Recruitment and Selection Hiring for the Job or

Recruitment and Selection: Hiring for the Job or the Organization? Module 13 Copyright 2000 - South-Western College Publishing Module 13 -0

Module Overview u Matching individuals & organizations u The recruitment & selection process u Organization vs. job analysis u Person-job fit vs. person-organization fit u The legal environment u Strategic issues in recruitment & selection Copyright 2000 - South-Western College Publishing Module 13 -1

Relation To The Frame Copyright 2000 - South-Western College Publishing Module 13 -2

A Mutual Matching Process Organization Individual Job Requirements Qualifications Rewards Motivation Copyright 2000 - South-Western College Publishing Module 13 -3

Stages of the Recruitment & Selection Process Copyright 2000 - South-Western College Publishing Module 13 -4

Organization & Job Analysis Process Organization Analysis Recruitment Selection Job Analysis Copyright 2000 - South-Western College Publishing Module 13 -5

Organization Analysis u Long- & short-term goals u Staffing needs u Nature of environment u Climate/culture Copyright 2000 - South-Western College Publishing Module 13 -6

Job Analysis u Task u Job context u Knowledge u Skill u Ability u Other Copyright 2000 - South-Western College Publishing Module 13 -7

Job Rewards u Extrinsic u Intrinsic Copyright 2000 - South-Western College Publishing Module 13 -8

Person-Job Fit Overqualified Match Underqualified Copyright 2000 - South-Western College Publishing Module 13 -9

Person-Organization Fit u Personality u Goals u Values u Interpersonal Copyright 2000 - South-Western College Publishing skills Module 13 -10

Recruiting Issues u Internal vs. external recruiting sources u Recruiting scope & intensity u Recruitment message u Recruitment media Copyright 2000 - South-Western College Publishing Module 13 -11

Applicant Pool Quality Best Applicant Pool “Best of the Best” “Best of the Worst” Worst Copyright 2000 - South-Western College Publishing Module 13 -12

Selection Steps u Get applicant KSAO & motivation data u Assess person-job fit u Assess person-organization fit u Decide whom to hire u Make job offer(s) Copyright 2000 - South-Western College Publishing Module 13 -13

Selection Methods Copyright 2000 - South-Western College Publishing Module 13 -14

Selection Rules-Of-Thumb u Use multiple methods to get KSAOs. u Identify patterns of past behavior. u Simulate job situations when possible. Copyright 2000 - South-Western College Publishing Module 13 -15

Evaluating Selection Methods u Reliability u Validity u Utility u Applicant reactions u Adverse impact Copyright 2000 - South-Western College Publishing Module 13 -16

Characteristics of a Useful Selection Method u It is reliable. u It is valid. u Its benefits outweigh its costs. u Applicants respond favorably to it. u It does not screen out a disproportionate number of legally protected group members. Copyright 2000 - South-Western College Publishing Module 13 -17

Selection: Decision Making u Combining information – compensatory – noncompensatory u Decision rules – top-down ranking – grouping u Job offers Copyright 2000 - South-Western College Publishing Module 13 -18

Why Validate? u Legal protection u Sound business decision making Copyright 2000 - South-Western College Publishing Module 13 -19

The Half-Million Dollar Investment Note: a 1. 5% annual cost-of-living increase is included in these figures Copyright 2000 - South-Western College Publishing Module 13 -20

The Legal Environment u Federal laws u State laws u Local laws u Executive orders u Agency guidelines Copyright 2000 - South-Western College Publishing Module 13 -21

Prohibited Criteria u Race u National origin u Color u Age u Religion u Disability u Sex u Handicap u Ancestry Copyright 2000 - South-Western College Publishing Module 13 -22

Two Types of Illegal Discrimination u Disparate treatment u Disparate impact Copyright 2000 - South-Western College Publishing Module 13 -23

Characteristics of Legal Selection Practices u Job-related – essential job functions – business necessity u Standardized – content – administration – scoring Copyright 2000 - South-Western College Publishing Module 13 -24

Two Major Strategic Issues u How can HR selection affect an organization’s ability to formulate & implement a successful business strategy? u Should an organization “make” or “buy” its needed human resources? Copyright 2000 - South-Western College Publishing Module 13 -25

Three Approaches u Traditional u Staffing as strategy implementation u Staffing as strategy formation Copyright 2000 - South-Western College Publishing Module 13 -26

Traditional Approach u Strategy is a contextual feature u Hire for person-job fit u Select best person for a specific job Copyright 2000 - South-Western College Publishing Module 13 -27

Staffing as Strategy Implementation u Human resources support strategy u Hire for person-strategy fit u Select best person with needed capabilities Copyright 2000 - South-Western College Publishing Module 13 -28

Staffing as Strategy Formation u Human resources can influence strategy formation u Hire for person-organization fit u Hire people with unique or complementary KSAOs Copyright 2000 - South-Western College Publishing Module 13 -29

Make or Buy Human Resources? u Make – Hire trainable employees. u Buy – Hire fully trained employees. u Make & buy – Buy fully trained employees for critical jobs. – Hire trainable employees for all other jobs. Copyright 2000 - South-Western College Publishing Module 13 -30

Human Resource Flows Inflows Copyright 2000 - South-Western College Publishing Upward Lateral Downward Outflows Module 13 -31

The Forest and the Trees Copyright 2000 - South-Western College Publishing Module 13 -32