OB & HRM - Lesson 9: Recruitment & Selection

Management Attention

Given the strategic importance of HRM, top management involvement is key to win, develop and retain the best talents. The way line managers imbed the companies strategy, its vision and values on a daily basis is the single most critical factor to improve retention, motivation and productivity in any organisation. People will watch and will notice how leaders in fact behave in all the vision and value relevant areas.

Recruiting and Retention

People still do not believe that every unwanted leave costs the firm between CHF 50'000 - 100'000 or 3 - 12 monthly salaries (direct costs related with profiling, sourcing, assessing, selecting, closing and induction) Every % change in turnover rate is easily worth millions of CHF (bottom line cost reduction) There is a proven strong correlation between - employee retention - client retention and - profitability

Interviewing methods

Situational interviews Behavorial description interviews Strength-Based interviews: Case interviews Structured interviews Unstructured interviews Strength-Based interviews

Job Analyses

The process of obtaining information about jobs by determing what the duties, tasks, or activities of jobs are. HR managers use the data to develop job descriptions and job specifications that are the basis for employee performance appraisals and development. The ultimate purpose of job analysis is to improve organizational performance and productivity. Job analyses is split in two parts: 1. Job descriptions 2. job Specifications.

Employer Branding

- "Employer Branding establishes the identity of the firm as an employer. It encompasses the firm's values, systems, policies and behaviours toward the objectives of attracting, motivating, and retaining the firm's current and potential employees." (The Conference Board: 2001) - EVP is the foundation for your employer brand communications.

External Recruitment

- It brings in new talent and new ideas to the business. - There is no limit to the number of candidates you can screen/interview. - The company will be exposed to a more diverse set of skills and experiences. - External recruiting helps establish an employer brand that attracts high-quality candidates. By advertising the job through multiple channels, people recognize your brand and company culture.

Internal Recruitment

- Reduces recruitment costs - Internal candidates are already familiar with your organisation, ist aims, objectives etc. - Can act as a motivation factor for others in the business by showing them that it is also possible to move 'up the ranks'. - A candidate from outside the company will always be an 'unknown quantity' no matter how effective the selection process is.

Matrix for selection procedure

- selection and weighting of individual criteria - not a wish list, concentrate essentials - the matrix allows a clear comparison of what is required from and what is offered by different candidates

Job Analysis - Methods

1. Position Analysis Questionnaire (PAQ) -A questionnaire covering 194 different tasks that, by means of a five-point scale, seeks to determine the degree to which different tasks are involved in performing a particular job. 2. Ciritical Incident Method (CIM) -Job Analysis method which job tasks are identified that are critival to job success. It should also be a real incident that has happened, not something that might happen in the future. -It may be positive or negative in nature. -Focus on what they did, with the goal of seeking effective or ineffective behaviors.

Job Analysis - Key Questions

1. What *education or training qualification* do you expect the ideal candidate to have to do the job? 2. What *specific skills and compentencies* must they already have to do the job to the standard you require? 3. What overall *personality / disposition* are you looking for in the person? 4. What level of *work experience* are you looking for? 5. What *communication skills* do they require? 6. What *personal attributes* must they have?

Recruitment & Marketing Merge

Brand / Messaging: Employer Branding / Employer Value Proposition (EVP) Channels: - Job boards, social, external candidate databases Communications: - Video, emails, career fairs, etc. Nurturing - Newsletters, educational content, employee stories

Induction components

Company induction Departmental induction On-going Training & Development

Employee Value Proposition

EVP = Why people stay !!! - An EVP is the "why" around an organization - it's the attributes of an employment experience that attract and retain top talent. It's what employees value most, how a company separates itself from its competitors, and the company's promise to its people. (The Conference Board: 2001) - The Employee Value Proposition (EVP) is what the company promises its employees, and every day, the company has to uphold its promises. (Tribe: 2017) - The EVP is the sum of the benefits and values that attract, motivate and retain the best employees.

Social Media Recruiting

Important tips Post often Be responsive Value quality over quantity

Job Profile

Job description: - Job title - Purpose, main objectives of job - main tasks, duties - key responsabilities, decisions to be made - reporting line, supervisory activities, accountability - key interfaces Job requirements: - experiences and skills required - professional and technical qualifications, educational background - social compentency, interpersonal skills, soft factors - special circumstances and requirements (e.g. location, inconveniences, shift, stand by, overtime, working hours etc)

Common Reasons for Interviews Failing

Lack of preparation Judgement made too early Unstructured interviews Interview environment Too many interviews Poor interviewing skills

Job Specification

Minimum acceptable qualifications a person needs to perform a particular job.

Employee evaluation

Monitoring employee is an on-going activity, but for new employees, evaluation should have the follwing defined phases: End of first day / week End of first month End of probation period

Interviewing types

One on one job interview (traditional) Phone interview Video / Skype interview Panel interview Group interview

Multiple Hurdle Model

Only applicants with sufficiency high scores at each selection stage go on to subsequent stages in the selection process

Compensatory Model

Permits a high score in one area to make up for low score in another area

Job Description

Provides information regarding the essential tasks, duties, and responsibilities of the job.

Other Selection Methods

Psychometric tests Individual / Group exercises Case study analysis Formal presentations Role Plays Gamification

Modern Recruiting

Recruiting: To match qualified applicants Recruitment Marketing: Ti attract qualified applicants

Multiple Cutoff Model

Requires an applicant to achieve a minimum level of proficiency on all selection dimensions

Behavorial Description Interviews - STAR-Model

Situation / Task? Action? Result? Recent past behaviour is the best predictor of near future behaviour

Job Analysis - Competence Model

Technical competency Methodical competency Social competency Personality

Induction aims:

To smooth the early stages when everything is likely to be strange and unfamiliar to the new employee To establish quickly a favourable attitude to the company in the mind of the new employee so that he or she is more likely to stay. To obtain effective output from the new employee in the shortest possible time.

Screening / Selection Candidates

Using the job description and employee specification to compare against the CV.

Interviewing Candidates

WASP-Approach *W*elcome - Establish Relation - Explain the purpose of the interview - Outline the format for then interview with approximate timings *A*cquire Information -In this phase the interviewer is seeking to gather as many relevant details from the candidate as possible so that you can make an informed decision about their suitability *S*upply Information - Outline the job description in greater detail giving an overview of their potential role in the company - Answer any remeining interviewee questions *P*lan and Part - The final part of the interview is designed to ensure that both parties leave the interview fully aware of the next steps in the selection process.

job

group of tasks that must be performed to achieve goals of an organization

position

tasks and responsibilities performed by one person

Questions you might be asked at strengths interviews

• What comes easily to you? • What did you find easiest to learn at school or university? • What subjects do you most enjoy studying? • What things give you energy? • Describe a successful day you have had. • When did you achieve something you were really proud of? • Do you prefer to start tasks or to finish them? • What things are always left on your to-do list and not finished? • What do you enjoy doing the least?