Employee recruitment

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CHAPTER 6 Employee recruitment selection
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Chapter outcomes

• Identify different ways that labour markets can
  be identified and approached
• Discuss the advantages and disadvantages of
  internal versus external recruiting
• Identify internal and external methods of
  recruiting
• List and discuss a number of hiring alternatives
• Explain the HR department's role in the selection
  process

3
Chapter outcomes (continued)

• Diagram and discuss the sequence of a typical
  selection process
• Discuss several types of selection interviews and
  some key considerations when conducting these
  interviews
• Discuss the merits of references
• Describe the various decision strategies for
  selection
• Explain how legal concerns impact on both
  recruitment and selection

4
Definitions

• Recruitment the process of acquiring applicants
  who are available and qualified to fill positions
  in organisations
• Selection the process of choosing from a group
  of applicants the individual best suited for a
  particular position

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Linking the role of recruitment and selection
External labour market
Recruitment activities
Organisations need for additional labour
Selection activities
6
The recruitment process
Internal sources Internal methods
HRP
JA info
Satisfactory pool of recruits
Environment
AA EE
Job requirements
Job openings identified
External sources External methods
Managers comments
Specific requests
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Recruitment strategies in a diverse workforce

• Non-traditional recruitment strategies
• Disadvantaged training programmes
• Learnerships/apprenticeships and mentoring
  programmes
• Career exhibitions
• Telerecruiting
• Diversity data banks

8
Labour markets information

• Labour market sources
• Part-time employees
• Underemployed individuals
• Pirating
• Operation of the labour market

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Recruitment sources

• Internal sources
• (Also discuss employee relocation, glass ceiling)
• External sources
• (also discuss Peter Principle)

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Advantages

• Internal recruitment
• ? Morale
• Knowledge of records
• Chain effect of promotion
• Need to hire at entry level
• Usually faster, less expensive

• External recruitment
• Applicant pool is bigger
• New ideas, contact
• ? Internal infighting
• Minimises Peter Principle

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Disadvantages

• Internal recruitment
• Unhealthy competition
• Inbreeding
• Morale problem for those not promoted
• Strong management development programme needed

• External recruitment
• Destroy incentive of employees to strive for
  promotion
• Individuals ability to fit in is unknown
• Increased adjustment problem

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Methods of recruitment

• External methods
• Direct applications
• Employee referrals
• University campus recruiting
• Private employment agencies
• Advertising
• Direct mail
• Radio, TV the Internet

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Methods of recruitment

• External methods
• Direct applications
• Employee referrals
• University campus recruiting
• Private employment agencies
• Advertising
• Direct mail
• Radio, TV the Internet

14
Hiring alternatives

• Assigning overtime
• Temporary help
• Leasing employees

15
Recruitment and the law

• LRA 66 of 1995
• BCEA 75 of 1997
• EEA 55 of 1998 (amended)

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Selection

• An HR responsibility
• Selection and the law
• Selection process

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Framework for selection
Selection instruments
Job specification
Job success criterion
Job design
Organisational goals
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Steps in the selection process
Comply?
Initial screening
Yes/No
Application blank
Yes/No
Pre-employment testing
Yes/No
Reject
Interviews
Yes/No
Job offer
Reference checks
Yes/No
Medical examination
Yes/No
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Initial screening (step 1)

• Removing obviously unqualified/undesired
  applicants
• Critical job specifications or requirements of
  EEA
• CV red flags
• CV tracking system

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Application blank (step 2)

• Information obtained is compared to JS to
  determine if there is a potential match
• Weighted application blank
• CV method
• Uses of application blank

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Pre-employment testing (step 3)

• Reliability of a test refers to consistency of
  measurement, usually across time but also across
  different raters
• Validity is the extent to which scores on a test
  or interview correspond to actual job performance

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Pre-employment testing (continued)

• Employment Equity Act Section 8 of Chapter II
• Managerial selection devices
• Assessment centres

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Interviews (step 4)

• Purpose of the interview
• Does the applicant have the ability to perform
  the job?
• Will the applicant be motivated to be successful?
  
• Will the applicant match the needs of the
  organisation?

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Interviews (continued)

• Reliability validity of interviews
• Problems with interview
• Structured objective process
• Effective interviewing
• Setting
• Documentation
• Standardisation
• Scoring
• Reviewing specifications
• Reviewing the application blank
• Training the interviewer
• Job-related questions

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Interviews (continued)

• Types of interviews
• One-on-One
• Panel
• Structured interview (directive/patterned)
• Unstructured (not advisable)
• Realistic job preview

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Reference checks (step 5)

• Methods (personal visits, telephonic, mail)
• Telephone advantages
• Immediate clarification
• More information
• Relatively little expense
• Additional areas
• A structured form

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Reference checks (continued)

• Personal references
• Verify data received on application blank
• Evaluate the quality of the personal
  recommendation
• Determine how well the person knows the applicant
• Previous employers

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Medical examination (step 6)

• After job offer has been made
• Contingent to passing the medical examination
• EEA Section 7(1) and (2) Section 50(4)
• Can test if it can be justified

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The selection decision

• Compensatory selection all applicants who pass
  the initial screening will be tested, interviewed
  etc
• Multiple hurdles selection applicant needs to
  pass each hurdle (step)

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Record keeping

• EEA
• LRA
• Keep complete set of records of the recruitment
  and selection process
• Proof of non-discrimination
• Keep documents such as advertisements, contract
  with employment agencies etc

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Summary

• Recruitment requires the HR specialist to acquire
  a pool of available and qualified applicants. The
  recruiters can tap a variety of sources,
  including current employees, part-time workers,
  the unemployed and employees of other
  organisations who feel they are underemployed.
• Job-posting programmes are widely used to recruit
  applicants for positions. New voice-mail and
  electronic-mail systems offer several advantages
  over traditional bulletin boards.
• Effective recruitment advertising has increased
  because of the use of common marketing research
  tools. The need for advertising has increased
  because of dual-career couples and a general
  unwillingness to relocate on the part of
  professional and technical employees.
• Current employees are the most common source of
  applicants for higher-level positions. They offer
  the organisation several advantages over external
  applicants and give all employees the incentive
  of knowing that they may be promoted as a reward
  for hard work.

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Summary

• Overtime, temporary help and leasing are
  alternative sources of additional labour.
  Depending on the number of hours and skills
  needed, these recruitment sources may be more
  desirable than hiring permanent employees.
• University/school campus recruitment has become
  more competitive and employers more sophisticated
  in their methods. A poor economy should signal to
  students the need to sue innovative job leads.
• Pre-employment tests can be effective tools in
  the selection process. If carefully selected,
  validated and monitored, they can help select
  applicants who will match the position's
  requirements.
• Reference checking has increased in use but has
  been subjected to legal challenges. Employers can
  legally provide factual and accurate information,
  but they should be able to verify any job-related
  information they release.