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Course Learning Outcomes for Unit

Upon completion of this unit, students should be able to:

4. Examine work rewards used to attract, retain, and motivate applicants. 4.1 Identify some best practices organizations use when making hiring decisions.

5. Analyze legal issues associated with staffing organizations. 5.1 Explore legal decisions a company must face when making hiring decisions.

6. Discuss the types of mobility that can occur in career advancement. 6.1 Explain the development of a succession management system and setting career goals. 6.2 Discuss the importance of integrating succession management and career development.

7. Compare and contrast internal and external selection decisions. 7.1 Identify different external and internal assessment goals. 7.2 Explain how to evaluate the internal and or external assessment methods.

8. Evaluate performance appraisal methods. 8.1 Discuss performance reviews along with other internal assessment methods.

Course/Unit Learning Outcomes

Learning Activity

4.1

Unit Lesson Chapter 9 Chapter 10 Chapter 11 Unit VII Project

5.1 Unit Lesson Chapter 11 Unit VII Project

6.1 Unit Lesson Chapter 10 Unit VII Project

6.2 Unit Lesson Chapter 10 Unit VII Project

7.1

Unit Lesson Chapter 9 Chapter 10 Unit VII Project

7.2

Unit Lesson Chapter 9 Chapter 10 Unit VII Project

8.1 Unit Lesson Chapter 10 Unit VII Project

Reading Assignment

Chapter 9: Assessing External Candidates

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Attracting, Hiring, and Retaining the Best Candidates

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Title Chapter 10: Assessing Internal Candidates

Chapter 11: Choosing and Hiring Candidates

Unit Lesson

Scenario: The XYZ School District has openings for central office staff. One position is for an accountant and another is for payroll manager. Bethany, the Human Resource (HR) director, has to make a decision on looking at internal or external candidates. When it comes to internal hiring, Bethany is concerned about how this will create other vacancies within the district. Since Bethany is a big advocate of career progression, she does not want to keep internal candidates from applying for promotional opportunities; however, she does realize if someone internally is hired, there must be a plan in place to backfill. When filling positions internally, unless the organization already has a backfill plan in place, some managers may decide to look externally for candidates. What are your thoughts about hiring internally? What are some advantages and disadvantages of hiring internally? What impact, if any, would hiring internally have on employee morale?

Bethany has also considered looking at external candidates to fill these positions. She understands there are some pros and cons to hiring externally. One positive that she likes about hiring externally is the person may bring in new ideas to the organization. What are your thoughts about hiring externally? What are some advantages and disadvantages of hiring externally?

Regardless of the method used, Bethany must make certain the hiring process does not lead to legal issues. If assessments are used to determine what candidates will be interviewed, she must make certain they are consistent and relate to the job. Bethany may also decide if the interviews will be structured or unstructured. Once again, when it comes to recruiting, assessing, and hiring candidates, the organization must make certain they are operating within federal compliance.

As you begin to get closer to completing this course, another important piece to the puzzle of understanding staffing—assessing internal and external candidates—will be explored. Keep the scenario above in mind as you are moving through this unit and think about what actions Bethany should take to fill these positions. This unit will entail more reading; however, please do not let that discourage you. Three chapters will be covered.

Briefly, take a minute to reflect on these three chapters. See if you can determine why companies view external and internal candidates. What is the relationship between external assessment goals, internal assessment goals, and choosing or hiring the best candidate? What assessment methods do companies utilize to reach the decision or hire the best candidate? Are performance reviews considered an internal assessment method? What strategies, if any, are put in place when choosing and hiring candidates?

In previous units, you were introduced to the terms internal and external recruits. Now that the company has identified the recruiting sources, the company must look at assessment methods that can be utilized for choosing and hiring the best candidate for the job. The company must decide if they want to hire someone internally or externally. In efforts to accomplish this, internal and external assessment goals and methods must be considered.

Chapter 9 focuses on assessing external candidates. Many things must be considered when looking externally. An immediate concern and goal of external candidate assessment is to find the candidate that will be a good fit. What is meant in terms of fit? Well, will the candidate be a good person-job fit, person-group fit, person-organization fit, person-vocation fit, complementary fit, and supplement fit? Each of these are explained within this chapter.

This can be a challenging decision—especially since many applicants may not be a perfect fit within each of these. This is when decisions must be made about which are the most important for the success of the organization and for the specific position. Sometimes companies will not hire the person with the best skill sets for a position because they feel the person would not be a good fit for the organization overall. When looking at candidates, the organization looks to hire a candidate that can be considered a good return on investment. You may ask, how is this possible? Companies invest a great amount of time and money when recruiting, assessing, interviewing, and hiring candidates; therefore, the company wants to be certain the

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Title candidate hired will help the company grow and bring in revenue. If the candidate is not a good fit, then the company will ultimately lose profits.

