STAFFING Staffing Staffing Involves the process of recruiting

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STAFFING

STAFFING

Staffing • Staffing – Involves the process of recruiting and selecting prospective employees. –

Staffing • Staffing – Involves the process of recruiting and selecting prospective employees. – Has a significant impact on an organization’s bottom line and employee turnover which requires that the staffing process to become more strategically focused. – Activities performed as part of recruiting and selecting offer an organization numerous choices as to how to go about finding and selecting new employees. – Staffing decisions need to ensure that employees fit the culture of the organization.

Recruiting • Temporary Versus Permanent Employees – Decisions to increase headcount temporarily or permanently

Recruiting • Temporary Versus Permanent Employees – Decisions to increase headcount temporarily or permanently are strategically-driven. – Basis for decisions is the HR forecast of how long the employee shortage is expected to last. – Temporary employees are less costly than permanent employees (e. g. , no benefit costs to temps). – Temporary headcount increases can be obtain from agencies that specialize in such services. – Headcount increases can be avoided by subcontracting work to an outside vendor.

Recruiting

Recruiting

Recruiting • Centralized Versus Decentralized • Most of the firms rely on centralize recruitment

Recruiting • Centralized Versus Decentralized • Most of the firms rely on centralize recruitment for the following benefits: - Centralize recruitment makes its easier to apply company’s strategic priorities company-wide - Recruiting centrally removes duplication - Job specialization and cost reduction

Recruiting • When and How Extensively to Recruit – When do recruiting efforts need

Recruiting • When and How Extensively to Recruit – When do recruiting efforts need to begin? – How large of an applicant pool is needed? – Utilize data from past recruiting efforts to answer these questions where feasible and adjust for changed conditions. • Yield Ratios – Offer information on how many applicants are eliminated (or remain) at each step in the recruitment process so that the proper or necessary size of the applicant pool can be determined.

Recruiting

Recruiting

Methods of Recruiting: Internal Recruitment • Job posting - posting the job on company

Methods of Recruiting: Internal Recruitment • Job posting - posting the job on company intranets or bulletin boards - Includes relevant information (e. g. qualifications, pay rates, attributes) • Rehiring- Do you want to rehire a person who left your employ? - Rehiring involves giving better position to the candidates - Rehiring allows to hire the person who is already familiar with the job - However, existing employees might think that the best way to get promotion is to leave

Methods of Recruiting: Internal Recruitment • Succession Planning - Succession planning is crucial when

Methods of Recruiting: Internal Recruitment • Succession Planning - Succession planning is crucial when it comes to filling a top position Generally top positions are filled by the internal people Succession planning includes 3 steps 1. Identify key needs 2. Develop inside candidates 3. Assess and choose

Methods of Recruiting: External Recruitment • Recruitment via internet • Today, most of the

Methods of Recruiting: External Recruitment • Recruitment via internet • Today, most of the people go online to look for jobs • Internet is lot more feasible for some companies

Internet based recruitment (professional network) •

Internet based recruitment (professional network) •

Linked in

Linked in

Internet based recruitment (website)

Internet based recruitment (website)

Posting ad on job sites

Posting ad on job sites

Posting ad on job sites

Posting ad on job sites

Pros and cons of internet recruitment • Pros- Cost effective Brand promotion Generates responses

Pros and cons of internet recruitment • Pros- Cost effective Brand promotion Generates responses quickly • Cons- Older candidates might be missed out Internet overload Thousands of CVs

Methods of Recruiting: External Recruitment Traditional advertisements • Pint ads on local newspaper (suitable

Methods of Recruiting: External Recruitment Traditional advertisements • Pint ads on local newspaper (suitable for blue-collar jobs) • Print ads on professional journals (suitable for specialized employees or white-collar jobs)

Methods of Recruiting: External Recruitment • Public agencies - Most of the states have

Methods of Recruiting: External Recruitment • Public agencies - Most of the states have public, state-run employment service agency (e. g. job centre plus in the UK) - They don’t charge for the service they provide

