 13

Module 13-15Copyright 2000 - South-Western College Publishing

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

Page 16: Module 13-0 Copyright 2000 - South-Western College Publishing Recruitment and Selection: Hiring for the Job or the Organization? Module 13

Module 13-16Copyright 2000 - South-Western College Publishing

Selection Rules-Of-Thumb

Use multiple methods to get KSAOs.

Identify patterns of past behavior.

Simulate job situations when possible.

Page 17: Module 13-0 Copyright 2000 - South-Western College Publishing Recruitment and Selection: Hiring for the Job or the Organization? Module 13

Module 13-17Copyright 2000 - South-Western College Publishing

Evaluating Selection Methods

Reliability Validity Utility Applicant reactions Adverse impact

Page 18: Module 13-0 Copyright 2000 - South-Western College Publishing Recruitment and Selection: Hiring for the Job or the Organization? Module 13

Module 13-18Copyright 2000 - South-Western College Publishing

Characteristics of a Useful Selection Method

It is reliable. It is valid. Its benefits outweigh its costs. Applicants respond favorably to it. It does not screen out a disproportionate

number of legally protected group members.

Page 19: Module 13-0 Copyright 2000 - South-Western College Publishing Recruitment and Selection: Hiring for the Job or the Organization? Module 13

Module 13-19Copyright 2000 - South-Western College Publishing

Selection: Decision Making

Combining information– compensatory– noncompensatory

Decision rules– top-down ranking– grouping

Job offers

Page 20: Module 13-0 Copyright 2000 - South-Western College Publishing Recruitment and Selection: Hiring for the Job or the Organization? Module 13

Module 13-20Copyright 2000 - South-Western College Publishing

Why Validate?

Legal protection Sound business decision making

Page 21: Module 13-0 Copyright 2000 - South-Western College Publishing Recruitment and Selection: Hiring for the Job or the Organization? Module 13

Module 13-21Copyright 2000 - South-Western College Publishing

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

Page 22: Module 13-0 Copyright 2000 - South-Western College Publishing Recruitment and Selection: Hiring for the Job or the Organization? Module 13

Module 13-22Copyright 2000 - South-Western College Publishing

The Legal Environment

Federal laws State laws Local laws Executive orders Agency guidelines

Page 23: Module 13-0 Copyright 2000 - South-Western College Publishing Recruitment and Selection: Hiring for the Job or the Organization? Module 13

Module 13-23Copyright 2000 - South-Western College Publishing

Prohibited Criteria

Race Color Religion Sex

National origin Age Disability Handicap Ancestry

Page 24: Module 13-0 Copyright 2000 - South-Western College Publishing Recruitment and Selection: Hiring for the Job or the Organization? Module 13

Module 13-24Copyright 2000 - South-Western College Publishing

Two Types of Illegal Discrimination

Disparate treatment Disparate impact

Page 25: Module 13-0 Copyright 2000 - South-Western College Publishing Recruitment and Selection: Hiring for the Job or the Organization? Module 13

Module 13-25Copyright 2000 - South-Western College Publishing

Characteristics of Legal Selection Practices

Job-related– essential job functions– business necessity

Standardized– content– administration– scoring

Page 26: Module 13-0 Copyright 2000 - South-Western College Publishing Recruitment and Selection: Hiring for the Job or the Organization? Module 13

Module 13-26Copyright 2000 - South-Western College Publishing

Two Major Strategic Issues

How can HR selection affect an organization’s ability to formulate & implement a successful business strategy?

Should an organization “make” or “buy” its needed human resources?

Page 27: Module 13-0 Copyright 2000 - South-Western College Publishing Recruitment and Selection: Hiring for the Job or the Organization? Module 13

Module 13-27Copyright 2000 - South-Western College Publishing

Three Approaches

Traditional Staffing as strategy implementation Staffing as strategy formation

Page 28: Module 13-0 Copyright 2000 - South-Western College Publishing Recruitment and Selection: Hiring for the Job or the Organization? Module 13

Module 13-28Copyright 2000 - South-Western College Publishing

Traditional Approach

Strategy is a contextual feature Hire for person-job fit Select best person for a specific job

Page 29: Module 13-0 Copyright 2000 - South-Western College Publishing Recruitment and Selection: Hiring for the Job or the Organization? Module 13

Module 13-29Copyright 2000 - South-Western College Publishing

Staffing as Strategy Implementation

Human resources support strategy Hire for person-strategy fit Select best person with needed capabilities

Page 30: Module 13-0 Copyright 2000 - South-Western College Publishing Recruitment and Selection: Hiring for the Job or the Organization? Module 13

Module 13-30Copyright 2000 - South-Western College Publishing

Staffing as Strategy Formation

Human resources can influence strategy formation

Hire for person-organization fit Hire people with unique or complementary

KSAOs

Page 31: Module 13-0 Copyright 2000 - South-Western College Publishing Recruitment and Selection: Hiring for the Job or the Organization? Module 13

Module 13-31Copyright 2000 - South-Western College Publishing

Make or Buy Human Resources?

Make– Hire trainable employees.

Buy– Hire fully trained employees.

Make & buy– Buy fully trained employees for critical jobs.– Hire trainable employees for all other jobs.

Page 32: Module 13-0 Copyright 2000 - South-Western College Publishing Recruitment and Selection: Hiring for the Job or the Organization? Module 13

Module 13-32Copyright 2000 - South-Western College Publishing

Human Resource Flows

UpwardLateral

DownwardInflows Outflows

Page 33: Module 13-0 Copyright 2000 - South-Western College Publishing Recruitment and Selection: Hiring for the Job or the Organization? Module 13

Module 13-33Copyright 2000 - South-Western College Publishing

The Forest and the Trees


Module 13 Avionics Questions

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Federal Agency Employment Strategies: A Framework for ... · A. Hiring 12 1. QualificationStandards 13 2.Job Announcements 13 3. Hiring Process, In General13 4. SpecialHiringAuthorities

Recruitment Module Presentation...Recruitment module has multiple Logins/Roles –Employee, Approving Manager, Recruitment Head, Hiring Manager, Recruiter, HR & Admin. Hiring Manager

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Hiring, training, and managing BUSINESS DEVELOPMENT ......individuals they are hiring. Hiring profiles: the types of candidates inside sales hires 42% 74% 25% 13% Recent college graduates

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GSB International Hiring Guide, 2012-13

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Recruitment and Selection: Hiring the Right Person · PDF fileRecruitment and Selection: Hiring the Right Person A two-part learning module for undergraduate students By Myrna L. Gusdorf,

PS Talent Manager for Hiring Manager - Indiana Interview Schedule ... PS Talent Manager for Hiring Manager Welcome to the PeopleSoft Talent Manger for Hiring Managers training module

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