HRM 4 Recruitment and Selection PDF

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HRM 4 – Recruitment and Selection Outline     

Job analysis Recruitment Employee resourcing Selection Evaluating selection methods

Definitions Recruitment is the process which aims to attract suitably qualified candidates for a job from which it is possible to select a competent person Recruitment = identifying and attracting potential employees Selection is the application of techniques with the aim of selecting and appointing a competent person to a vacancy

The recruitment and Selection Process

Step 1: Job Analysis

Why effective recruitment is important? -

To attract the right applicants for the employer’s open positions Even when unemployment rate are high, many employers have trouble finding qualified applicants. About two-third of the manufacturing executives surveyed a few years ago faced a moderate to severed shortage of skilled labour. A rece nt Lloyd’s of London risk index listed “talent and skill shortages” as the number 2 risk facing businesses today. CIPD (2015) reports that over ¾ of organizations in its survey have experienced recruitment difficulties. These were particularly severe for managerial, professional and technical staff.

Evaluation of recruitment activities -

The advantages/disadvantages and appropriateness of various recruitment methods and their appropriateness depending on organisational context and job. o Cost per vacancy o Speed of recruitment o Number, quality and diversity of the candidates o Number of vacancies filled o The ratio of offers to acceptance

E-recruitment -

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Recent advances in IT have significantly influenced recruitment and selection practices E.g. o Website o Online job boards o Online professional networks like ‘LinkedIn’ o Social media Advantages o Cost per vacancy o Speed of recruitment o Number, quality and diversity of the candidates o Number of vacancies filled o The ratio of offers to acceptance Disadvantages o May attract large but unsuitable pool of applicants o May not target passive job seekers or reach a diverse populations o Less appropriate for blue-collar and senior management jobs, or for targeting old workers o Fear of information privacy, security and confidentiality, ethical standards

Step 3: Selection -

The application of techniques with the aim of selecting and appointing a competent person to a vacancy Many methods to choose from Main concepts in assessing usefulness of methods are: o Reliability o Validity o Fairness

Reliability of Selection Methods -

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Refers to the consistency of a particular selection device in providing similar results with the same candidates (e.g. interviews regardless of interviewers) or across candidates (e.g. ranking of candidates should be the same from one aptitude test to another) That is, the reliability of predictors is the extent to which is repeatedly produces the same results (i.e. accuracy and consistency)

Validity -

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Is the assessment measuring what it claims to measure? o E.g. If person X scores higher than person Y in an assessment centre, can we be sure person X has performed better? Different types: o Face: does assessment look appropriate to candidates? o Criterion: do those who do well on the test also do well on the job? What do assessments tell us about future behaviour and performance? o Correlations of selection assessments with job performance (i.e. individual, peer and supervisor ratings of performance) o Aim is to show that higher assessment scores are associated / correlated with better performance o Selection and performance management literatures contains extensive criterion validity evidence Face validity o Perceived: does assessment look appropriate to candidates? o The selection method is a logical one for identifying qualified candidates for the job in question o Best predictor of (procedural) fairness (Hausknecht, Day & Thomas, 2004) o From the perspective of the candidate: is it fair?

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Prospective candidates think in terms of the relevance of an assessment to the job they have applied for Perceived face validity strongest correlate of favourability of assessment amongst college students (Walsh & Betz, 2001) with greater favourability for interviews and work sample tests

Fairness -

Meta-analysis by Anderson, et al. (2010) integrated: o Three-clustering of preference and fairness reactions to the ten methods: 1. Most preferred (work sample tests and interviews) 2. Favorably evaluated (résumés, cognitive tests, references, biodata, and personality inventories), 3. Least preferred (honesty tests, personal contacts, and graphology). The findings showed that reactions were more similar across countries

Importance of selection Error in selection -> Major negative impact Selection research found that candidates reactions to selection methods affect many organizational outcomes: - Organizational attractiveness - Job acceptance intentions - Litigation intentions - Job satisfaction - Organizational commitment - Turnover intentions - Performance - Purchase