Methods of Recruiting: External Recruitment • Private agencies - Private agencies are important sources

Methods of Recruiting: External Recruitment • Private agencies - Private agencies are important sources of clerical, white-collar, and managerial personnel - They charge fees - Suitable for the firms that do not have HR department

Methods of Recruiting: External Recruitment • Executive Agencies - They are special employment agencies

Methods of Recruiting: External Recruitment • Executive Agencies - They are special employment agencies retained by employers to seekout top management talent for their clients • The employers always pay the fee • Temp Agencies - Employers increasingly supplement their permanent workforce by hiring temporary workers - Temp agencies involve hiring the temporary workers for the organization

Methods of Recruiting: External Recruitment • College recruiting- It involves visiting the college campus

Methods of Recruiting: External Recruitment • College recruiting- It involves visiting the college campus to prescreen applicants and creating an applicant pool from the gradates • Referrals- The firms posts announcement of openings and requests for referrals. You can refer your friends and bring them in • Walk-ins- applies to hourly workers. You get direct applications at your office

Selection Process • Reliability – The consistency of scores obtained by the same person

Selection Process • Reliability – The consistency of scores obtained by the same person when retested with the identical or equivalent tests. – Are the test results stable over time? • Test Validity – Will tell you whether you are measuring what you intend to measure – 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?

Reliability and Validity

Reliability and Validity

Types of Validity Criterion validity ◦ A type of validity based on showing that

Types of Validity Criterion validity ◦ A type of validity based on showing that scores on the test (predictors) are related to job performance (criterion). Are tests scores in this class related to students’ knowledge of human resource management? Content validity ◦ A test that is content valid is one that contains a fair sample of the tasks and skills actually needed for the job in question. Do the test questions in this course relate to human resource management topics? Is taking an HR course the same as doing HR?

Types of Tests • Personality Tests – Tests that use projective techniques and trait

Types of Tests • Personality Tests – Tests that use projective techniques and trait inventories to measure basic aspects of an applicant’s personality, such as introversion, stability, and motivation. – Disadvantage • Personality tests—particularly the projective type—are the most difficult tests to evaluate and use. – Advantage • Tests have been used successfully to predict dysfunctional job behaviors and identify successful candidates for overseas assignments.

The “Big Five” Extroversion ◦ The tendency to be sociable, assertive, active, and to

The “Big Five” Extroversion ◦ The tendency to be sociable, assertive, active, and to experience positive effects, such as energy and zeal. Emotional stability/neuroticism ◦ The tendency to exhibit poor emotional adjustment and experience negative effects, such as anxiety, insecurity, and hostility. Openness to experience ◦ The disposition to be imaginative, nonconforming, unconventional, and autonomous. Agreeableness ◦ The tendency to be trusting, compliant, caring, and gentle. Conscientiousness ◦ Is comprised of two related facets: achievement and dependability. ◦ Punctual, organized and systematic

Brain Dominance Left-brained Logical Analytical Objective Critical thinking Numbers Right-brained Emotional Thoughtful Subjective Creative

Brain Dominance Left-brained Logical Analytical Objective Critical thinking Numbers Right-brained Emotional Thoughtful Subjective Creative Intuition

Tests of Cognitive Abilities – Intelligence Tests • Tests of general intellectual abilities that

Tests of Cognitive Abilities – Intelligence Tests • Tests of general intellectual abilities that measure a range of abilities, including memory, vocabulary, verbal fluency, and numerical ability. • Example: IQ tests • Mike and Todd have $21 between them. Mike has $20 more than Todd. How much money each of them has? – Aptitude tests • Tests that measure specific mental abilities, such as inductive and deductive reasoning, verbal comprehension, memory, and numerical ability.

Situational Tests – The candidates will be presented with situations representative of the job

Situational Tests – The candidates will be presented with situations representative of the job for which they are applying in order to evaluate their responses – A testing method based on measuring an applicant’s performance on actual basic job tasks.

