Recruitment-and-Selection(人力资源战略)

RecruitmentandSelectionAcquiringStafffortheFlexibleFirmSampleExaminationQuestion

AlargebusinesswantsitsHRMrecruitmentstafftospecifythequalityoftherecruitmentservicetheywilldelivertodepartmentsandtoestablishservicelevelagreementsforrecruitment.Howwillyouspecifythequalityofrecruitmentservices.Whatissues,proceduresandpracticeswillyouresearch?Whatproblemswillyouencounterinspecifyingrecruitmentservicequality?Howcanservicequalitybedefinedintermsoffunctionsandactivitiestobecarriedoutandthepotentialstrategiccontributionofrecruitmenttoorganisationalsuccessandchangingculture?Descriptive-FunctionalViewstandardisation,riskreductionwhenfillingvacanciesmaintaininganddeliveringaqualityservice?strategic,proactive?prescriptive-modelbestpracticesystematicanalysisofrequirements:organisational+joblevelstransactionprocessingsystem:-advertising,applicationsandengagement-internalandexternalmarketsethicsandequaloppspolicies-large+smallfirmswhodoesit?selectionmethods-reliability,validityandutility(costeffective)legalconstraintsandcontractsofemploymentwhatcouldgowrong?“I'mfromrecruitment.......Here’swhatIcandoforyou”vacancyauthorisationtorecruitjob/roleanalysisandspecificationagreetermsandconditionssourcing/attracting(targetgroups)in-housevs.externalrecruitment,designandadministratecommunications(boundarytransactions)recommendanduserecruitmentmethods/techniquesprocessapplicationsandresponsesorganisationthe"programme"selection:applythemethods(incidentaltechniques,questionablecohesion?)makethedecisionsandadministertheofferfinalisethecontractreceive/inductSpecifyingtheQualityoftheseServicesHowwerecruitandselectreflectsorganisationalculture?PresentationoforganisationalFACEorientationtocompetitiveforceshireandfireversus“wevalueourstaff”thelean,flexiblefirm-out-sourcingandsub-contractingour“corestaff”andourcorecompetenciesNormativeview?Focusonactualrecruitmentexperience/behaviourofpersonnelspecialistsandlinemanagersBehaviourinfrontofaudiences-on-stage,backstage,offstage

CriticalEvaluativeHowdoesbehaviourcomparewithtextbooknormativerhetoric?Arethetechniquesreliable,valid,costeffective?Istheprocessobjectiveorpronetosubjectivebias?Why?Decision-makingprocessesPsychometric-objectiveversusSubjective,socialactionprocess

Descriptive-BehaviouralVacancyProcessinginvolvesintra-organisationalbargainingJob/roleandcompetenceanalysisobservation,interviews,knowledgeofroles,skills,imperativesTitle,reportsto,tenure,compensationpackage,scopeofresponsibilitiesandduties,authority,priorities,budget,staffteam,location,conditions,knowledge,skills,experience,values,performancestandards,problems/objectives,results/priorities,idealcandidateprofile.copywritingandinternal/externaladvertisingRecruitmentassumptions…basedonapsychometric-objectivemodel.definejobrequirementsascertainpersonalqualities–traitsandcompetenciesmatchjobrequirementstoperson'sprofile.Usetechniquesto

RoutiniseandobjectivisetheprocessReducetherisksMaximisepredictivepowerJobdescription-whatuse?howcanthemanageroperateeffectivelyifhe/shedoesnotunderstand&cannotdefinethejobsoftheirstaff?sharedunderstandingaboutwhatthejobisreliable,factualdefinitionofscopeofjobandresponsibilities??usefulfororganisationaldesignandanalysisofchange?ithelpstominimiseconflicts???referencepointforinduction,performanceassessment&gradingabasisforthejobadvert&recruitmentliteratureindicatescompetenciesrequired-generic+jobspecificDull,boringOver-bureaucraticOut-of-dateWrittenby???Contractual?"Burnthelotof'em"RobertTownsend,"UptheOrganisation"JobanalysisproductsJobdescriptionTitle,reportingrelationships(up,down,sideways,external)jobsummary,responsibilities,duties,MbO/R:keyresultareas,scopeofauthority.Positionof“organisationchart”.Career/promotionpath.workingconditionsCompetenciesspecificationlevels,rangeofsituations,performanceindicators,knowledge/wisdom,experience,skills(psycho-motor,technical,analytical,literary,spoken,numeric,socialandemotional),personalorientationsandmotivators.Personnelspecification(personprofile)characteristicsofidealcandidate.Essentials-desireables-disqualifiersApplicantprofilesbuiltupfromevidence/datafromforms,interviews,othertests,referencesJobAnalysisOrange:LabeltheKeyResultAreasegmentsKRA1KRA2KRA3KRA4KRA5NowdefinethekeytasksofKRA5KT1KT2KT3KT4KT5

