人力资源管理4(双语)

Chapter 4 Recruiting and Selecting Applicants Learning Objectives v Understand how a firms recruiting and selecting practices can lead to competitive advantage. v Explain the choices involved in planning a recruitment strategy. v Discuss the various recruitment methods. v Explain the various selection methods used by firms. Opening Case: Gaining Competitive Advantage at the Los Angeles United School District vProblem: A poor recruiting system resulting in low-quality hires vSolution: Using an online system and rolling out the red carpet vHow the new recruitment process enhanced competitive advantage District attracts top candidates, with 95% of new hires in the past year being highly qualified Through the use of automated services, the district saves about $10 million per year Recruitment The process of attracting individuals on a timely basis, in sufficient numbers, and with appropriate qualifications, and encouraging them to apply for jobs with an organization Selection vThe process of choosing from a group of applicants the individual best suited for a particular position and an organization. The Recruitment and Selection Process 1. Decide what positions youll have to fill through personnel planning and forecasting. 2. Build a pool of candidates for these jobs by recruiting internal or external candidates. 3. Have candidates complete application forms and perhaps undergo an initial screening interview. 4. Use selection techniques like tests, background investigations, and physical exams to identify viable candidates. 5. Decide who to make an offer to, by having the supervisor and perhaps others on the team interview the candidates. Steps in Recruitment and Selection Process The recruitment and selection process is a series of hurdles aimed at selecting the best candidate for the job. Recruiting Yield Pyramid HR Planning Job Analysis Recruitment Selection Workplace Justice Unions Safety 2. Administer training sessions; 3. Manage training center/facilities; 4. Assist in monitoring and evaluation of training program effectiveness. v Qualifications: Bachelors degree; At least 6-year relevant supervisory/management experience in sizable or multi-national organizations; Strong capability of training solutions design and delivery; Dynamic presentation skills and interpersonal and consulting skills; Good command of spoken & written English. What to include in an Effective Recruiting Ad: A Sample v The Application: Only ENGLISH application will be processed. Please send in detailed resume with current and expected salaries, with a recent digital photo to by July 1, 2007, with subject title “ Apply for Training Manager”. Factors Affecting the Choice of Recruitment Methods Type of job being filled How quickly the job needs to be filled Geographic region of recruitment Cost of implementing the recruitment method EEO consequences of using recruitment method RECRUITMENT METHOD TYPE OF JOB(S) SPEED GEOGRAPHIC LOCATION COST EEO Employee referrals Applicant initiated Help-wanted advertisements Public agencies Private agencies Executive search firms Campus recruiting On-line All All All Clerical Blue-collar Sales Clerical Technical Low management Executives Management College grads All Fast Fast Fast/moderate Moderate Moderate Slow Slow All All All Local Local Regional/national Regional/national All Low Low Moderate Low Moderate High/M High Low Poor Poor Good Good Fair Fair Good Good Comparison of External Recruiting Methods Line Managers and Recruitment Identify recruitment needs. Communicate recruitment needs to the HRM department. Interact with applicants. The HRM Department and Recruiting Plan the recruitment process. Implement the recruitment process. Evaluate the recruitment process. HR Planning Job Analysis Recruitment Selection Workplace Justice Unions Safety & Health International Competence Motivation Work Attitudes Output Retention Legal Compliance Company Image Cost Leadership Product Differentiation Training/Develop. Performance App. Compensation Productivity Imp. HRM and Competitive Advantage Opening Case: Gaining Competitive Advantage at Southwest Airlines v Problem: Selecting the best employees from thousands of applicants v Solution: Implementing targeted selection vHow the use of targeted selection enhanced competitive advantage SWA has been quite successful in achieving a competitive advantage, due, in part, to its selection practices. Selection vSelection The process of choosing individuals who have relevant qualifications to fill existing or projected job openings. vSelection Considerations Person-job fit: job analysis identifies required individual competencies (KSAOs) for job success. Person-organization fit: the degree to which individuals are matched to the culture and values of the organization. The Goal of Selection: Maximize “Hits” MISS Inaccurate prediction (Person would have succeeded on the job) HIT Accurate prediction (Person succeeds on the job) HIT Accurate prediction (Person