A Situational Test Walk a mile in British Airways’ shoes. Description- Imagine, you have

A Situational Test Walk a mile in British Airways’ shoes. Description- Imagine, you have applied at British Airways for a Customer Service Officer position. The manager of the department is happy with your qualifications. However, he wants you to take a situational test prior to getting into the job.

Scenario • British Airways has been under fire quite a bit for its bad

Scenario • British Airways has been under fire quite a bit for its bad customer service, and social media only promotes its problem • A customer named Hassan Syed recently paid to promote a Tweet complaining about British Airways’ customer service after the company lost his father’s suitcase

Here is what Hassan Syed posted on Twitter!

Here is what Hassan Syed posted on Twitter!

What Happens Next? • The tweet was seen by 76, 000 users • It

What Happens Next? • The tweet was seen by 76, 000 users • It negatively impacted on the reputation of the organization • To make things worse, British Airways failed to respond to the promoted tweet for eight hours

What Happens Next? • Finally, BA replied to the message!

What Happens Next? • Finally, BA replied to the message!

What Happens Next? • The Customer Service Manager of British Airways is really worried

What Happens Next? • The Customer Service Manager of British Airways is really worried about the issue • He wants you to resolve the issue. • How would you respond this situation?

Video Based Situational Testing • Video-Based situational testing – A situational test comprised of

Video Based Situational Testing • Video-Based situational testing – A situational test comprised of several video scenarios, each followed by a multiple choice question that requires the candidate to choose from among several courses of action. – While the evidence is mixed, the results suggest that video-based situational tests can be useful for selecting employees.

An Example (A manager is upset about the condition of the department and takes

An Example (A manager is upset about the condition of the department and takes it out on one of the department’s employees) Manger- Well, I am glad you’re here. Associate- Oh? Why is that? Manager- Look, at this place, that’s why! I take a day off and come back to find the department in mess. You should know better. Associate- But, I didn’t work late last night. Manager- May be not. But, there have been plenty of times before when you’ve left the department in a mess. (the scenario stops here. If you were this associate, what would you do? )

You Have the Following Choices a. Let the other associates responsible for the mess

You Have the Following Choices a. Let the other associates responsible for the mess know that you had to take the heat b. Straighten up the department and try to reason with the manager later c. Suggest to the manager that he talks to the other associates who made the mess d. Take it up with the manager’s boss

The Miniature Job Training – Candidates are trained to perform a sample of the

The Miniature Job Training – Candidates are trained to perform a sample of the job’s tasks, and then are evaluated on their performance. – The approach assumes that a person who demonstrates that he or she can learn and perform the sample of tasks will be able to learn and perform the job itself.

Test of Motor and Physical Abilities • Tests of motor abilities – Tests that

Test of Motor and Physical Abilities • Tests of motor abilities – Tests that measure motor abilities, such as finger dexterity, manual dexterity, and reaction time. – Example- Crawford Small Parts Dexterity Tests • Tests of physical abilities – Tests that measure static strength, dynamic strength, body coordination, and stamina – Example- Lifeguard Tests

Problem from the Test of Mechanical Comprehension Which gear will turn the same way

Problem from the Test of Mechanical Comprehension Which gear will turn the same way as the driver?

Achievement Tests • Achievement tests – Test that measure what a person has already

Achievement Tests • Achievement tests – Test that measure what a person has already learned – Example- The tests you take at NSU – These tests measure your “job knowledge” in areas like accounting, marketing, or personnel

Background Investigations & Reference Check • Did the candidates lie? Did they furnish false

Background Investigations & Reference Check • Did the candidates lie? Did they furnish false documents? • Commonly verified data may include past employment, education, identification and legal eligibility for the employment • 31% of the applicants had lied about their qualifications and 19% had posted information about their drinking and drug • On Facebook, one employer found that a candidate had described his interests as smoking pots and shooting people

Background Investigations & Reference Check (cont. ) • Most employers are concerned with background

Background Investigations & Reference Check (cont. ) • Most employers are concerned with background investigation and reference check • Extent of investigations and checks – – – Reference checks (87%) Background employment checks (69%) Criminal records (61%) Driving records (56%) Credit checks (35%)

