Module 6 – Advanced staff selection and staff promotion PDF

Preview

Summary

Module 6 – Advanced staff selection and staff promotion...

Description

Module6– Advancedstaffselectionandstaffpromotion

Module 6

Advanced Staff Selection & Staff Promotion

ADVANCED

People Resourcing Slide2

People resourcing strategy defines the longer term plans an organisation needs for the acquisition, retention, development and use of its human resources. Its rationale is the concept that the strategic capability of a firm depends on its resource capability in the shape of the people (the resource-based view). Resourcing strategy provides the framework for the resourcing activities of : • • • • • •

HR planning, Recruitment & Selection, Talent management, Retention planning, Absence management, and Flexibility planning

© Slides prepared by Frankie Yee (2020)

Module6– Advancedstaffselectionandstaffpromotion

Aims of People Resourcing Slide3

• To ensure that a firm achieves competitive advantage by attracting & retaining more capable people than its rivals • To create the ‘employer of choice’ (employer brand) by offering a compelling ‘employee value proposition’ • To provide better opportunities and rewards than others. • To deploy its people in ways that maximise the added value created.

Introduction Slide4

HR planning is the process by which an organisation ensures that it has the right number and kind of people at the right place and at the right time, capable of effectively and efficiently completing those tasks that help the organisation achieve its overall objectives. Aims of HR planning :  to ensure the optimum use of the people currently employed  to provide for the future staffing needs of the organization in terms of skills, number, & ages of people  Process aimed at assisting management to determine how the organization should move from its current staffing position to its desired staffing position

© Slides prepared by Frankie Yee (2020)

Module6– Advancedstaffselectionandstaffpromotion

The importance of HR Planning Slide5



HR issues are part of the organisation’s strategic business planning processes



The process emphasises the ‘bottom line’, as the human resources are considered part of the overall budgeting and management processes



Need for replacement of personnel – replacing old, retired or disabled personnel



Meet manpower shortages due to labour turnover



Meet needs of expansion / downsizing



Create future personnel needs – avoid surplus or deficiency of labour



Nature of present workforce in relation with changing environment – helps to cope with changes in competitive forces, markets, technology, products and government regulations



Assess staffing levels to avoid unnecessary costs

Hard vs Soft HRP Slide6

Based on quantitative analysis in order to ensure that the right number of the right sort of people are available when needed.

“more explicitly focused on creating and shaping the culture of the organization so that there is a clear integration between corporate goals and employee values, beliefs and behaviours” (Marchington & Wilkinson, 1996)

© Slides prepared by Frankie Yee (2020)

Module6– Advancedstaffselectionandstaffpromotion

The HR Planning Process Slide7

BusinessPlan Forecastofactivity levels Scenario Planning

Forecastofactivity levels DemandForecast

SupplyForecast

Forecastoffuture requirements

• • • •

Actionplanning: Recruitment Training Downsizing Increasing flexibility

• Scenario planning: making broad assessments of future environmental developments and their likely impact on people requirements. • Demand forecasting: estimating future needs for people and competences by reference to corporate and functional plans and forecasts of future activity levels. • Supply forecasting: estimating the supply of people by reference to analyses of current resources and future availability, after allowing for wastage. The forecast will also take account of labour market trends relating to the availability of skills and to demographics. • Forecasting requirements: analysing the demand and supply forecasts to identify future deficits or surpluses with the help of models, where appropriate. • Action planning: preparing plans to deal with forecast deficits through internal promotion, training or external recruitment. If necessary, plan for unavoidable downsizing so as to avoid any compulsory redundancies, if that is possible. Develop retention and flexibility strategies.

© Slides prepared by Frankie Yee (2020)

Module6– Advancedstaffselectionandstaffpromotion

How HRP is linked to Business Planning

Defines projected changes in the types of activities carried out by the organization and the scale of those activities. Business planning identifies the core competences the organization needs to achieve its goals and therefore its skill and behavioural requirements

HRplanningisanintegralpartofbusiness planning

Slide8

(1) identifying and acquiring the right number of people with the proper skills, (2) motivating them to achieve high performance, and (3) creating interactive links between business objectives and people-planning activities.’

Barriers to HRP Slide9

 People question the importance of making HR practices future oriented and role assigned to HR practitioners in formulation of organizational strategies  HR practitioners are perceived as expert in handling personnel matters, but are not experts in managing business.  HR information often is incompatible with the information used in strategy formulation.  Conflicts may exist between short term and long term HR needs.  Conflicts between quantitative and qualitative approaches to HRP.  Non-involvement of operating managers renders HRP ineffective.

© Slides prepared by Frankie Yee (2020)

Module6– Advancedstaffselectionandstaffpromotion

Activity Slide10

Discuss the effects that an impending labour shortage might have on the following three areas of human resource management: selection and placement, employee learning and career development, and compensation and benefits. Which area might be most heavily impacted?