roledemandschoices,constraintsambiguitiespossibleoverloadpressures/conflictsorganisationalchangephysique,healthandappearanceheight,build,hearing,eyesight,health,looks,grooming,voice,disability?attainmentseducation/qualifications(school,HE),jobtraining,experience&learningconceptualandreasoningabilityknowledge-base,perception,intellectual&conceptualcapacities,wisdomspecialaptitudesphysical,verbal(speech/writing),technical,figures,art,music,social?interestsintellectual,cultural,practical,physicallyactive,international,aestheticdispositionacceptability,relationships,leadership/initiative,motivationanddrive,reliability,stability/adjustment,proactivity,influencingcircumstancesage,plans,domesticties,mobility,domicile,otherPersonnelSpecification:Rodger's7PointPlanEssential?Desireable?Disqualifier?CoreCompetencies(examplefrommajorsoftwarehouse)PeoplerelationshipsCustomerrelationshipsmanagementCommunicationandpersuasivenessBusinessandfinancialjudgementKnowledgesharing/managementVision,changeandaccountabilityDrive,motivation,planningandorganisingProblem-solvinganddecision-makingPeoplemanagementcapabilitiesRolespecifictechnicalandspecialistcapabilitiesProfessionalstandardsandvaluesWesellourskillsandabilities!FindingandattractingcandidatesSourcesinternal:wordofmouth,internalvacancynotifications,staffnewsletters.Staffanalysis.Careerplanningexternal:wherearethecandidateslocated,inwhattypeofjob?Local,national,overseas.Dotheywanttomove?Schools,colleges,careerscentres,jobshops,employmentfairs.Agenciesrecruitmentconsultants/agencies,headhunters,media:newspapers,journals,radio,WWW/Internetadvertisingadvertisingaccounts,writing&designingthecopy,targetingtheadvert,proofreading,publishingdeadlines,costsTheemergenceofon-linerecruitment-suitableforalljobs?Natureofvacancyandopenaccess?Internalknownqualities,localsvs.cosmopolitansfluidinternalmarketandcontributiontoculture,rewards/expectationsstaffdatabase,careersupportplanning-quicker/cheaper,incestuous?External-timeconsuming,uncertain,newblood,socialisationinexpensive,limitedchoiceapproaches?staffrecommendation,on-specapplications,school-collegelinksetc.expensive,wideraccessapproacheshead-hunters,general/specialistrecruitmentagencies,local/nationalpress,professional&tradejournalspoaching/fishingComeandlive/workinourhouse-forming,fight/flight,norming&performingAttractCandidates-Internalvs.externalsourcesRecruitmentInformationSystemdatain/outflowsinquiries,applicationpacks(out/in+CVs),requestsforreferences,securityvetting,invitationsforinterview+joininginstructions,offerletters,rejections,contractdocumentationsourcesandsinkscandidates,dept.managers,receptionist,security,referees,clientsdatacapture/storage?Find/collate,candidatesinprogress.Printingvolume,handling,copying&distribution,short-listing,briefing.useofIT-PCnetworks,wordprocessing,databases,Intranet/Internet,DataProtectionAct,Asylum&ImmigrationActfiltering&co-ordinationofselectiondecision-makers?expenses,agencyfees,costingthewholeprocessSkeletonsincupboards:References&testimonialsObligationatlawtoprovideareference?Importance/valueofreferences?Reciprocity,validationandreliability.SecurityCosts?Consequencesforemployee(job,mortgage,bankloan).Legalissues?Wherecoulditgowrong?defamation(falsestatement&reputation),deceit(intentionthatreceiverwillactonthereference)negligence-dutyofreasonablecareincompilingthereference,accuracy(suefordamages/loss)Organisationalpolicyongivingreferences?Righttoseewhatiswrittenaboutyou?discriminationinadvertising,selectionmethods(directorindirect),TU.membershipandactivities,pregnantwomeninemployment+failingtoofferjobRemedy