Background Investigations and Reference Checks • Sources of information for background checks: – Former

Background Investigations and Reference Checks • Sources of information for background checks: – Former employers – Educational institution – Local police station – Commercial credit rating companies – Written references

Reference Checking Form (Verify that the applicant has provided permission before conducting reference checks)

Reference Checking Form (Verify that the applicant has provided permission before conducting reference checks) Candidate Name: Reference Name: Company Name: Dates of Employment: (From: and To: ) Position(s) Held: Salary History: Reason for Leaving: Explain the reason for your call and verify the above information with the supervisor (including the reason for leaving) 1. Please describe the type of work for which the candidate was responsible. 2. How would you describe the applicant’s relationships with coworkers, subordinates (if applicable), and with superiors? 3. Did the candidate have a positive or negative work attitude? Please elaborate 4. How would you describe the quantity and quality of output generated by the former employee? 5. What were his/her strengths on the job? 6. What were his/her weaknesses on the job? 7. What is your overall assessment of the candidate? 8. Would you recommend him/her for this position? Why or why not? 9. Would this individual be eligible for rehire? Why or why not? Other comments?

The Polygraph and Honesty Testing • The polygraph (or lie detector) – A device

The Polygraph and Honesty Testing • The polygraph (or lie detector) – A device that measures physiological changes, – The assumption is that such changes reflect changes in emotional state that accompany lying.

Permitted Users of the Polygraph • Employers with contracts involving: – – National defense

Permitted Users of the Polygraph • Employers with contracts involving: – – National defense or security Nuclear-power (Department of Energy) Access to highly classified information Counterintelligence (the FBI or Department of Justice) • Other exceptions – – – Hiring of private security personnel Hiring persons with access to drugs Conducting ongoing investigations involving economic loss or injury to an employer’s business.

Paper-and-Pencil Honesty Tests • Paper-and-pencil honesty tests – Psychological tests designed to predict job

Paper-and-Pencil Honesty Tests • Paper-and-pencil honesty tests – Psychological tests designed to predict job applicants’ proneness to dishonesty and other forms of counterproductivity. – Measure attitudes regarding things like tolerance of others who steal, acceptance of rationalizations for theft, and admission of theft-related activities.

Graphology • Graphology (handwriting analysis) – Assumes that handwriting reflects basic personality traits. –

Graphology • Graphology (handwriting analysis) – Assumes that handwriting reflects basic personality traits. – Graphology’s validity is highly suspect. Handwriting Exhibit Used by Graphologist

Physical Examination Reasons for preemployment medical examinations: ◦ To verify that the applicant meets

Physical Examination Reasons for preemployment medical examinations: ◦ To verify that the applicant meets the physical requirements of the position ◦ To discover any medical limitations you should take into account in placing the applicant. ◦ To establish a record and baseline of the applicant’s health for future insurance or compensation claims. ◦ To reduce absenteeism and accidents ◦ To detect communicable diseases that may be unknown to the applicant.

Formats of Interviews • Unstructured or nondirective interview – An unstructured conversational-style interview in

Formats of Interviews • Unstructured or nondirective interview – An unstructured conversational-style interview in which the interviewer pursues points of interest as they come up in response to questions. – No set format – A few questions could be specified beforehand • Structured or directive interview – An interview following a set sequence of questions – The questions also contain the answer for appropriateness

Structured Interview 1. How did you choose this line of work? 2. What did

Structured Interview 1. How did you choose this line of work? 2. What did you enjoy most about the last job? 3. What did you like least about the last job? 4. What are some of the pluses and minuses of your last job? 5. How did you leave the last job? 6. Did you give notice prior to leaving? 7. Why should you be hired by us? 8. What do you expect from this employer? 10. What are your strengths and weaknesses?

