human resource

Techniques of Employee Selection & Recruitment

Chapter 12: Final Match

Muhammet Sait Dinc [email protected]

Textbook:

Heneman, Herbert Judge, Timothy A. and Kammeyer- Muller, John (8th Edition – 2014). Staffing

Organizations, McGraw-Hill Irwin. ISBN 13: 978-007- 108647-9.

Organization Strategy HR and Staffing Strategy

Staffing Policies and Programs

Staffing System and Retention Management

Support Activities

Legal compliance

Planning

Job analysis

Core Staffing Activities

Recruitment: External, internal

Selection: Measurement, external, internal

Employment: Decision making, final match

Organization

Mission

Goals and Objectives

Staffing Organizations Model

12-3

Chapter Outline

• Employment Contracts • Requirements for Enforceable Contract • Parties to Contract

• Form of Contract

• Disclaimers • Contingencies

• Other Employment Contract Sources

• Unfulfilled Promises

• Job Offers • Strategic Approach to Job Offers • Job Offer Content

• Job Offer Process • Formulation of Job Offer • Presentation of Job Offer

• Timing of the Offer

• Job Offer Acceptance and Rejection • Reneging

• New Employee Orientation & Socialization • Orientation

• Socialization

• Examples of Programs

12-5

Learning Objectives for This Chapter

• Learn about the requirements for an enforceable contract

• Recognize issues that might arise in the employment contract process

• Understand how to make strategic job offers

• Plan for the steps of formulating and presenting a job offer

• Know how to establish a formal employment relationship

• Develop effective plans for new employee orientation and socialization

• Recognize potential legal issues involving final matches

12-6

Employment Contracts

• Requirements for enforceable contract

• Parties to contract

• Form of contract

• Disclaimers

• Contingencies

• Other employment contract sources

• Unfulfilled promises

12-7

Employment Contracts

• Requirements for enforceable contract • Offer

• Acceptance

• Consideration

• Parties to contract • Employee or independent contractor

• Third parties

12-8

Employment Contracts (continued)

• Form of contract • Written contract

• Does the company mean to be held to this? • Where appropriate, avoid using words that imply binding commitment. • Make sure all related documents are consistent with one another. • Always have a second person review what another has written. • Look at the entire hiring procedure.

• Oral contract • One-year rule • Parole evidence • Suggestions

12-9

Employment Contracts (continued)

• Disclaimers • Oral or written statement explicitly limiting an employee right and reserving

that right for employer

• Recommendations for enforcement • Clearly stated and conspicuously placed in appropriate documents.

• Employee should acknowledge receipt and review of the document and the disclaimer.

• Should state that it may be modified only in writing and by whom.

• The terms and conditions of employment, including the disclaimer, as well as limits on their enforceability, should be reviewed with offer receivers and employees.

12-10

Employment Contracts (continued)

• Contingencies • Extending a job offer contingent on certain conditions being fulfilled by offer

receiver

• Other employment contract sources • Employee handbooks

• Oral statements made by employer representatives

12-11

Employment Contracts (continued)

• Unfulfilled promises • Organizational HR issues

• Do not make promises unwilling to keep

• Be sure promises made are kept

• Potential legal claims • Breach of contract

• Promissory estoppel

• Fraud

12-12

Discussion questions

• If you were the HR staffing manager for an organization, what guidelines might you recommend regarding oral and written communication with job applicants by members of the organization?

12-13

Job Offers

• Strategic Approach to Job Offers

• Job offer content

12-14

Ex. 12.1: Strategic Approach to Job Offers

12-15

Job Offer Content

• Starting date

• Duration of contract

• Compensation • Starting pay

• Flat vs. differential rates • Exh. 12.2: Example of Starting Pay

Policies

• Variable pay • Short term • Long term

• Benefits - Ex. 12.3

• Hours

• Special hiring inducements • Hiring bonuses • Relocation assistance • Hot skill premiums • Severance packages

• Restrictions on employees

• Other terms and conditions

• Acceptance terms

• Sample job offer letter-Ex. 12.4

12-16

Job Offer Process

• Formulation of job offer

• Presentation of job offer

• Job offer acceptance and rejection

• Reneging

12-17

Formulation of Job Offer

• Knowledge of competitors • Labor demand issues

• Who are the competitors?

• What terms and conditions are they offering for the job for which the hiring organization is staffing?

• Labor supply issues • Offers need to attract number of staff required

• Offers need to consider KSAOs of each offer receiver and the worth of the KSAOs

12-18

Formulation of Job Offer (continued)

• Applicant truthfulness • Minimal evidence exists on degree of applicant truthfulness

• To combat deceit, organizations are pursuing verification of all applicant information

• Likely reactions of offer receivers • Approaches to assess reactions to offers

• Gather information about various preferences from offer receiver during recruitment/selection process

• Conduct research on why offer receivers accept or decline job offers

12-19

Formulation of Job Offer (continued)

• Policies on negotiations and initial offers • Job offers occur for both external / internal staffing

• Consider costs of job offer being rejected by candidate

• Candidates may be receiving counteroffers from current employer

• Currently employed candidates incur costs for leaving and expect a “make whole” offer

• Candidates are sophisticated in presenting their demands

12-20

Formulation of Job Offer (continued)

• Strategies for presenting initial offer • Lowball

• offering the lower bounds of terms and conditions to the receiver

• Competitive • an offer that is “on the market,” neither too high nor too low

• Best shot • gives a high offer, one right at the upper bounds of feasible terms and conditions

12-21

Presentation of Job Offer

• Two approaches

• Mechanical approach

• Sales approach

12-22

Job Offer Process: Acceptance, Rejection, Reneging

• Acceptance

• Rejection

• By organization

• By offer receiver

• Reneging

12-23

Discussion questions

• If the same job offer content is to be given to all offer receivers for a job, is there any need to use the strategic approach to job offers? Explain.

• What are the advantages and disadvantages to the sales approach in the presentation of the job offer?

12-24

New Employee Orientation and Socialization

• Orientation • Exh. 12.8: New Employee Orientation Program Suggestions

• Socialization • Content

• People • Performance proficiency • Organization goals and values • Politics • Language • History

• Delivery

12-25

Discussion questions

• What are examples of orientation experiences you have had as a new hire that have been particularly effective (or ineffective) in helping to make the person/job match happen?

Thank You