Human Resources Comprehensive Assignment - Editing and formatting
mathwiz10101
Chapter51.pptxChapter 5
Planning for, Recruiting, and Selecting the Workforce
1
LEARNING OUTCOMES
Discuss the steps in human resource planning
Describe the relationship between HR planning and recruiting people to work with the organization
Compare the advantages and disadvantages of recruiting from within the organization
Outline the advantages and disadvantages of external recruitment
Explain the objectives of the selection process
2
LEARNING OUTCOMES (continued)
Describe the typical steps in the selection process
Identify the various sources of information used for selection decisions
Discuss the different approaches to conducting an employment interview
Illustrate the value of different types of employment tests
Explain the legal and ethical considerations within recruitment and selection
3
HUMAN RESOURCE PLANNING
Ensures that the people required to run the company are being used where and when they are needed to accomplish the organization’s goals
Links to the organization’s strategic plan
Key to business success in Canada because of changes in the make-up of the workforce and the skills required to do the work
Important even during economic difficulties
4
Case Study 1: Why Aren’t They Interested?
Why didn’t many students stop by the booth? List three key reasons that can be determined based upon information provided in the case.
Based upon the three reasons you have selected, what might Joseph do differently to address each issue if the company were to attend a career fair again?
What would entice you to approach people at a booth during a career fair?
5
Case Study 2: It Isn’t Rocket Science!
What changes would you suggest to the recruitment and selection processes for “dough masters”? Why?
Should all Pizza Barn locations across Canada use the same recruitment and selection process? Do geographic diversity and differences in the labour market mean those processes should differ on the basis of location? Why or why not?
Should Miranda be concerned about the turnover of pizza makers? Why or why not?
6
HR PLANNING APPROACHES
Trend analysis
Quantitative approach
Management forecasts
Opinions based on knowledge
Staffing tables
Graphic representations of internal jobs
Markov analysis
Tracks pattern of employee movements
Skills inventory
Information on current employees
7
7
THE HR PLANNING STEPS
8
HR PLANNING RESULTS
Useable information about the demand for and supply of employees
Demand and supply also function of general economy
9
RECRUITMENT
Process of locating and encouraging potential applicants to apply for jobs in your organization
Can recruit from within or from outside the organization
Can have a combination of inside/outside recruiting
10
10
THE RECRUITMENT PROCESS
11
ADVANTAGES OF INTERNAL RECRUITMENT
Reward for past performance
Makes use of people who already know the organization
Motivates other employees
Helps achieve diversity initiatives
12
WAYS TO LOCATE QUALIFIED INTERNAL CANDIDATES
Through use of an HRMS
Succession planning
Internal job posting
13
LIMITATIONS OF INTERNAL RECRUITMENT
May not have people with specialized training or expertise when needed
May not have people with broad enough experiences
May need new ideas and perspectives
14
ADVANTAGES OF EXTERNAL RECRUITMENT
Person brings variety of experiences
Person has skills that are required now
15
DISADVANTAGES OF EXTERNAL RECRUITMENT
Lack of first-hand information about on-the-job performance
Person may not know industry
Organization may not be able to attract people due to salary
16
RECRUITMENT OUTSIDE THE ORGANIZATION
Choice depends on labour market
Can include a variety of ways such as:
Internet
Employment agencies
Educational institutions
Open houses and job fairs
Employee referrals
Unsolicited applications and resumes
Can recruit for diversity
17
SELECTION
A decision-making process
Choosing (making a hiring decision) person(s) with the relevant qualifications to do the work (now or projected)
Effectiveness and success of decision-making depends on having the right people with the right skills in the right job at the right time!
18
STEPS IN SELECTION PROCESS
19
19
OBTAINING RELIABLE AND VALID INFORMATION
Reliability: the degree to which selection procedures (interviews, tests, etc.) yield comparable data over time
Validity: how well the selection procedure (interviews, tests, etc.) measures a person’s attributes and abilities to successfully perform the job
20
SOURCES OF INFORMATION ABOUT JOB CANDIDATES
Application forms and résumés (personal data, education and skills, work history, awards, hobbies, etc.)
Interviews
Employment tests
Reference checks
21
Ask students if they’ve prepared a résumé and how accurate it is. You may wish to discuss Ethics in HRM 5.1 and the impact it can have on employment if information is too embellished.
21
INTERVIEWING METHODS
One-on-one
Panel or group
Telephone
Internet-based
22
22
TYPES OF INTERVIEW QUESTIONS
Structured questions
Behavioural description interview (BDI)
Situational questions
Unstructured questions
23
23
GUIDELINES FOR EMPLOYMENT INTERVIEWS
Establish an interview plan
Establish and maintain rapport
Be an active listener
Pay attention to non-verbal cues
Provide information as freely and honestly as possible
24
GUIDELINES FOR EMPLOYMENT INTERVIEWS (continued)
Separate facts from inferences
Recognize biases and stereotypes
Control the course of the interview
Standardize the questions asked
25
TYPES OF EMPLOYMENT ASSESSMENTS/TESTS
Cognitive ability tests (general intelligence, numerical, etc.)
Personality and interest inventories
Emotional intelligence
Physical ability tests (must be relevant to job)
Job sample tests (performing tasks relevant to job)
Substance abuse
26
26
REFERENCE CHECKS
Questionable in relation to providing predictability of good performance
Concern about liability
Even with questions and concerns, still a good approach
27
27
FACTORS AFFECTING SELECTION DECISION
Job requirements: important to know what the job is and what knowledge, skills, and abilities are required to perform successfully
Organizational culture: role and responsibilities fit in larger context
Organizational constraints: policies, finances, recruitment sources, business conditions
28
28
MAKING THE SELECTION DECISION
Summarize applicant information
“Can-do” factors
“Will-do” factors
Final decision
29
29