Recruitment Slide11

Any practice or activity carried on by an organisation with the primary purpose of identifying and attracting potential employees.

Recruitment activities aim to affect the: • number of people who apply for vacancies • type of people who apply for them • likelihood that those applying for vacancies will accept positions they are offered

© Slides prepared by Frankie Yee (2020)

Module6– Advancedstaffselectionandstaffpromotion

Recruitment & Selection Process Slide12

Defining Requirements

Preparing role profiles and person specifications. How many employees needed, when needed, KSAs needed. Deciding terms and conditions of employment.

Planning Recruitment Campaigns

Attracting Candidates

Reviewing and evaluating alternative sources of applicants, inside and outside the company, e.g. advertising, erecruiting, agencies and consultants.

Selecting Candidates

Sifting applications; Interviewing; Testing; Assessing candidates; Assessment centres; Offering employment; Obtaining references; Preparing contracts of employment

Internal Recruitment Slide13

•

Job Posting & Bidding

•

Promotions & Transfers Employee Referrals

• •

Re-recruiting former employees & applicants

•

Internal Recruiting Database

© Slides prepared by Frankie Yee (2020)

Module6– Advancedstaffselectionandstaffpromotion

Internal Recruitment Slide14

Advantages • •

• •

Vacancies are advertised within the organisation Considering internal applicants first can keep recruitment costs down. Existing staff will also have some prior knowledge of business operations and culture, etc., and can take up posts more quickly Can provide motivation for existing staff Illustrates value organisation places on its current staff

Disadvantages • •

•

•

Can restrict pool of candidates Internal recruitment sits uneasily with a commitment to equal opportunities and creation of diverse work force Can be difficult to manage employee expectations if not selected Considering internal candidates along with suitable external candidates is considered good practice

External Recruitment Sources Slide15

• Corporate website

• E-Recruitment

• Recruitment agencies

• Internships

• Newspaper adverts

• Secondments

• Specialist journals • Trade press

• Social networking sites, e.g LinkedIn

• Employee referral scheme • Cyber Agencies, e.g. JobStreet • Educational institutions • Search consultants

Each method will have its advantages & disadvantages

© Slides prepared by Frankie Yee (2020)

Module6– Advancedstaffselectionandstaffpromotion

External Recruitment Slide16

Advantages •

New “blood” brings new perspectives Cheaper and faster than training Professionals No group of political supporters in company May bring new industry insights

• • • •

Disadvantages • • • •

May not select someone who will ‘fit’ the job or organisation May cause morale problems for internal Longer “adjustment” or orientation time Costs of recruitment

E-Recruitment Slide17

• Most striking recent development • Takes two basic forms – Centred on employers own web site – Use of cyber agencies, e.g. JobStreet Advantages •

• •

Disadvantages

Jobs can be advertised inexpensively to potentially massive audience Speed of response

•

Speed of shortlisting using CV matching software

• •

•

•

© Slides prepared by Frankie Yee (2020)

Handling the volumes of applications e-recruitment generates Problems with shortlisting software Unreliability of on-line tests Fears about security and confidentiality Poor standards of ethicality by cyber-agencies

Module6– Advancedstaffselectionandstaffpromotion

Activity Slide18

When the Hard Rock Café opened a restaurant in Florence in Spring 2011, the company needed to hire 120 people in four weeks. Using the services of a company called Work4Labs, Hard Rock first created a unique Facebook page for the restaurant. After running ads to target locals who ‘liked’ Rock and Roll, the company allowed potential hires to submit their applications directly through the social network. The result was a fully staffed restaurant for a fraction of the normal spend and 25,000 new Facebook fans. Question What are the advantages and disadvantages of the approach adopted by the Hard Rock Café?

Which source of recruitment is the best? Slide19

• The likelihood that it will produce good candidates; • The speed with which the choice enables recruitment to be completed; • The costs involved, bearing in mind that there may be direct advertising costs or consultants’ fees.

© Slides prepared by Frankie Yee (2020)

Module6– Advancedstaffselectionandstaffpromotion

Recruiting Overseas Slide20



 

Employers increasing looking overseas for staff in tight Singapore labour market However, work permit rules are complex Need to be aware of ethical issues Recruit in countries where :  Skills and qualifications are comparable to Singapore  High unemployment and low wages compared to Singapore  Meet potential candidates face to face before employing  Candidates must have strong communication skills and sufficient competence in English language

Employer Branding Slide21

Employer branding is “the pakcage of functional, economic and psychological benefits provided by employer and identified with the employing organisation.” (Barrow, in Corporate Executive Board, 2001) Most coveted employers for Singapore’s business graduates in 2019

1

6

2

7

© Slides prepared by Frankie Yee (2020)

