Human resource management
Session 6 Human Resource strategies for the international manager: recruitment and selection
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Recruitment and Selection
Recruitment:
The process of generating a pool of capable candidates to apply for your job vacancy
Selection:
The process of choosing from the pool of applicants the person most likely to succeed in the job
Recruitment and selection Process
Assessment centres used in UK, Germany, Netherlands, France
Psychometric testing popular in Spain, Italy, Denmark and Finland, Sweden; very unpopular in Germany, Netherlands and Norway
Interview panels popular in UK, USA, Germany; used somewhat in France and Japan
Cross-cultural differences in interviews, assessment centres, psychological testing
Recruitment Process
Job analysis
Job description and person specification
Competency profiles
Job Analysis Defined:
Defines a job in terms of specific….
tasks, duties and responsibilities and
abilities, skills and qualifications
...needed to perform it successfully.
Is a procedure through which you determine...
the duties and nature of jobs and
the kinds of people who should be hired for them.
Usually involves examining the performance of the incumbent in a given job.
Job Description (Competency-based)
‘What are the knowledge, skills and competencies a person needs to carry out this role?’
Person Specification
‘How can I describe the person who can fulfil this job description?’
(Rees and Porter)
Job Analysis Translates into:
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Person specification – based on asking yourself – how can I describe the person who can fulfil this job description ie description of duties/responsibilities
Job competencies – identify knowledge skills and knowledge a person needs to adequately do a job
Competencies are increasingly used to create a specification for the characteristics of the persons sought for a position (Roberts, 1997). It has been argued (Feltham, 1992, p. 92) that using competencies allows organizations to free themselves from traditional stereotypes in order to attract applicants from a variety of sources. Stereotypes of the 'ideal' person may be contained within personnel specifications. Despite warnings, organizations may be reinforcing the stereotype in their recruitment practices. Competencies appear to be more objective, have a variety of uses in attracting applicants, and will allow an organization to use more reliable and valid selection techniques.
Job Description (Competency-based)
‘What are the knowledge, skills and competencies a person needs to carry out this role?’
Knowledge and Skills:
Fluency in English/Russian/Mandarin Chinese
University degree (or equivalent) in the sciences, engineering or medicine
Astronaut selection
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Person specification – based on asking yourself – how can I describe the person who can fulfil this job description ie description of duties/responsibilities
Job competencies – identify knowledge skills and knowledge a person needs to adequately do a job
Competencies are increasingly used to create a specification for the characteristics of the persons sought for a position (Roberts, 1997). It has been argued (Feltham, 1992, p. 92) that using competencies allows organizations to free themselves from traditional stereotypes in order to attract applicants from a variety of sources. Stereotypes of the 'ideal' person may be contained within personnel specifications. Despite warnings, organizations may be reinforcing the stereotype in their recruitment practices. Competencies appear to be more objective, have a variety of uses in attracting applicants, and will allow an organization to use more reliable and valid selection techniques.
‘Hard’ Skills:
mental arithmetic, visual perception, working memory, pattern recognition, concentration
‘Soft’ Skills:
good judgement; interpersonal skills . . .
What others can you find?
Where do most applications fail?
Astronaut selection
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Person specification – based on asking yourself – how can I describe the person who can fulfil this job description ie description of duties/responsibilities
Job competencies – identify knowledge skills and knowledge a person needs to adequately do a job
Competencies are increasingly used to create a specification for the characteristics of the persons sought for a position (Roberts, 1997). It has been argued (Feltham, 1992, p. 92) that using competencies allows organizations to free themselves from traditional stereotypes in order to attract applicants from a variety of sources. Stereotypes of the 'ideal' person may be contained within personnel specifications. Despite warnings, organizations may be reinforcing the stereotype in their recruitment practices. Competencies appear to be more objective, have a variety of uses in attracting applicants, and will allow an organization to use more reliable and valid selection techniques.
Job Description - Competencies
Try the following for yourself!
Test your spatial ability and ability to cope under pressure:
https://www.bbc.co.uk/teach/do-you-have-what-it-takes-to-be-an-astronaut/zfsf2sg
How would you test for: memory, coordination, concentration?
Astronaut selection
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Person specification – based on asking yourself – how can I describe the person who can fulfil this job description ie description of duties/responsibilities
Job competencies – identify knowledge skills and knowledge a person needs to adequately do a job
Competencies are increasingly used to create a specification for the characteristics of the persons sought for a position (Roberts, 1997). It has been argued (Feltham, 1992, p. 92) that using competencies allows organizations to free themselves from traditional stereotypes in order to attract applicants from a variety of sources. Stereotypes of the 'ideal' person may be contained within personnel specifications. Despite warnings, organizations may be reinforcing the stereotype in their recruitment practices. Competencies appear to be more objective, have a variety of uses in attracting applicants, and will allow an organization to use more reliable and valid selection techniques.
Person Specification
‘How can I describe the person who can fulfil this job description?’
A former: pilot? surgeon? mathematician?
vaccine developer? North Pole explorer?
What would someone with the above experience have to offer?
Job Analysis Translates into:
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Person specification – based on asking yourself – how can I describe the person who can fulfil this job description ie description of duties/responsibilities
Job competencies – identify knowledge skills and knowledge a person needs to adequately do a job
Competencies are increasingly used to create a specification for the characteristics of the persons sought for a position (Roberts, 1997). It has been argued (Feltham, 1992, p. 92) that using competencies allows organizations to free themselves from traditional stereotypes in order to attract applicants from a variety of sources. Stereotypes of the 'ideal' person may be contained within personnel specifications. Despite warnings, organizations may be reinforcing the stereotype in their recruitment practices. Competencies appear to be more objective, have a variety of uses in attracting applicants, and will allow an organization to use more reliable and valid selection techniques.