Use Structured Interview • Structured interviews are superior • All applicants are asked the

Use Structured Interview • Structured interviews are superior • All applicants are asked the same questions. Hence the procedure is reliable and valid • Interviewers with low competencies can conduct the interviews • Reduces subjectivity and potential of biasness

Interview Content: Types of Questions • Situational interview – A series of job-related questions

Interview Content: Types of Questions • Situational interview – A series of job-related questions that focus on how the candidate would behave in a given situation. – For example, as as supervisor, how would you act in response to a subordinate coming to work late 3 days in a row?

Interview Content: Types of Questions • Behavioral interview – A series of job-related questions

Interview Content: Types of Questions • Behavioral interview – A series of job-related questions that focus on how they reacted to actual situations in the past – Situational interviews ask candidates to respond to the hypothetical situation today. By contrast, behavioral interviews invite the candidates to describe the actual situations in the past.

Distinction • Situational interview: How would you respond to a faulty delivery complaint? (It

Distinction • Situational interview: How would you respond to a faulty delivery complaint? (It is a hypothetical situation) • Behavioral interview: Tell me about a time you were dealing with a faulty delivery (real situation)

Behavioral Interview • https: //www. youtube. com/watch? v=q. KBub. KO 798

Behavioral Interview • https: //www. youtube. com/watch? v=q. KBub. KO 798

Let’s Face a Situational Interview! • Read the situations carefully • Find out the

Let’s Face a Situational Interview! • Read the situations carefully • Find out the most effective answers • You may also find out the least effective ones

Interview Content: Types of Questions • Job-related interview – A series of job-related questions

Interview Content: Types of Questions • Job-related interview – A series of job-related questions that focus on relevant past experiences – The candidates won’t be asked to respond to hypothetical or real situations – They will be asked relevant job-related or education-related question – “What was your favorite course at NSU Business School? ”

Interview Content: Types of Questions • Stress interview – An interview in which the

Interview Content: Types of Questions • Stress interview – An interview in which the interviewer seeks to make the applicant uncomfortable with occasionally rude questions that supposedly to spot sensitive applicants and those with low or high stress tolerance – Example 1. see this pen I’m holding. Sell it to me 2. How would you evaluate me as an interviewer?

Interview Content: Types of Questions • Puzzle interviews – Recruiters for technical, finance, and

Interview Content: Types of Questions • Puzzle interviews – Recruiters for technical, finance, and other types of jobs use questions to pose problems requiring unique (“out-of-the-box”) solutions to see how candidates think under pressure. – “Mike and Todd have $21 between them. Mike has $20 more than Todd. How much money each of them has? ”

Home Work • Puzzle question In a country in which people only want boys,

Home Work • Puzzle question In a country in which people only want boys, every family continues to have children until they have a boy. If they have a girl, they have another child. If they have a boy, they stop. What is the proportion of boys to girls in the country?

Errors Affecting Interviews • First impressions – The tendency for interviewers to jump to

Errors Affecting Interviews • First impressions – The tendency for interviewers to jump to conclusions—make snap judgments—about candidates during the first few minutes of the interview. – Negative bias: unfavorable information about an applicant influences interviewers more than does positive information.

Errors Affecting Interviews • “Really, to make a good impression, you don’t even get

Errors Affecting Interviews • “Really, to make a good impression, you don’t even get time to open your mouth. An interviewer’s response to you will generally be preverbal- how you walk through the door, what your posture is like, whether you smile, whether you have a captivating aura, whether you have a firm, confident handshake. You have got about half a minute to make an impact and after that you are doing is building on a good or bad first impression. It’s a very emotional response”

Errors Affecting Interviews • Misunderstanding the job – Not knowing precisely what the job

Errors Affecting Interviews • Misunderstanding the job – Not knowing precisely what the job entails (job description) and what sort of candidate is best suited (job specification) causes interviewers to make decisions based on incorrect stereotypes of what a good applicant is. • Candidate-order error – An error of judgment on the part of the interviewer due to interviewing one or more very good or very bad candidates just before the interview in question.

