module 13-0 copyright 2000 - south-western college publishing recruitment and selection: hiring for...
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Module 13-1Copyright 2000 - South-Western College Publishing
Recruitment and Selection: Hiring for the Job or the
Organization?
Module 13
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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
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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
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Module 13-4Copyright 2000 - South-Western College Publishing
A Mutual Matching Process
Organization Individual
Job Requirements
Rewards
Qualifications
Motivation
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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
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Module 13-6Copyright 2000 - South-Western College Publishing
Organization & Job Analysis Process
Organization Analysis
Job Analysis
Recruitment Selection
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Module 13-7Copyright 2000 - South-Western College Publishing
Organization Analysis
Long- & short-term goals Staffing needs Nature of environment Climate/culture
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Module 13-8Copyright 2000 - South-Western College Publishing
Job Analysis
Task Job context Knowledge Skill Ability Other
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Module 13-9Copyright 2000 - South-Western College Publishing
Job Rewards
Extrinsic Intrinsic
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Module 13-10Copyright 2000 - South-Western College Publishing
Person-Job Fit
MatchMatch
Overqualified
Underqualified
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Module 13-11Copyright 2000 - South-Western College Publishing
Person-Organization Fit
Personality Goals Values Interpersonal skills
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Module 13-12Copyright 2000 - South-Western College Publishing
Recruiting Issues
Internal vs. external recruiting sources Recruiting scope & intensity Recruitment message Recruitment media
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Module 13-13Copyright 2000 - South-Western College Publishing
Applicant Pool Quality
Best
Worst
ApplicantPool
“Best of the Best”
“Best of the Worst”
ApplicantPool
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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)
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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
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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.
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Module 13-17Copyright 2000 - South-Western College Publishing
Evaluating Selection Methods
Reliability Validity Utility Applicant reactions Adverse impact
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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.
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Module 13-19Copyright 2000 - South-Western College Publishing
Selection: Decision Making
Combining information– compensatory– noncompensatory
Decision rules– top-down ranking– grouping
Job offers
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Module 13-20Copyright 2000 - South-Western College Publishing
Why Validate?
Legal protection Sound business decision making
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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
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Module 13-22Copyright 2000 - South-Western College Publishing
The Legal Environment
Federal laws State laws Local laws Executive orders Agency guidelines
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Module 13-23Copyright 2000 - South-Western College Publishing
Prohibited Criteria
Race Color Religion Sex
National origin Age Disability Handicap Ancestry
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Module 13-24Copyright 2000 - South-Western College Publishing
Two Types of Illegal Discrimination
Disparate treatment Disparate impact
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Module 13-25Copyright 2000 - South-Western College Publishing
Characteristics of Legal Selection Practices
Job-related– essential job functions– business necessity
Standardized– content– administration– scoring
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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?
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Module 13-27Copyright 2000 - South-Western College Publishing
Three Approaches
Traditional Staffing as strategy implementation Staffing as strategy formation
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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
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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
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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
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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.
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Module 13-32Copyright 2000 - South-Western College Publishing
Human Resource Flows
UpwardLateral
DownwardInflows Outflows
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Module 13-33Copyright 2000 - South-Western College Publishing
The Forest and the Trees