3

8

4

9

5

10

Module6– Advancedstaffselectionandstaffpromotion

Benefits of Employer Branding Slide22

In an era of globalisation and changing demographics, where talent is tight, organisations are seeking to position themselves as ‘employers of choice’. The benefits of employer branding : • • • • • • • • •

Recruiting the right people is essential for any business success and is a significant competitive advantage Significant decreases in cost per hire Reduced cost of recruitment – efficiencies maximised throughout the recruitment process Greater numbers of higher quality applicants Higher performing employees Increased retention rates Stronger reputation in the marketplace Increased ability to attract specialist talent in a difficult market A strong employer brand creates a sense of pride in people working for the organisation

Defining Employer Brand Slide23

Brand strength Employee experience

Employer Brand The unique and differentiating promise a business makes to its employees and potential candidates

+

Actual delivery of the promise throughout the employee lifecycle

Attraction of the right candidates Employee engagement and retention Differentiation from competitors Customer engagement and retention

Why focus on Employer Branding?  As skills shortage continue to test candidate sourcing and attraction strategies, attraction of high quality employees is a competitive necessity  Engagement of high quality employees is a bottom line issue  War for the right talent is placing pressure on organisations to become an employer of choice

© Slides prepared by Frankie Yee (2020)

Module6– Advancedstaffselectionandstaffpromotion

Linking Corporate & Employer Brand Slide24

The strength of the corporate / product brand has an immediate impact on the employer brand. An organisation with a weaker corporate / product brand will have to do a lot more work on its employer brand to attract and retain key talent.

Employer Brand Components • • Compensation &Benefits

Work Environment

Corporate Brand Strength

• Work‐Life Balance

Company Culture

•

Corporate + Employer brand Align the two Ensure there is consistency in the message and the values are seen to match HR & marketing to work together to ensure the employer brand works within the corporate brand context The ultimate purpose of the employer brand is to help enable the organisation deliver on its corporate/business strategy

Employee Value Proposition Slide25

AttheheartofEmployerBrand(EB)istheEmployeeValue Proposition(EVP). Itisthecompellinganduniquevalueofwhattheorganisationoffers totheemployee.

Employer Brand

“Whoyouare?”

EmployeeValue Proposition

“Whatyouoffer?”

EVPandEBarenotthesame– butasoldEVPshouldbeincludedin abrandingstrategy.

© Slides prepared by Frankie Yee (2020)

Module6– Advancedstaffselectionandstaffpromotion

Selection Process Slide26

The process by which a company decides who will or will not be allowed into the organisation

Selection methods Validity  Interviews  References & biographical data  Physical ability tests  Cognitive ability tests  Personality inventories  Work samples  Honesty tests  Medical tests

Selection Method - Testing Slide27

TESTING Tests measure knowledge, skill, and ability, as well as other characteristics, such as personality traits.

TESTING TYPES

Cognitive Ability Test

Personality Test

© Slides prepared by Frankie Yee (2020)

Physical Ability Test

Integrity Test

Drug Test

Work Sample Testing

Module6– Advancedstaffselectionandstaffpromotion

Characteristics of a good test Slide28

A good test is one that : • provides valid data which enable reliable predictions of behaviour or performance to be made • can assist in the process of making objective and reasoned decisions when selecting people for jobs. • is based on research that has produced standardized criteria derived by using the same measure to test a number of representative people to produce a set of ‘norms’ for comparison purposes. • is capable of being scored objectively by reference to the normal or average performance of the group.

Problems with using tests Slide29

• 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

© Slides prepared by Frankie Yee (2020)

Module6– Advancedstaffselectionandstaffpromotion

Selection Criteria (Qualitative Methods)

Slide30

Three perspectives can be used to determine the selection criteria : 1. Organisational fit : Attributes considered valuable in its employees 2. Team/functional fit Whether a new appointee can fit into a pre-existing work team 3. Job fit As contained in job descriptions and person specifications via job analysis

Selection Criteria (Quantitative Method)

Slide31

Validity is arguably the most important criteria for the quality of a test. The term validity refers to whether or not the test measures what it claims to measure. On a test with high validity the items will be closely linked to the test’s intended focus.

•

Criterion Validity - Predictive Validity - Concurrent Validity

•

Construct Validity

•

Content Validity

© Slides prepared by Frankie Yee (2020)

Module6– Advancedstaffselectionandstaffpromotion

Criterion Validity Slide32

Criterion Validity refers to a measure of validity based on showing a substantial correlation between test scores and job performance scores.

Consider 2 selection criteria • Intelligence Test • University Results

Which of the two will have a higher correlation to job performance?

2 types of Criterion Related Validity : • Predictive Validation (Refer next slide) • Concurrent Validation Research that consists of administering a test to people who currently hold a job, then comparing their scores to existing measures of job performance.

Predictive Validity Slide33

The most important criterion in choosing between selection methods is the predictive validity of the method. Criterion validation seeks to establish one simple fact : Does this test (or tes...