Errors Affecting Interviews • Nonverbal behavior and impression management – Interviewers’ inferences of the

Errors Affecting Interviews • Nonverbal behavior and impression management – Interviewers’ inferences of the interviewee’s personality from the way he or she acts in the interview have a large impact on the interviewer’s rating of the interviewee. – Clever interviewees attempt to manage the impression they present to persuade interviewers to view them more favorably – It certainly seems to pay interviewees to “look alive”

Factors Affecting Interviews • Halo effect - Halo effect occurs when an interviewer allows

Factors Affecting Interviews • Halo effect - Halo effect occurs when an interviewer allows one strong point about the candidate to overshadow everything else • Horn effect - The horn effect is just the opposite - Allowing one weak point to influence everything else

Factors Affecting Interviews • Effect of personal characteristics: attractiveness, gender, race – Interviewers tend

Factors Affecting Interviews • Effect of personal characteristics: attractiveness, gender, race – Interviewers tend have a less favorable view of candidates who are: • Physically unattractive • Female • Of a different racial background • Disabled

Factors Affecting Interviews • Interviewer behaviors affecting interview outcomes – Inadvertently telegraphing expected answers

Factors Affecting Interviews • Interviewer behaviors affecting interview outcomes – Inadvertently telegraphing expected answers – Talking so much that applicants have no time to answer questions – Letting the applicant dominate the interview – Acting more positively toward a favored (or similar to the interviewer) applicant.

How to Conduct an Effective Job Interview ◦ Step 1: Make sure you know

How to Conduct an Effective Job Interview ◦ Step 1: Make sure you know the job - Job duties and human skills - Study the job description and specification ◦ Step 2: Structure the interview - Use base, job knowledge, situational and behavioral questions - study the job well in order to evaluate the answer of the candidates - Use same questions (the more standardized, the better) - Use Descriptive rating scale (good, fair, poor) - Have several ideal answers and a score for each question

How to Conduct an Effective Job Interview ◦ Step 3: Get organized - Interview

How to Conduct an Effective Job Interview ◦ Step 3: Get organized - Interview should take place in a private room where telephone calls are not allowed - Minimize interruption - Prior to the interview review the applications and resumes of the candidates - A study of 191 respondents showed that 39% of the interviewers were nor prepared ◦ Step 4: Establish rapport - Create a comfortable atmosphere for the interviewees - Greet the candidate and start the interview by asking noncontroversial questions (weather or traffic condition)

How to Conduct an Effective Job Interview ◦ Step 5: Ask Questions - Try

How to Conduct an Effective Job Interview ◦ Step 5: Ask Questions - Try to follow the situational, behavioral and job knowledge questions you wrote ahead of time Don’ts 1. Don’t ask questions that the candidates can answer with a yes or no 2. Don’t telegraph the desired answer 3. Don’t let the applicant dominate the interview Dos: 1. Do ask open-ended question 2. Do listen to the candidates 3. Do ask for examples 4. Do draw out applicant’s opinion

How to Conduct an Effective Job Interview ◦ Step 6: Take a brief note

How to Conduct an Effective Job Interview ◦ Step 6: Take a brief note during the interview - Doing so may help avoid making a snap decision based on inadequate information ◦ Step 7: Close the interview - Try to end the interview on a positive note - Tell the applicant whethere is any interest - Make rejections diplomatically (example- “Although your background is impressive, there are other candidates whose experience is closer to our requirements. ” - If you are undecided, tell so - If you need to write to the candidates, do so within a few days

How to Conduct an Effective Job Interview ◦ Step 8: Review the interview -After

How to Conduct an Effective Job Interview ◦ Step 8: Review the interview -After the candidates leave review your interview notes - Score the interview guide answers - Review interview while it’s fresh

“Recently, I was asked if I was going to fire an employee who made

“Recently, I was asked if I was going to fire an employee who made a mistake that cost the company $600, 000. No, I replied, I just spent $600, 000 training him. Why would I want somebody to hire his experience? ”– Thomas John Watson Sr. , IBM “Human Resources isn’t a thing we do. It’s the thing that runs our business. ”– Steve Wynn

Thanks

Thanks