would not have succeeded on the job) MISS Inaccurate prediction (Person fails on the job) Predicted Success Job Performance Low Low High High Why Careful Selection is Important v“Selecting qualified employees is like putting money in the bank.” v“ Good training will not make up for bad selection.” v“ Hire hard, manage easy.” v “Paradise-Hell” Linking Selection Practices to Competitive Advantage Select High- Quality Applicants Competitive Advantage Productive Employees Increase Overall Productivity Training Needs And Costs Are Minimized Legal Costs And Negative Reputation Are Minimized Firm Hires Most Suitable Candidates Rejected Applicants Feel Fairly Treated Typical Steps in the Selection Process Application or Resume Initial Interview Reference & Background Checks Ability, Personality, Interest Tests Work Simulations Follow-Up Interview Analysis and Decision Making -Reject-Hold-Offer Job Medical & Physical Tests Reasonable Accommodation Notification of Candidates Recording of Results for Legal/Research Follow-up Ensure Candidate Accepts Offer Basic Testing Concepts vReliability The consistency of scores obtained by the same person when retested with the identical or equivalent tests. Are the test results stable over time? vTest validity The accuracy with which a test, interview, and so on measures what it purports to measure or fulfills the function it was designed to fill. Does the test actually measure what we need for it to measure? Validity Defined vThe appropriateness, meaningfulness, and usefulness of selection inferences vThe technical term for “effectiveness” v 效度 ：指招聘者真正测试到了的品质与想要测的品 质的符合程度。（测量结果与想要测量的内容的相 关系数） Test validity answers the question, “What does this test measure?” “Does this test measure what it is supposed to measure?” How to Achieve Selection Validity vUse job analysis to determine job qualifications. vUse selection methods that reliably and accurately measure the needed qualifications. Reliability Defined v Consistency of measurement v The degree of self-consistency among the scores earned by an individual v When two people evaluating the same candidate provide the same ratings v When the ratings of a candidate taken at two different times are the same v 信度 ：指系列测验所得的结果稳定性与一致性的高低（指 一个人在同一测量中，几次测量结果的一致性） Reliability Consistency 注意 ：可信的测验未必有效，而有效的测验必定是可信 的。 How to Achieve Selection Reliability vEstablish good rapport with candidates. vAsk questions that are clear. vAsk questions that are moderately difficult. vAdminister several measures to assess each important KSA. Selection Methods v Application forms v Biographical information blanks v Background investigations v Reference checks v Interviews v Employment tests v Situation simulation Selection Methods v Assessment centers v Handwriting analysis/Graphology v Polygraph Tests v Honesty and Integrity Tests v Medical and Physical Tests v Drug Testing The Effectiveness of Selection Methods Source: David E. Terpstra, “The Search for Effective Methods.” Reprinted from HRFocus, May 1996. 1996 American Management Association International. Reprinted by permission of American Management Association International, New York, NY. All rights reserved. /. In a survey of 201 HR executives, participants were asked which selection methods produce the best employees. The mean rating for nine methods on a 5-point scale (1 = not good, 3 = average, 5 = extremely good): Work samples 3.68 References/recommendations 3.49 Unstructured interviews 3.49 Structured interviews 3.42 Assessment centers 3.42 Specific aptitude tests 3.08 Personality tests 2.93 General cognitive ability tests 2.89 Biographical information blanks 2.84 Reaching a Selection Decision v Selection Considerations: Are individuals to be hired according to their highest potential or according to the needs of the organization? At what grade or wage level to start the individual? Should selection be for employee- job match, or should advancement potential be considered? Should those not qualified but qualifiable be considered? Should overqualified individuals be considered? What effect will a decision have on meeting affirmative action plans and diversity considerations? “Can-Do”and “Will-Do”Factors in Selection Decisions “Can Do” _ Knowledge Skills Abilities “Will Do” _ Personality Values Motivation Job Performance Selection Decision Strategies Objectivity Multiple Cutoff Model - Minimum Statistical Approach Compensatory Model - Average Multiple Hurdle Model- Sequential SubjectivityClinical Approach Selection Decision Models vCompensatory Model Permits a high score in one area to make up for a low score in another area. vMultiple Cutoff Model Requires an applicant to achieve a minimum level of proficiency on all selection dimensions. vMultiple Hurdle Model Only applicants with sufficiently high scores at each selection stage go on to subsequent stages in the selection process. Selection Process (contd) vSelection Ratio The number of applicants compared with the number of people to be hired. v