Section 1

Human Resources Week 3 Section 1 Selecting the right employees Forming the employment relationship

Selection’s role in HR management This process consists of two parts: 3. Attracting a pool of suitable candidates; 4. Selecting And after deciding: - Who has the skills, knowledge and other attributes required for successful performance in the job; - Who is likely to fit in well with the organisation and its people. The nature of selection has changed, It used to be oneway process, now it is two-way process, because the candidates are selecting a future workplace for themselves too and they are inquiring about the possibly future place of work in terms of suitability.

Whatever methods are used in selecting new employees, the main aim in the selection process is to predict how well a person will perform in the job and fit into the organisation. The information provided by the selection process should be valid and reliable. Multiple hurdles approach – Job applicants are subjected to several different selection techniques and stages (the more difficult job is the more complicated tests are used).

Selection methods The most popular methods are three groups: -Those which describe past behaviour (e.g. biodata, references, manager or peer-group ratings); -Those which focus on present behaviour (e.g. personality questionnaires, some interviews, self-assessment, work samples, handwriting analysis, repertory grids); -Those which are concerned with future behaviour (e.g. future biography, situational interviews). Repertory grip – mental map of how interviewee views the world. -candidates’ application; -Biodata (candidate information related to job performance requirements is gathered in structured format); -Telephone screening; -Computer-aided applications and screening; -CVs and resumes; -Unsolicited applications.

Preparing your CV Personal details Full name, contact address and telephone numbers are essential. You can choose whether to include age, date of birth, marital status and other personal information. Education Give details of higher education: institutions attended, courses takes, results gained, and degrees or diplomas granted. Do not forget any courses and qualifications gained outside the formal education system. Occupational qualifications List any professional, trade or other occupational qualifications, the institution or authority which granted them, the dates they were obtained , and how they were achieved. Current or last employment (job title, and dates you held the job. A brief statement of the main activities and responsibilities of the role could be helpful).

Previous employment List jobs, and dates, starting with the most recent. Training and development A full list of every course attended might be very long indeed. Select those courses or conferences which seem to be relevant to the requirements of the position applied for. Professional associations List your membership of relevant occupational or professional associations, including any positions you have held. Conference presentations can also be listed. Personal interests/ activities Most recruiters will not be very interested that you are keen on gardening, reading or travel. They might be interested in any leisure-time interests or activities which relate to your knowledge, skills or aptitudes for the particular job. Being a school trustee, or a sports teams coach, or a volunteer charity worker can be useful information about you.

Job interviews -Organisation gains information and impressions about the applicant; -The applicant gains information and impressions about the organisation; -The process of selection (by both parties) and contracting begins, or is abandoned. The personal interview continues to be the most widely used method for selecting employees, despite the fact that it is a costly, inefficient, and usually invalid procedure. It is often used to the exclusion of far more thoroughly researched and validates procedures. Even when the interview is used in conjunction with other procedures, it is almost always treated as the final hurdle in the selection process. In fact, other selection methods are often regarded simply as supplements to the interview.

Common criticisms of the interview -Lack of preparation; -Talkativeness; -Reliance on first impression; -Stereotyping; -Judging by appearances; -Body language; -Halo effect; -Inconsistency; -‘Just like me’ effect; -Negative information effect; -Cultural differences.

Conducting the interview -Interview sequence; -Choosing the interviewers; Preparation; -Personality; -Status; -

Types of interview -Unstructured interviews; -Structures interviews.

Conducting the employment interview -Put the applicant at ease; -Convey respect and interest; -Ask questions; -Allow the candidate to ask questions; -Listen; -Close carefully.

Behavioural description interviews (past behaviour is the best predictor of future behaviour); - Situational interviews (future performance can be predicted from knowledge of the goals and intentions of applicants, and thus they are asked what they would do in specific circumstances). -

Panel Interviews Interviews with two or more interviewers have been common in public sector recruitment and for appointments to very senior executive positions, and are now being more widely used generally. The advantages are reliability and consistency, guard against problems of discrimination and bias. Computer interviews Realistic job previews It covers all aspects of the job – both favourable and unfavourable. A typical preview will cover: - the characteristics of the work itself – is it challenging, routine, varied or repetitive? -The style of the organisation and the manager of the particular job or work group; -Relationships in the work group; -Training and development opportunities; -The performance planning and review system and how it works in practice; -Problem areas in the work or organisation.