Person Specification
What about the candidate’s:
Age?
Gender
Country of origin?
Job Analysis Translates into:
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Person specification – based on asking yourself – how can I describe the person who can fulfil this job description ie description of duties/responsibilities
Job competencies – identify knowledge skills and knowledge a person needs to adequately do a job
Competencies are increasingly used to create a specification for the characteristics of the persons sought for a position (Roberts, 1997). It has been argued (Feltham, 1992, p. 92) that using competencies allows organizations to free themselves from traditional stereotypes in order to attract applicants from a variety of sources. Stereotypes of the 'ideal' person may be contained within personnel specifications. Despite warnings, organizations may be reinforcing the stereotype in their recruitment practices. Competencies appear to be more objective, have a variety of uses in attracting applicants, and will allow an organization to use more reliable and valid selection techniques.
Person Specification
What other experiences would you be looking for and why?
Someone who has:
Lived abroad for more than 2 years? 5 years?
Worked in outreach?
Succeeded in a sport like mountaineering, diving, caving, or sky-diving?
Job Analysis Translates into:
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Person specification – based on asking yourself – how can I describe the person who can fulfil this job description ie description of duties/responsibilities
Job competencies – identify knowledge skills and knowledge a person needs to adequately do a job
Competencies are increasingly used to create a specification for the characteristics of the persons sought for a position (Roberts, 1997). It has been argued (Feltham, 1992, p. 92) that using competencies allows organizations to free themselves from traditional stereotypes in order to attract applicants from a variety of sources. Stereotypes of the 'ideal' person may be contained within personnel specifications. Despite warnings, organizations may be reinforcing the stereotype in their recruitment practices. Competencies appear to be more objective, have a variety of uses in attracting applicants, and will allow an organization to use more reliable and valid selection techniques.
R&S in the Cultural Context
Huo, Huang and Napier (2002) – examined data on hiring practices from 13 countries
Ryan et al, 1999 – surveyed 959 organisations from 20 countries
Two cultural dimensions – UAI and PDI
Cultures high in UAI used more test types, interviews and tight audit of processes
Structured interviews seen as constraining interpersonal interactions
Selection Strategy (Perlmutter, 1969)
Ethnocentric – Home Country bias
Geocentric – Best candidate on worldwide basis, no country bias
Polycentric – Host country bias
Regiocentric – Best candidate on regional basis
Susanna Michalek
Reasons for Failure of expat assignments
Mead: less than 1/3 of failures are work related
Tung ranks ex-pat failure in US in descending order:
managers’ inability to adapt to different physical/cultural environment;
other family problems;
overseas work;
lack of technical competence;
lack of motivation
Culture Shock
“A sense of psychological disorientation that most people suffer when they move into a culture that is different from their own.”
Can’t recognise cues; perceptions different
Symptoms – tension and frustration, alienation, need to be alone, depression
Study by Black adjustment < 50 months
Reverse Culture Shock
Reduced financial benefits
Less power, status
Change in jobs and personnel
Poorer housing, loss of domestic help
Solutions – mentor, training, brief managers on changes, debrief manager
Potential Solutions (based on Black, J.S. et al – “Global Assignments”)
Involve family early in process
Most successful ex-pats are geo-centric
Candidate should be non-judgemental, mature, willing to learn
Experience in similar environment may help but Black found little relationship between previous ex-pat work and ability to adapt
Ethnic affinity
Potential Solutions (based on Black, J.S. et al – “Global Assignments”)
Professional and technical support at subsidiary and head office
Clarify duration to reduce uncertainty
Guaranteed career security on repatriation
Career planning, promotion opportunities
Support for living eg medical, housing, insurance, social events, job for spouse
Potential Solutions selection factors
Professional Skills – technical and interpersonal
Management Skills – able to manage conflict, collaboration, trust
Communication – language proficiency, two-way conversation, cross-cultural ability
Individual Characteristics – flexibility, open minds, ability to cope with stress
Spouse and Family – language skills, spouse’s career, education facilities
Recruitment Methods
Headhunting- executive search
Cross-national advertising
Internet recruitment
Graduate recruitment
Variations in recruitment methods Brewster et al, 2011 (Cranet, 2010)
Recruitment agencies most popular in UK, Australia, New Zealand; unpopular in Germany, Norway, Sweden, Greece
Word of mouth common in Turkey, Greece, France
Internal labour market dominant in Japan, USA, UK
Both informal and formal methods used:
formal- headhunting, cross-national advertising, Internet, international graduate programmes
Informal – family, friends
Selection
Selection criteria
Reliability – eg test astronaut’s physical fitness appropriate for age with a JAR-FCL 3 Class 2 medical certificate
Validity – is the right test being used? A JAR-FCL 3 Class 2 medical certificate would not be an appropriate requirement for a yoga teacher
Discrimination can be:
Direct
Indirect
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Selection
Selection criteria
Reliability – eg test astronaut’s physical fitness appropriate for age with a JAR-FCL 3 Class 2 medical certificate
Validity – is the right test being used? A JAR-FCL 3 Class 2 medical certificate would not be an appropriate requirement for a yoga teacher
Discrimination can be:
Direct
Indirect
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Selection
Should a Covid-19 vaccination certificate be required to work in:
Frontline healthcare?
Client work involving entering a client home, such as estate agent, plumber?
All new hires, all workplaces?
All new hires and existing staff, all workplaces?
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