Recruitment, Selection, Retention.pptx

RECRUITMENT, SELECTION AND RETENTION

STRATEGIC CHOICES  An organization can make a strategic choice to focus recruiting efforts on m inorities and women.  Organization can choose to “make” or “buy” their employee  Organizations make strategic decisions regarding the budget allocated for r ecruiting and selecting employees  An organization can make a strategic choice to explore untapped labor sour ces  Organizations make strategic decisions regarding the technological sophisti cation of their recruiting and selection devices  An organizations can choose the extent to which internal vs external recrui ting methods are used  An organizations must decide whether or not to develop a plan to retain qu alified workers

RECRUITING METHODS INTERNAL RECRUITMENT Advantages

Disadvantages

Employees familiar with organization

Political infighting for promotion

Lower recruiting and training costs

Inbreeding

Increasing morale and motivation for

Morale problem for those not promoted

employees

Probability of success due to better assessment of abilities and skills

 

EXTERNAL RECRUITMENT Advantages

Disadvantages

New ideas and approaches

Lack of “fit” between employee and organization

“Clean slate” regarding company specific

Lowered morale and commitment of employees

experiences from which to build Level of knowledge and skill not available in current organization

Increased adjustment period

UTILIZING RECRUITING SOURCES Company frequently use a variety of internal and external recruiting strategies to locate their workers. Altough one technique may work well for some organizations, the same technique may prove ineffective for others

POSSIBLE ORGANIZATIONAL RECRUITING PLAN

RETAINING EMPLOYEES One of the primary roles of recruitment is to attract a number of qualified applicants. However retaining those employees selected is also an important issue. Too often a recruiter attemps to “sell” the organizations to the candidate and subsequently inflates the positive characteristic of the organization while minimizing any negative features. This is often termed the flypaper approach, which assumes that if an organization can attract people, these new employee will “stick” with the organization.

ALTERNATIVES TO RECRUITMENT         

Traditional Temporary Help Long-term Temporary Assignment In-house Temporary Employees Temp-to-Perm Programs Part-time Employees Employee Leasing Temp-to-Lease Programs Independent Contractors Outsourcing Services

RECRUITING AND THE LEGAL ENVIRONMENT To avoid disparate treatment charges, recruiting firm should keep in mind the following : • •

•

Prior using any type of selection test, it should be thoroughly tested for j ob validity. If using an interview, make sure that is highly structured and that all interv iewers ask exactly the same questions. If panel interviewers is used, c heck the composition of the panel. If only one race, sex, and age the grou p is represented, think about changing the panel. Finally, interviewers sh ould be in-structured to write down only job – related item about the ca ndidate. Be leery of testers. Testers usually works in pairs and apply for the same j ob. Both applicant will supply virtually identical resumes, with the only s ignificant difference being race, sex, or age. If the applicant from the prote cted class gets turned down for the job and the majority candicate is hir ed, the testers may be able to sue for discrimatory practices.

EVALUATING RECRUITING METHOD Given the importance of recruiting to the organization, the methods used in recruiting should be evaluated periodically. One of the most important reason is to determine the cost versus the benefits of various methods. Recruiting costs include factors such as the cost of advertising, the salaries a nd travel expenses of recruiters, travel expenses of potetial job applicants, an d recruiting agency fees. These costs must be weighted against factors such as the proportion of acceptance.

THE SELECTION PROCESS Application Blanks and Resume Testing Interviews Reference Checks Job Offer Physical Examination Hire New Employee

Application Blanks and Resume The initial screening of potential employees is usually done by examining r esumes and/or having the aplicant fill out an application blank. Item that s hould be requested include general biographical information : an extensive e mployment history including most recent jobs, employer’s name, addresses, d ates of employment, position held, and reason for leaving. Personal references ; and the aplicant’s signature showing consent for the e mployer to investigate all of the information provided. An incomplete application should automatically disqualify the candidate. Verification of an information on an application is becoming increasingly important to avoid claims of negligent hiring.

Reability and Validity in Testing Selection testing is means of obtaining standarized information from potential employees. Standarization means that the test contains the same content for each aplicant and is administered and scored in the same way for everyone. Using test as a selection device is useful only when the tests are reliable and valid.

.

Types of Selection Test • • • •

Mental ability test Work Samples Personality and general interest inventories Honesty Tests

The Interview Determine the job requirements through a formal job analysis. Focus on only those knowlegde requirements, skills, ability, and another characteristic necessary to perform the job well. Develop interview questions based on information gathered in the job analysis. Conduct the interview in a relaxing setting. Try to put the job applica nt at ease by giving general information about the company and as king simple questions. Evaluate each candidate according to his or her relevant job k nowledge, skills, and abilities.

CONSEQUENCES OF NOT HIRING AN APPLICANT

MANAGEMENT GUIDELINES Managers should consider recruiting minorities, female, handicapped, and older workers as workforce demographic change. Managers can often improve employee satisfaction, commitment, and retention r ates by promoting from within the company when feasible. Career development should usually be part of any training program for new hires Preemployment forms should be free of questions that could be perceived as d iscriminating. Affirmative action principles, if observed in the recruiting and selection process, c an help to develop a more diverse workforce. Measurement reability and validity should always be considered in the recruiting and selection process. The specific recruiting and selection methods should be consistent with the s trategic thrust of the firm.