SESSION 3: HR PLANNING RECRUITMENT & SELECTION

Lecturer: Shelly-Ann Daniel. MSc., GRP, WLCP PROFESSIONAL CERTIFICATE IN HUMAN RESOURCE MANAGEMENT

HR PLANNING

HUMAN RESOURCE PLANNING

HR planning links people management to the organization's mission, vision, goals and objectives, as well as its strategic plan and budgetary resources. A key goal of HR planning is to get the right number of people with the right skills, experience and competencies in the right jobs at the right time at the right cost. HR planning is therefore: Quantitative (HARD) based on numbers designed to ensure the right number of the right sort of people is available when needed Diagnostic (SOFT) looking at the underlying causes of the supply and demand for labour and how shaping the organisation and its culture can influence demand and supply

HUMAN RESOURCE PLANNING

QUANTITATIVE (HARD) PROCESS
Organisation strategy and targets Organisation practices and methods Manpower review and analysis

Assessment of labour requirements if orgs overall objectives are to be achieved ontime

Internal
Demand

External

Forecast

Supply

Adjust to balance Recruit Retain Reduce The measures that ensure that the necessary resources are available as and when required

Evaluation of existing manpower resources Estimation of proportion of current resources that will be with the organisation by forecast date

HUMAN RESOURCE PLANNING

DIAGNOSTIC (SOFT) PROCESS
Manpower plans and policies Operations Monitored through qualitative and quantitative techniques

Understanding of causes

Plan of action to control

HUMAN RESOURCE PLANNING

CHALLENGES Impact of change and difficulty of predicting the future

Shifting of priorities and strategies

Distrust of planning theory Lack of evidence that HR planning works

RECRUITMENT & SELECTION

STRATEGIC RECRUITMENT - AIMS

To make the organisation attractive to potential candidates by being the employer of choice Pay and benefits package Career opportunities Training opportunities Career structure Technology and equipment available The design of the job itself The values of the organisation The organisations culture Reputation of the organisation

STRATEGIC RECRUITMENT - AIMS

To plan the best methods of defining what is needed in terms of skills and competencies Conducting a skill and competence analysis and/or using existing competence frameworks Concerned with planning the most effective methods of obtaining the number and type of people required Analysis of labour market identify main competitors and what does the organisation offer which is superior Reviewing alternative strategies Outsourcing, re-engineering, increasing flexibility, skills training, multi-skilling, downsizing

RECRUITMENT & SELECTION

DIFFERENCE BETWEEN RECRUITMENT & SELECTION

Both recruitment and selection are the two phases of the employment process. The differences between the two are:
1. Recruitment is the process of searching the candidates for employment and stimulating them to apply for jobs in the organisation WHEREAS selection involves the series of steps by which the candidates are screened for choosing the most suitable persons for vacant posts.

2. The basic purpose of recruitment is to create a talent pool of candidates to enable the selection of best candidates for the organisation, by attracting more and more employees to apply in the organisation WHEREAS the basic purpose of selection process is to choose the right candidate to fill the various positions in the organisation.

RECRUITMENT & SELECTION

3. Recruitment is a positive process i.e. encouraging more and more employees to apply WHEREAS selection is a negative process as it involves rejection of the unsuitable candidates.
4. Recruitment is concerned with tapping the sources of human resources WHEREAS selection is concerned with selecting the most suitable candidate through various interviews and tests. 5. There is no contract of recruitment established in recruitment WHEREAS selection results in a contract of service between the employer and the selected employee.

RECRUITMENT PROCESS
The recruitment process involves: Detailed HR planning defines what resources the organisation needs to meet its objectives The sources of labour should be forecast Job analysis produces two outputs: A job description a statement of the component tasks, duties, objectives and standards A person specification a reworking of the job specification in terms of the kind of person needed to perform the job Identification of vacancies

RECRUITMENT PROCESS
The recruitment process involves:

Preparation and publication of advertising information: o Attract the attention and interest of potentially suitable candidates o Give a favourable (but accurate) impression of the job and the organisation o Equip those interested to make an attractive and relevant application
Recruitment merges into SELECTION at the stage of processing applications and short-listing applicants for interview Interviewing and selecting the best person for the job Notifying applicants of the results of the selection process

THE SELECTION PROCESS

PROCEDURE
Step 1 Deal with responses to job advertisements

Step 2 Step 3 Step 4 Step 5

Step 6

Step 7 Step 8

Assess applications against criteria in ad Sort applications Invite candidates for interview Reinforce interviews with selection testing if suitable Review possible candidates Send responses to unsuccessful applicants Make a provisional offer to the recruit

THE SELECTION PROCESS

SELECTION METHODS Application Forms CVs and covering letters Shortlists Interviews Tests References Medical examinations Group selection methods Situational tests Assessment centres

THE SELECTION PROCESS

SELECTION METHODS - Application Forms Personal details Education and experience history Present employment terms and experience Social and leisure interests Purposes To eliminate unsuitable candidates To act as a useful preliminary to selection interviews

THE SELECTION PROCESS

SELECTION METHODS CVs and Covering Letters Provides employers with a summary of the applicants relevant life experiences and skills to date.

