disussion is about 15 journal articals and 3 nankervis chapter
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Nankervis_9e_06_Talentattractionandselection1.pptWeek 6
CQU HRMT20024
Talent Attraction and Selection
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Objectives
Recognise the strategic nature of the employee attraction and selection processes and their relationship to the vision, mission and strategic planning processes of the organisation
Identify the advantages and disadvantages of internal and external employee attraction strategies
Recognise and discuss the emerging use of e-cruitment as a vital element in the evolution of e-business
Identify the principal recruitment sources and techniques and appreciate when these might best be utilised
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Objectives (cont.)
Describe the essential nature of the concept of ‘fit’ in the selection context
Critically evaluate the interview as a selection process
Identify the various psychological tests available and be able to critically evaluate their use in the selection process
Explain the nature of background checks and also appreciate their limitations
Identify the unique contextual aspects of international employee attraction and selection
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Introduction
– ‘recruitment is the process of attempting to locate and attract a pool of suitably qualified and experienced people to apply for existing or anticipated positions within an organisation’.
– p. 220 of the textbook
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The strategic perspective
- The direction that a business takes, its organisational culture and the competencies required all lead to the type of attraction process undertaken and the selection tools utilised.
- Consideration of the mix of Baby Boomers, Gen X and Gen Y.
- Differences in generation, gender, culture and work–life balance.
- Attraction and selection should be strategic and dynamic in nature.
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Employers of choice
- War for talent
- Best employer awards
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Company branding
- Convince existing and prospective staff that the organisation is an attractive place to work.
- All HR processes to be aimed at world’s best practice and the desired culture put in place.
- To build a positive image that will attract the best talent.
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Matching people, jobs, organisations and environments
- Person–job fit
- Person–organisation fit
- Person–environment fit
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Attracting talent from within
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- Filling vacancies above entry-level through internal promotions and transfers.
- Allows organisations to capitalise on the costs that have been invested in recruiting, selecting and training its current employees.
Limitations of attracting talent from within
- Specific positions must be filled from outside.
- Potential external candidates should also be considered to prevent the stagnation of ideas and attitudes.
- Excessive reliance upon internal sources can create the risks of ‘employee cloning’ or ‘inbreeding’.
- Shift workforce culture through an emphasis on external talent attraction.
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Methods of locating qualified job candidates
- Electronic record systems
- The intranet
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Attracting talent from outside the organisation
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Internal versus external talent attraction strategies
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Internal versus external talent attraction strategies
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The selection process
- Selection is a continuous process.
- The number of steps in the selection process and their sequences will vary, not only with the organisation, but also with the type and level of jobs.
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SHRM and strategic selection
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Use of person specifications
- Forms the basis for the administration of any applicable tests.
- Reduces the influence of racial and sexual stereotypes and helps the interviewer to differentiate between qualified and unqualified applicants.
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Pre-employment screening
- Individuals who are thoroughly screened learn their job tasks readily, are productive and generally adjust to their jobs with a minimum of difficulty.
- New recruit turnover will often be minimised.
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Obtaining reliable and valid information
- Reliability: the degree to which interviews, tests and other selection procedures yield comparable data over a period of time.
- Validity: what a test or other selection procedure measures, and how well it measures this.
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Sources of information about job candidates
- Application forms
- Checking references
- Medical examination
- The employment interview
- Employment tests
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The employment interview
- Has a very important role in the selection process.
- Remains one of the most popular methods used to assess job candidates.
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TYPES OF Interviews
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TYPES OF INTERVIEWS (cont.)
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What is wrong with the interview?
- Considerable caution should be exercised in the selection of employment interviewers.
- The interview is an artificial situation with the players acting out the role expected of them.
- It involves human beings, who are subject to bias and subjectivity.
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Questioning
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Employment tests
- The nature of the employment test: ‘objective and standardised measure of a sample of behaviour that is used to measure a person’s abilities, aptitudes, interests or personality in relation to other individuals’.
– p. 262 of the textbook
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Types of employment tests
- Commercially available tests:
– job knowledge tests
– job sample tests.
- Cultural bias in testing.
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Reaching a selection decision
- Summary of information about applicants
- Decision strategy
- The final decision
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Reaching a selection decision (cont.)
- Employers should consider ‘can do’ and ‘will do
factors in selecting personnel.
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The costs of getting it wrong
- Further recruitment and selection costs
- Additional development and orientation costs
- Opportunity costs
- Loss of competitive advantage
- Damage to company brand
- Loss of employer of choice status
- Reduced internal status
- Impaired recruitment opportunity
- Threatened company viability
- Loss of other key staff
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Expatriates
- Effective management of overseas staff, especially those at management levels, requires a strategic, integrated and cost-effective series of HR programs before and after selection.
- Relevant expatriate programs should include specialised recruitment, promotion, retention and repatriation schemes that are strategic, integrated, cost-effective and culturally appropriate.
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Summary
- Effective recruitment requires planning.
- Legal requirements governing equal employment opportunities.
- All ‘can do’ and ‘will do’ factors should be assembled and weighted systematically.
- Develop new and more appropriate programs to ensure that overseas divisions of organisations are effectively staffed.
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