ètoEOCorCREorET,GOQs

Sex:physiology,decency/privacy,livingin,single-sexestablishments,personalservices,workingoutsideUK(culture)GOQsRace:dramaticperformance,authenticity,restaurants,personalservicesSelection-StatutoryrightsandrequirementsRehabilitationofOffendersAct1974SexDiscriminationAct1975RaceRelationsAct1976,2000EmploymentRightsAct1996DisabilityDiscrim.Act1997AsylumandImmigrationActCRE/EOCCodesofPracticeforadvertisingandselection(RRAandSDA)SelectionTestsApplicationformBiodataanalysisInterviewsone-to-one,panelformalandinformalsettingsReferences/securityscreeningAbilitytestspaper-based,practical/trade,socialAptitude,intelligenceandpersonalityGroupmethods&assessmentcentresWorkexperience/shorttermcontractsMedicalreliabilityvalidityutilityacceptabilityThePsychometric-ObjectiveModelCharacterisedbyEternaloptimismSmoothlyadministered/programmableMeasured,controlled,predictable,systematicsearchoftenusingpsychometrictechniquesMatchevidenceofcompetences&stablequalitiestojobdemandsComparewith"socialprocess"approachInterplaybetweenselectioneventsCandidate&selectorfeelings/responsesorganisationalnegotiationsandmutualadjustmentsExchangesufficient&necessaryinformationtodecidesuitabilitySocialandritualaspects.Audition.Group/powervettingCandidateassertsabilities&presentsexperience.Communicaterelevantinformationaboutjob/organisation-objective&subjectiveSeducecandidatetobecomeanorganisationalmemberSatisfycandidate-givefairopportunityImportanceofnotover-sellingWhyanInterview?InterviewStrategiesFrankandfriendlyProblem-solving-“imagingyourselfinthejob...whatwouldyoudoif...?Behaviouralevent-criticalexperiences-what,why,how,options,plans,outcomesSimulatestress.Putonthespot?Validity?Spuriousappeal?StrengthsandweaknessesofindividualinterviewssequentialinterviewspanelinterviewsReceptionScheduleforthedaycandidates,CooksTour,guides&interviewers,domestics&cateringreceivingapplicantssitesecurity,carparkstravelandsubsistencearrangementswaitingplaceTheGASPInterviewGreetingAcquiringInformationSupplyingInformationPartingInterviewerPreparationMovetowardsgenuinewelcome,positiveregardCalm,neutral,withnointerruptionsPutatease,buildandmaintainrapportseatingvoice,eyecontact,warmthandbodyposture.....NVCPreparationand“contractofinterestandexpectation”OpeningconversationCHANGINGGEAR-Movingsmoothlyintomainsubstanceoftheinterview.GASPInterview-GreetingListenmore-talkless.Ratio%interviewer/interviewee.Objectivityvs.personalpreference,stereotyping&earlyjudgementNotadversarial.Halo,hornsanddopplegangereffectsTakingnotes(onapplicationformorinterviewplan)Questionstrategy(preparation)Structuredconversationopen-endedquestions,probeandlinkdirect,leading,trickandtabooquestionsEmphasisebiographyandexperience,explanationandanalysisMentalagilityandhypotheticalquestionsLetinterviewflowbutcontrolit:-usespace/timeNon-verbalsignalsandskills.Coverkeypoints(interviewplan)SummariseperiodicallyandconcludeGASP-AcquiringInformationRecentandsignificantpastjobs/projectscontributions,events/phases,initiatives,products,achievementsanddecisions.EvaluationofstrengthsandgapsCompetenceembeddedinREALexperienceknowledge/understanding,analyticalskill,written/numeric,specialistattitudesandvalues,drivesandmotivationInterpersonalrelations-thecandidateasapersonwithothersEducation,training,learninganddevelopmentPersonalanddomestictopics-relevance/irrelevantApplicant’squestionsabouttheorganisationandjob-current+prospectsthetermsofemploymentGASP-AcquiringInformation-theJourneyGASP-TheGoodInterviewer

