Chapter 2: Recruitment, Selection, and Induction

• Chapter 2 is about Recruitment, Selection and Induction

Human Resource Planning

• HR planning ensures an organization has the right number and type of people
• They must be in the right places, at the right time
• They must be capable of effectively and efficiently completing tasks to achieve the organization's objectives
• HR planning assesses the future supply and demand for human resources
• It eliminates gaps between supply and demand
• It determines what positions in the firm need to be filled and when
• HR planning translates the organization's overall goals into specific workforce needs
• Without clear planning, estimating HR needs becomes guesswork
• HR planning determines the number and types of employees to recruit or phase out

Factors Affecting HR Planning

• Organization HR policies like recruitment, promotion, succession management, career planning, retirement, and workforce mix influence HR planning
• Organizational values, such as valuing employee longevity, can shape HR strategies like internal promotion
• Strategy determines how an organization uses HR to achieve its business goals
• Pursuing a diversification strategy requires the HR plan to prepare staff to aid the firm in achieving goals through new recruitment, selection, and training

Process of HR Planning

• Review the current organizational strategic plan
• Review the current human resources situation
• Forecast future HR needs for both supply and demand
• Plan how to meet identified HR needs
• Implement the plan through recruitment, selection, training, or downsizing

Job Analysis

• It is a technique used to study a job
• It identifies the skills, knowledge, experience, and other requirements needed to perform it
• Lists of requirements and working conditions are created for each discrete task
• Physical demands analysis includes physical requirements for each task of a job
• Lists are combined into a job analysis database

Purpose of Job Analysis

• Study existing jobs
• Improve, modify, create abundance, or merge jobs
• Study new jobs
• Facilitate recruitment and selection

Job Analysis Process

• Select jobs to study
• Determine information to collect, including tasks, responsibilities, and skill requirements
• Identify data sources, such as employees, supervisors, and managers
• Use methods of data collection like interviews, questionnaires, observation, diaries, and records
• Evaluate and verify data collection with other employees, supervisors, or managers
• Write a job analysis report

Techniques for Conducting Job Analysis

• Questionnaires
• Interviews
• Observation

Job Descriptions

• HR managers use job analysis to develop job descriptions and job specifications
• These are the basis for employee performance appraisal and development

Job Specification (JS)

• Outlines the needed knowledge, skills, and abilities of an individual who will performs the job

Job Description (JD)

• Encompasses a statement of the tasks, duties, and responsibilities of a job to be performed

Use of Job Descriptions

• Recruitment and selection
• Training
• Setting performance standards and appraisal

Typical Job Description Headings Include

• Job title, location, and grading
• Relationships between the job-holder and others
• Brief statement on the purpose of the job
• List of duties and responsibilities
• Terms and conditions of employment
• Negative aspects of the job

Job Specification Details

• It is a written statement of qualifications
• It notes traits, and mental/physical characteristics
• It highlights what an individual must possess to perform the job duties and discharge responsibilities effectively

Recruitment and Selection

• Recruitment attracts suitable people to apply for job vacancies
• Selection chooses the most suitable candidate from the applicant pool

Potential Costs of a Bad Recruitment Decision

• Mistakes, accidents, and loss of customers due to employee incompetence
• Lowered morale among supervisors and co-workers who must correct mistakes or take over tasks
• Costs of defending wrongful dismissal claims
• Costs of recruiting a replacement
• Costs of training a replacement

Recruitment and Selection Process

• Make decision to recruit
• Conduct job analysis
• Source applicants
• Collect information on applicants
• Choose most suitable applicant
• Offer employment
• Hold induction

Alternatives to Hiring New Employees

• Can the work be outsourced?
• Can the work be reorganized and carried out by existing employees?
• Can the work be automated?
• Can the work be done by existing employees working overtime?
• If an employee is needed, should they be hired part-time or full-time?

Factors Affecting Recruitment Efforts

• The location of the organization
• Public image
• Physical working conditions
• Relationships between people, i.e. the psycho-social environment
• The remuneration package offered
• Internal policies with fair disciplinary practices and training opportunities

External Recruitment

• Sources of External Applicants:
  • Employment agencies and consultants
  • Campus recruitment
  • Employee referrals
  • Unsolicited applicants
  • Advertising in the mass media
  • The Internet

Internal Recruitment

• Promotion from within and transfer of existing staff as advantages, including:
  • Available employment record of applicant for accurate assessment
  • No induction cost needed
  • Little to no cost involved
  • Increased morale and motivation for existing employees

The Selection Process

• Sources of Information:
  • Application forms and curriculum vitae (CV)/biodata/resumé
  • Reference checks and checks using social media
  • Tests
  • Interviews
  • Assessment center activities

The Selection Interview

• Factors which influence the effectiveness of a selection interview:
• Timing
• Venue
• Planning
• Skills of the interviewer(s)
• Questioning techniques used

Offering a Contract of Employment

• A contract of employment is an agreement where an employer agrees to pay an employee
• It is an agreement for services or work and the employee agrees to work for the employer
• A contract of employment is a binding legal document between employer and employee
• Failure to fulfill its terms leads to legal action

Terms and Conditions of Employment

• Must Include the following:
  • Express terms agreed to by both parties in writing or orally
  • Compliance with employment laws
  • Clear and easy to understand language
  • Terms and conditions must be attractive

Changing the Terms of an Employment Contract

• Terms can only be changed by mutual consent
• Any unilateral change is a breach of contract

Types of Employment Contract

• Based on duration:
  • Indefinite/Permanent
  • Fixed-term/Temporary
• Based on working hours:
  • Full-time
  • Part-time

Induction

• New recruits face ‘reality shock’ and are commonly anxious and stressed
• Company must organize an induction program for new recruits
• An effective induction programme helps new recruits adjust to their working environment
• It helps new recruits become productive team members in a short period

Elements of an Induction Program

• Organizational Issues
  • History
  • Product or service
  • Structure
  • Policies and rule
  • Physical layout
• Introductions
  • To supervisor
  • To co-workers
  • To trainers
• Employee Benefits and Procedures
  • Wages
  • Rest breaks
  • Holidays
  • Benefits
• Job Duties
  • Job location
  • Relationship to other jobs
  • Overview of job