Popularity

Selection -

It is an important personnel issue that HRM should aim to avoid is selecting employees who do not fit the job requirement and the organization Selection is basically a discriminating process Also don’t forget cost of selection method vs. value of role to organisation, budget, HR strategy, and how important it is to get the ‘right person’

Interview -

Majority of UK organisations use them Very important to distinguish between structured and unstructured interviews Structured more valid and reliable because everyone interviewed on same topics and responses compared between candidates. However, lack depth of compared to unstructured

Problems: Cognitive Biases - Halo or horns effect —a single good or bad characteristic is given disproportionate weight - Homophily—Interviewer treats candidates better/worse on basis of similarity/dissimilarity to themselves - Positive or negative expectancy —if interviewer has prior access to personal information of candidate - Stereotypical assumptions —basis decision on stereotypes knowledge of observable features - Recency effect —the influence of earlier candidates clouds proper assessment of the current candidate

Psychometric testing -

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Increasingly popular! Because EVERYBODY is clever nowadays… 5 broad types: o Attainment tests –measures current level of knowledge and skills o General intelligence tests –measures intellectual capacity for thinking and reasoning o Specific cognitive ability tests e.g. verbal reasoning o Trainability tests –responsiveness to instruction o Personality tests e.g. ‘the big 5’ –controversial! First 4 have good validity

Personality tests Now generally agreed there exists a ‘big five’ personality factors: 1. Extraversion a. Outgoing/sociable/energetic vs. quiet/reserved 2. Conscientiousness a. Efficient/organized/dependable vs. easy-going/careless/impulsive 3. Emotional stability a. Sensitive/nervous/anxious vs. secure/confident/calm and stable 4. Agreeableness a. Friendly/trusting/warm/compassionate vs. cold/analytical/detached 5. Openness to experience a. Inventive/imaginative/curious vs. narrow-minded/consistent/cautious Further evidence says these constructs hold up across countries, and are only very moderately associated with success in diverse occupations

Additional popular personality tests -

Myers Brigg Type Indicator (MBTI) Cattell’s16 Personality Factor (16PF) Saville and Holdsworth Occupational Personality Questionnaire

Applicant reactions to online selection methods (Ahmed et al, 2014). Online applications was rated most favorably, followed by online tests and online interviews respectively in UK and Saudi Arabia, all in the medium range. Fairness perceptions to online selection methods significantly affect: 1. Attraction to the organization 2. Intention to recommend the organization to others 3. Trust in organization 4. Person-organization fit perceptions. 5. Litigation intentions

Assessment centres -

A process whereby many selection techniques are integrated Can include: group activities, in-tray exercise, role-play, interviews, psych tests, work sample Cost is considerable – only practical if there are a high number of critical positions Ratio of assessor to candidate is often 1:2 Useful to discover personality e.g. leadership, team working, competency, competitiveness, etc.

Work Sample test -

Tests in which you actually perform a part of the job so that your success in doing that part of the job can be determined E.g. ask chef to prepare meal, academic to submit written sample, graphic/fashion designer portfolio High predictive validity, but costly in terms of resources and time BUT scares off half-serious candidates (isn’t this good though?)

Biodata -

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Short for biographical data –candidates are asked about very specific information about your work experience, education, and skills. They often include questions about your hobbies, interests, and past accomplishments. The questions are frequently in multiple-choice format where you check the appropriate answer. They are organisation-specific and job-specific They have low validity The main objection to biodata is that this method is at odds with equal opportunities They are very intrusive

Graphology -

The analysis of aspects of handwriting, including style and form, to determine personal characteristics. Very low usage in UK But traditionally popular in France and Switzerland Why??? Cheap and easy, but validity very low!

References -

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In this method, you must request letters of reference or provide the names of your prior employers so that the employer can obtain information about your suitability for the job. Widely-used but not very valid or reliable What will I say about you if you were a useless student? Or if I am your employer and you are great and I want to keep you? Now only minimal information often given (mainly confirmatory in nature rather than character judgements)

Evaluating Selection Methods Summary: 1. Validity 2. Fairness and reliability 3. Cost 4. Applicability and usability 5. Advantages and disadvantages...