….attimeswell-prepared,sharp&infocus,specific&rationalatothertimesintuitive,pickingupnuancesandrationalisationsatotherssteppingbacktoseethewholeinteraction,fittingthingstogetherandnotingthetimeleftandareastocover....Interviewer"genuineregardfortheother"helpstorelaxthecandidateclearperceptionallowsproductivesilences&easyaskingofquestions.counteractshabituatedboredomininterviewsintuitiveprocessesaswellastheusualthinking,evaluatingones.Legge-descriptivebehaviouralresearchinterestcuttingitshort(horns/halo,prematurejudgement)equalopportunitytoallcandidatesintimationofsuccess/rejection(verbalsandnon-verbals)?bewaremisunderstandingsovercontractualterms.Nopromises.Communicatingadecisionhintstoattractivecandidates(inacompetitivesituation)intra-organisationalbargainingthedecisioninwritingsubjecttoreferencesgivingcareeradvicetorejectedcandidates?GASPInterview:SupplyingInformationSignalclosure-NVCplusstatementrequiresasmuchskillasopeningtheinterviewclarifyfuturesteps-theremaininginterviewscheduleverifydates-holidaysandavailabilitiesphone,poststandup,move,exchangepartingcourtesiesGASPInterview:PartingAndersonandShackleton,SuccessfulSelectionInterviewing,Blackwell,1993pp69“Utilisedproperly;dependingonitsexactpurpose,theinterviewemergesasavalidreliabletoolincandidateassessment.Moreoveritsflexibilitytoactasamediumformutualprevieworasafinalstageforumfornegotiationbetweentheparties,renderstheinterviewmoreusefulinselectionthannarrowlyfocuseddefinitionsofvalidityandreliabilitycanconvey”prematuredecisionTentative,pre-determinedviewsseldomalteredatinterviewaccept/rejectwithin3-4min.GatherevidencetoconfirmfirstimpressionWeakcandidatesmakeaveragecandidateslookgoodUnstructuredinterviewsvsimpressionmanagementandrandomselectionpropositionsinterviewpracticedoesnotimproveperformancetrainingdoesdramaticperformancemaynotreflectjob.Intervieweeactors.panelinterviews-defertomostinfluentialmember.Poorcorrelationofviewswhenchoiceisconfidentialpsychometrictests-weakevidencebutbeliefandpracticestrong.psychometric-objectivemodelvs.socialprocess?GASPInterviewIssuesStereotypingWhatisit?Whatformdoesittake?Howandwhydoesitoccur?CommonstereotypesPositiveandnegativevalue?Problemsofsigns,signifiers,interpretation.Bodylanguage.Presentationofself-"Front"-stageandaudienceWhatdangersforfairnessandequity?AssessmentCentreMethods

Groupwork:Problem-solvinginteamsituations,interpersonalskills,listening,thinkingonfeet,influencingandcoordinating.Realistic/unrealisticscenarios.Organising/prioritising.Emotionalresilience.Competenceofobserver-testersPresentations:

verbal/non-verbalskills,useofmedia,presentationcontent.Analysis-differentiationofhigher/lowerorderissues,abilitytoconstructacase.Influencingandargument.Awarenessofwiderissuesandimplications.WorkDemoorSimulation-newsreader,drivers,brick-layers,chairmeetings,computerprogramming,counselling,typing/shorthand,PortfolioPsycho-testsreliabilityvalidityutilityacceptabilityProgramme(battery)ofdifferenttestsSystematicjobanalysis:performancecriteria,skills&behavioursSelectvalid,reliable,costeffectiveexercisesValidatetheexercisesonasampleofsubjectsTraintester-assessorstoobserveandrateFeedbacktocandidatesEvaluatethetechniquesandprocessoutcomesAssessmentCentreProgrammes

External&internalcandidates?Psychometric-objectivemodelvssocialprocessAssessmentCentres-identifyingpromotionpotentialSuperiorassessments?Highdegreeofvalidity?Recognisingformal&informalqualities-notalljob-related-requiredfororganisationalsuccessPost-assessmentcentrejudgmentscolouredbyknowledgeofindividual'sperformanceintheassessmentcentreAssessmentcentresdefineandconstructpotential>discoverit.CompetitiveadvantageandcorecompetenciesSkill,capability,competenceas"keys"tocompetitiveadvantageJobdemandsarisingfromperformanceorientedorganisationalchange,TQM&ITinitiativesEmphasisonmanagerialcompetencesforperformanceBoyatzis(1982),Bethell-Fox(1992),MCI(1990)Communication,leadership,groupanddecisionskills,projectmanagement,entrepreneurshipOutward-looking,market-focused,team-orientedPsychometricassessmenttechniquese.g.testsofcognitiveabilitytoidentifypotentialIntelligenceandAptitudeTestingverbalfluency&comprehensionlogica