HR Recruitment and Selection

Recruitment and Selection

• Workshop 2 focuses on recruitment and selection processes in Human Resource Management.
• Dr. Chris McLachlan and Dr. Giorgos Gouzoulis are the workshop leaders.

Learning Outcomes

• Understand employer branding and its role in recruitment and selection.
• Define and understand reliability and validity concepts.
• Explain how reliability and validity assess the effectiveness of selection techniques.
• Describe selection techniques commonly used in organizations.
• Identify limitations or problems associated with selection techniques.
• Explain how bias affects interviewing.

Recruitment vs. Selection

• Recruitment involves generating a pool of candidates by defining the role, attracting applicants through various methods, managing the selection process, and making the appointment.
• Selection involves choosing the most suitable candidate from the recruitment pool, including deciding key attributes, and devising tools to identify them.
• Recruitment aims to create a talent pool of candidates to enable the selection of the best candidate(s) for the organization.
• Selection aims to choose the right candidate(s) through shortlisting and assessment.

Recruitment: Keys to Success

• Begin with job analysis, job description, and person specification.
• Attract applicants through referral schemes, internal recruitment, and external recruitment.
• Assess potential employees through application forms, interviews, assessment centers, and psychometric tests.
• Complete the procees via conducting references, medical questionnaires, and employment offers.

Employer Branding

• Employer branding comprises attributes or qualities that make an organization distinctive and promises a employment experience.
• It involves a branding strategy to influence talent.
• It is how an organization is viewed as an employer of choice by potential and current employees, through elements to recruit and retain staff.
• Employer value proposition defines what an organization stands for and offers as an employer.
• Ensure a better employee fit by aligning employee expectations with the organization.
• A strong employer brand gives an employer competitive advantage in the labour market for the best talent.
• Organizations engage in employer branding to attract and retain the right talent.
• Employer branding increases visibility and awareness of career opportunities.
• It helps reposition an organization to be an employer of choice.
• Sustaining competitive advantage in the business

Employee Value Proposition

• The total package includes pay, benefits, role definition, job content, and nature of work.
• Personal growth aspects include autonomy, level of authority, recognition, personal development, and work/life balance.
• Organizational values involve aspects such as role clarity, worth, manager relationships, respect, and diversity.
• Conviction can stem from belief, purpose, and confidence.
• Social systems include friendships and recognition.
• Organizational dynamics involve growth, financials, reputation, product/service, and overall success.
• Leadership includes respected behaviors and politics.
• Many organizations aspire to be employers of choice to attract the best candidates.
• Becoming an employer of choice starts with a good employer brand.

Factors Influencing Recruitment

• Internal factors include the organization's brand, cost of recruitment, recruitment policy, and growth opportunities.
• External factors include supply and demand, competitors, the labour market, business environment, and other organizations.

Good Selection Techniques

• Two concepts should be applied to each type of selection technique effectiveness: reliability and validity.
• Reliability includes that the selection methods, tests, and results are consistent.
• Validity measure how far a correct prediction of success has been made, and analyzing job components.
• Validity: content, predictive, and face validity.
• The choice of selection is considered valid, reliable, and appropriate with a match between method and criteria such skills, attributes and knowledge.
• Factors that determine technique method: Level of position. budget and resources.Skills and qualifications.
• Selection picks the person most likely to succeed based on management goals and legal requirements (Bratton and Gold 2003).

Selection Methods

• Accuracy of selection methods: Structured interviews (0.62), Work samples (0.55), Ability tests (0.54). Assessment centres (0.41), biodata (0.4).
• Personality tests (0.38), Unstructured interviews (0.31), References (0.13), Graphology (0),Astrology(0).
• Traditional interviews can fail when assessing skills, weakness, showing interviewer bias, lengthy or not knowing the right questions
• It is important to note what skills were assessed, how effective and is its limitations.

Biases in Interviews

• InterviewEE bias, interviewees intentionally introduce bias through 'impression management'.
• InterviewER bias can be susceptible.
• Perceptual Bias occurs due to first impressions.
• Other biases include stereotyping through social categorization and comparison.
• Examples include Halo/horns, Compatibility effects, Projection effects,etc
• Structured interviews can reduce bias by focusing on behaviour or unusual questions.

Methods

• Structured Interviews (0.62) , includes Panel (2 or more interviewers) using competencey focused questions, situation, behaviour and breanteaser based.
• Unstructured Interviews (0.31) includes a single interviewer approach with no planned questions. Can be very informal.
• Work Samples (0.55)
• Psychometric tests includes cognitive tests (0.54) for eg: literacy or technical skills. Also includes personality tests 0.38.
• Personality tests types include; Myers-Briggs: Extroversion, Sensing, Thinking and Judging.
• Assessment centres involves a communication skills, leadership, planning and teamworking resistance. It normally involves role playing, case studies or group problem solving.
• Biodata (0.4): 30% of CVs contain errors, 50% of organisations do not check qualifications.
• References (0.13): good for factual information.
• Graphology (0) and Astrology (0): Little to no predictive validity.

Best Practice

• Each selection technique has its limitations.
• Combine multiple techniques.

Summary

• All selection techniques have limitations.
• Bias and limitations can be partially addressed through structure, standardisation and using diverse panels or selectors.
• Certain techniques are more appropriate for certain jobs.
• Use more than one technique for most jobs.