Occupational testing Any standardised set of questions or tasks which is intended for use as a comparative measure of the skills, knowledge, abilities and other characteristics of individuals in an employment context. Psychometrics. The measurement of individual differences in psychological functions (e.g. intelligence, personality) by means of standardised tests. Tests of general mental ability; -Tests of specific ability; -Personal questionnaires. -

References A description of a person’s qualifications, experience and characteristics, provided by someone who knows the person well. Types of references: - Personal or character references from an applicant’s friends or colleagues, which are of limited use in the employment situation; -Documentary evidence of educational or professional qualifications, work permits, visas and the like; -Descriptions of work experience provided by former employers. Handled properly, references can be a source of valuable information.

Reference checking Questions to ask in a reference check Background - What was your relationship to the candidate? - How long have you known the candidate? -What were the dates of the candidate’s employment? - Where did the candidate work before joining/ after leaving your organisation? Job and workplace - What was the candidate’s job title? - What were the candidate’s main responsibilities – in order of importance? - What kind of environment did the candidate work in? - How would you describe the candidate’s performance overall? - What would you say are the candidate’s strengths?

- What would you say are the candidate’s weaknesses? - How would you compare the candidate’s performance with others with similar responsibilities? - How did the candidate get on with peers/ subordinates/ supervisors? - How well did the candidate manage others? - What would subordinates/ peers say about the candidate? - What could the candidate have done to produce better results? - What does the candidate need to do for continued professional growth and development? - What other information can you offer to help me develop a more complete picture of the candidate?

The selection decision The purpose of this information gathering and candidate assessment is to make a well-informed decision to appoint someone. The seven – point plan 5. Physical make-up 6. Attaintments 7. General intelligence 8. Special aptitudes 9. Interests 10. Disposition 11. Circumstances. Medical examination Making the appointment Unsuccessful candidates

The five-fold framework 2. Impact on others, or the kind of response an individual’s appearance, speech and manner calls out from others. 3. Qualifications and experience, or the knowledge and skill different types of work require. 4. Innate abilities, or how quickly and accurately an individual’s mind works. 5. Motivation, or the kind of work that appeals to the individual and how much effort the person is prepared to apply to it. 6. Emotional adjustments, or the amount of stress involved in living and working with other people.

FORMING THE EMPLOYMENT RELATIONSHIP The employment relationship has both economic and social dimensions. Employers are willing to pay wages and salaries and provide other benefits in order to have work done and workers are willing to accept those rewards as the economic base for their lifestyles. In addition, people’s work provides them with personal identity, and the workplace offers them opportunities for social interaction. - The employment contract or employment agreement, which establishes the formal and legal relationship of employer and employee, and is subject to the requirement of legislation; -The psychological contract, which embodies all our assumptions and expectations about employment in a job and organisation, and is formed through the process of induction and socialisation.

Employee means any person of any age employed by an employer to do any work for hire or reward under a contract of service; and includes a homeworker, or a person intending to work; but excludes a volunteer. Employer means a person employing any employee or employees; and includes a person engaging or employing homeworker. The Employment Relations Act 2000 enlarges definition of employer and it is referred to managers and other people who act on the employer’s behalf. Employee or independent contractor? Contract of service. Governs relationship between an employer and an employee. Contract for services. Governs relations between an employer and an independent contractor.

At the heart of the employer-employee relationship is a duty of mutual respect Employer’s obligations -To pay wages; -To provide work; -To provide a safe workplace and safe work systems; -To reimburse expenses or losses; The employee’s obligations -To be present at work; -To obey lawful and reasonable orders; -To exercise reasonable care; -To work faithfully and honestly.

State sector employment Employees should fulfill their lawful obligations to Government with professionalism and integrity. Employees should perform their official duties honestly, faithfully, and efficiently, respecting the rights of the public and their colleagues. Employees should not bring their employer into disrepute through their private activities. Collective employment agreement An agreement that is binding on – - one or more unions, and - one or more employers; and - two of more employees.

Individual employment agreement. An agreement entered into by one employer and one employee who is not bound by a collective agreement that binds the employer. Individual agreements should contain the following information: -The name of the employee and employer; -A description of the work to be performed by the employee; -An indication of where the employee is to perform the work; -An indication of the arrangements relating to the times the employee is to work; -The wages or salary payable to the employee; -A plain language explanation of the services available for employers and employees to resolve any employment relationship problems.

Types of individual agreements: Fixed term agreements; -Probationary appointments. -

Forming the employment contract Agreement; -Consideration; -Intention to create a contract; -Capacity; -Consent; -Legality. -

According to the Employment Relations Act rules, the employer must: - Provide the intending employee with a copy of the agreement; -Advise the intending employee that she or he is entitled to seek independent advice about the agreement; -Give the intending employee a reasonable opportunity to seek such advice. Implied terms -Hours of work; -Public Holidays; -Annual holidays; -Special leave.

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