Unformatted text preview: Recruiting & Selecting Employees I
COMM392: Managing Employment Relationship 103/104 Fall 2009 Yoshio Yanadori Midterm Exam October 21, 6:308:00 pm Wood 2 Sample 392 exam and review questions on WebCT Objectives Human Resource Planning Understand the human resource planning process and its role in driving organizational effectiveness Understand how organizations deal with a shortage/surplus of human resources Recruitment Highlight key recruitment goals and understand the role of recruitment in shaping an organization's human capital Distinguish among different recruitment sources Selection Understand the criteria used to evaluate the appropriateness of different selection tools Human Resource Planning Human resource planning Reviews human resources requirements to ensure: the necessary number of employees the necessary employee skills set Reasons Allows organizations to proactively address future labor shortages and surpluses Essential for implementation of strategic plan Cost of inadequate human resources planning Ensure employment equity Example of HR Planning Job Category and Level A1 (Sales) A2 (Sales manager) B1 (Customer service representative) B2 (Customer service manager) Current Workforce 100 20 200 15 335 Forecast for Workforce One year Demand 110 15 250 25 400 Supply 71 22 140 22 255 Reconciliation and Gaps 39 (shortage) + 7 (surplus) 110 (shortage) 3 (shortage) 145 HR Planning Process (Figure 6.1, page 164) 1. Develop the HR objectives 2. Forecast future HR demand 3. Forecast future HR supply 4. Develop the HR plan (to balance supply and demand) 5. Implement the HR plan 6. Appraise and control the HR plan Forecasting Future HR Demand/Supply (Appendix in pages 200201)
Forecasting HR demand Forecasting HR supply Quantitative approach Trend analysis Ratio analysis Qualitative approach Expert judgment Internal labor market supply Skills inventories/management inventories Replacement charts/replacement summaries External labor market supply General economic conditions National/local market conditions Occupational labor market conditions Developing the HR Plan (Balancing Supply and Demand) Dealing with labor shortage Internal transfer or promotion External recruitment Overtime Hiring temporary employees Subcontracting work Dealing with labor surplus Hiring freeze Attrition Buyout and early retirement program Layoffs Reducing work hours (e.g., job sharing, reduced workweek) Recruitment A component of staffing Recruitment Selection ( Employment) Socialization Goals Influence the number of people who apply Influence the type of people who apply Enhance the quality of applicants (KSAs*) Reduce the number of unqualified applicants * KSAs (KSAs for restaurant servers?) Knowledge: What the person needs to know in order to perform the task Skill: What the person needs to be able to do in order to perform the task Abilities: Enduring (natural) capabilities that allow a person to perform a task Internal Recruitment Benefits Positive employee reactions to promotion from within Quick method to identify job applicants Less expensive Less orientation Limitations Homogeneity or "employee cloning" new ideas are unlikely to be generated Small labor market to recruit from No new KSAs into the organization External Recruitment Benefits Large labor market to draw from Bring employees in with new KSAs (e.g., when employers adopt a new technology) Limitations New hires need time to get used to organizational policies / practices / culture Negative reaction by internal applicants Time consuming to identify applicants Expensive to search external labor market Recruitment Sources/Methods Internal Job posting HR records/database External Employee referrals Print advertising Online recruiting ( http://focus.ti.com/careers/docs/fitchecktool.tsp?sectionId=152&tabId=1587 ) Private employment agencies Walkins and writeins College recruiting Open house and job fairs Etc. Choosing Recruitment Sources Criteria # of positions to be filled KSAs required for the positions Cost Evaluating recruitment sources Cost Retention Performance Employee satisfaction Selection Measures 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 5point scale (1 = not good, 3 = average, 5 = extremely good):
Work samples References/recommendations Unstructured interviews Structured interviews Assessment centers Specific aptitude tests Personality tests General cognitive ability tests Biographical information blanks 3.68 3.49 3.49 3.42 3.42 3.08 2.93 2.89 2.84 Selection Criteria Selection criteria serve as the basis for differentiating good from poor applicants Job analysis establishes the competencies (KSAs) necessary for successful performance Must criteria vs. want criteria Essential Important Not easily trained Selection Measures Selection measures allow us to assess the critical competencies If those competencies are indeed critical, then the measure should allow us to accurately predict or forecast future job performance Selection measure (Predictor) Selection Criterion (Competency) Contamination Relevance Deficiency Standards of Selection Measures Reliability Degree to which selection procedures yield comparable/consistent data across administration (e.g., time, people) Measure must have adequate reliability to be useful Validity Accuracy with which predictor measures what it is intended to measure In selection: the degree to which selection methods accurately predict job applicants' performance on the job Legality Avoid discrimination Job advertisement Application form Selection method Interview questions, etc. Validity Next Class Recruitment and selection II ...
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This note was uploaded on 04/29/2010 for the course COMM 392 taught by Professor Carson during the Fall '09 term at UBC.
- Fall '09