Companies have a variety of assessment methods that can be used to assess job candidates. Some of the methods discussed in this chapter include resumes, medical tests, cognitive ability tests, job knowledge tests, simulation, and interviews. Some of these methods may be considered more reliable than others. When selecting the appropriate method, the decision should be based on the method that best assesses the desired knowledge, skills, abilities, and other characteristics (KSAOs) that were identified for the position. Adverse impacts associated with all assessments must be taken into consideration as well. The details of the assessment methods used, who will be evaluated, and the sequence of the assessments are all part of the assessment plan.

Chapter 10 will focus on assessing internal candidates. Just as when assessing external candidates, companies have internal assessment goals. In most organizations, the internal assessment goals are similar to the external assessment goals. Keep in mind that the ultimate goal is to find the candidate that is the best overall fit for the organization. Internal assessment of goals and methods must be ethical and comply with the law. Various laws are mentioned within Chapter 9, 10, and 11.

Companies also utilize various internal assessment methods. Some of these methods include skills inventory, mentoring programs, performance reviews, and job knowledge tests. Please remember there are others that are discussed within this chapter. The mentoring program and performance reviews are two that many of you may be more familiar with. Many companies offer mentor programs to allow training from peers and ultimately to lead to the mentee being prepared for job advancement within the organization. Although the performance review is another familiar assessment method, some frown upon this because it has room for bias. Performance reviews are conducted by the employee’s supervisor, and they are not always free of bias when conducted. Based on this information, you should be able to determine the importance of having certain laws in place to regulate such practices.

If an organization truly wants to grow its employees, the organization should have processes in place to retain and develop internal talent. It is believed that hiring from within, especially in higher-level positions, gives an organization a competitive edge (Phillips & Gully, 2015). This is where career planning and succession management come into play.

You have assessed the candidates and are now ready to choose and hire a candidate. Chapter 11 provides an overview of those key factors that must be considered when making the hiring decision. In this chapter, you will become aware of who makes the final hiring decisions. The impact that candidates’ scores have on the hiring decision will be discussed within this chapter. You will also be introduced to some legal issues related to hiring candidates. As with any plan of action, there are strategies in place. Some of the job offer topics that will be covered include the type of job, the creation of a job offer, and external and internal factors. Keep in mind that these are not the only factors that will be discussed in this chapter.

Many candidates apply for multiple positions; therefore, the hiring manager must understand the job offer process. Just because a candidate is offered a job, it does not necessarily mean the candidate will accept the job offer. It is important for the job offer to entice the candidate and make him or her want to come and work for the organization.

Resumes and interviews are just two tools that organizations use to hire candidates. (Mekvorawuth, 2017)

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Title Compensation is a big component of enticing candidates; however, many candidates want to know what other benefits are part of the hiring package. Some benefits that candidates look for include career development opportunities, flexibility, intrinsic and extrinsic rewards, and work environment. Companies should be prepared for candidates to accept or decline a position. They should also be prepared in case a candidate accepts a position but is later offered another job and reneges on the offer. This does happen. If this occurs, the company needs to already know if they are willing to negotiate to try and entice the candidate to work for the company or if they are going to go with the next best qualified applicant. These are some things that are addressed within this chapter.

As you can see, these three chapters cover a great amount. Remember, both external and internal assessment plans should be evaluated on a consistent basis. As time, job requirements, company goals, and business strategies change, the assessments should be changed. No matter how good the organization is in planning, sourcing, recruiting, and assessing, if they are not able to attract and retain qualified candidates, then the staffing system should be revamped because it is not benefitting the company. The ultimate goal is to attract, retain, and hire the best candidates for the organization while adhering to all legal regulations.

References

Mekvorawuth, S. (2017). Business Job interview. HR and resume of applicant on table, (ID 95462049) [Image]. Retrieved from https://www.dreamstime.com/stock-photo-business-job-interview-hr-resume- applicant-table-image95462049

Phillips, J. M., & Gully, S. M. (2015). Strategic staffing (3rd ed.). Upper Saddle River, NJ: Pearson.

Zimmytws. (2014). New hire Benefits documents, (ID 104770009) [Image]. Retrieved from https://www.dreamstime.com/new-hire-benefits-documents-employee-benefits-package-summary- benefits-health-insurance-document-image104770009