A good covering letter introduces the prospective employee and stimulates interest in the attached CV What is the difference between sending in a CV versus filling out an application form?

THE SELECTION PROCESS

SELECTION METHODS References The reference check is usually the last stage in the selection process and referees should only be contacted after the applicant has given permission
Contains two types of information Factual confirmation of the nature of the applicants previous job (s), period of employment and circumstances of leaving Opinions about the applicants personality and other attributes.

THE SELECTION PROCESS

SELECTION METHODS References Written references save time and generally cover the following: Job title Main duties and responsibilities Period of employment Pay/salary Attendance record Telephone references timesaving and may elicit a more honest opinion

THE SELECTION PROCESS

SELECTION METHODS Shortlists Shortlisting applicants is undertaken by comparing information provided about the applicants against the essential and desirable characteristics listed in the person specification.

THE SELECTION PROCESS

SELECTION METHODS Group Selection Methods May be used as the final stage of the selection process. Tend to be used for posts requiring leadership, communication or team working skills. Tools and techniques include: Group role-play exercises Case studies

THE SELECTION PROCESS

SELECTION METHODS Group Selection Methods Advantages Gives the selectors a longer opportunity to study the candidates The reveal more than application forms, interviews and tests alone about the ability, personality and attributes of candidates

THE SELECTION PROCESS

SELECTION METHODS Work Sampling Purposes Discover the proportions of total time devoted to the various components of a job Used to describe a performance test designed to be a miniature replica of behaviour required on the job

THE SELECTION PROCESS

SELECTION METHODS Assessment Centres Combination of many forms of selection. Main purpose has been to contribute to management decisions about people They are better predictors of future performance

THE SELECTION PROCESS

Psychological testing Psychological tests are sometimes called Psychometrics to denote that they are concerned with identifying the mental characteristics of people (psycho-) and putting a measurement (-metric) against such characteristics. Types of tests commonly used are:

Intelligence tests

Aptitude (ability) tests

Personality tests Proficiency tests

THE SELECTION PROCESS

Tests must be: Sensitive enough to discriminate between candidates Standardised to a representative sample of the population, so that a persons results can be interpreted meaningfully Reliable it should measure the same thing whenever and to whomever it is applied Valid it measures what it is supposed to measure

THE SELECTION PROCESS

INTELLIGENCE TESTS Tests of general intellectual ability and generally test: Memory Ability to think quickly and logically Problem-solving skills Issues: Not necessarily a good measure of general intellectual capacity There is no agreed definition of intelligence PROFICIENCY TESTS These are the most closest related to an assessors objectives as they measure ability to do the work involved.

THE SELECTION PROCESS

APTITUDE TESTS These are designed to simulate the work requirements so that a consistent sample of work is required to be undertaken by a range of candidates and their relative performance can then be measured. General tests include: Reasoning verbal, numerical and abstract Spatio-visual ability pratical intelligence, non-verbal ability and creative ability Perceptual speed and accuracy clerical ability Manual ability mechanical, musical, athletic and manual

THE SELECTION PROCESS

PERSONALITY TESTS These aim to gauge the innate traits and characteristics of people, codify them and compare them with others.

The measures are therefore comparisons, rather than absolute values.

It is important to realise that the personality factors are in themselves neither good nor bad, nor have they good or bad ends to their scales. They are merely differences which make some personalities more suitable for certain activities than others. Hence, the combination of factors is a very important consideration.

THE SELECTION PROCESS

LIMITATIONS OF TESTING Tests are not outstanding predictors of future performance Validation procedures are very time consuming Criteria that are used to define good performance in developing the test are often inadequate Tests are often job specific Tests may not always be fair Can be difficult to relate competencies to psychological tests

THE SELECTION PROCESS

CHOOSING SELECTION TOOLS
Sufficiency

Validity

Authenticity

Cost

Reliability