Recruitment and Selection

• Recruitment is the process of searching for and motivating prospective employees for a specific job

Sources of Recruitment

• Internal recruitment involves considering current employees for open positions
• Internal promotions help build morale and retain quality employees
• Methods of Internal Recruiting can include transfer, promotions, upgrading, demotion, retired employees for temporary of contract positions, present employee to permanent or former employee roles
• External recruiting involves attracting people outside the organization to apply for jobs
• Employers seek the best external talent to compete and increase their standards
• Methods of External Recruitment include job portals, employee referrals, recruitment agencies, job ads, campus recruitment, and walk-in applications

Selection

• Selection is the process of choosing the most suitable candidate for a vacant position
• The selection process gathers information to predict a candidate's job success and hire the most successful candidates
• Selection procedures involves preliminary screening, selection tests, employment interviews, reference checks, selection decision, medical examination, job offers, and contracts

Making an Effective Employee Selection

• Determine the criteria a candidate must meet skills, experience, character, educational background, work experience, technical skills and competencies
• Skill testing is a must and must identify and test for performance standards
• Numerous interviews should be conducted with the same person
• Those who are unemployed may still be a right and good fit, do not underestimate
• Extensive background checks verify job skills and behavioral fit
• Avoid hasty hiring because the new recruits may not be trustworthy or competent
• Most interviewers make their decision within the first 10 minutes
• Evaluate candidates recommended by employees carefully
• Always follow standard procedures and requirements
• Best performers are not always the most qualified candidate
• Do not blindly promote from within as it can lead to incompetence and stagnation
• Consider filling one-third of promotion positions with people from outside the organization

Training and Development

• Training and development is a structured program using different job-specific methods
• It is a continuous task to update employee skills and acknowledge in accordance to the changing environment
• Effective employee development starts with individual performance improvements, then transfers to the workplace, impacting the whole organization
• Resources used in training must be used wisely beyond simple feedback
• Assess the transfer of learning into the workplace and its impact
• Initiate training following appraisals indicating improvements, to benchmark status, as part of development, succession planning or to test a new performance management system

Employee Training Topics

• Employee training can focus on communications, computer skills, customer service, diversity, ethics, human relations, quality initiatives, safety, and sexual harassment
• General benefits include increased job satisfaction, morale, motivation, efficiencies, adoption of new technologies, innovation, reduced turnover, enhanced image and risk management

Supervisor

• A supervisor is in charge of a small primary work group and is the front-line representative of management
• They have direct contact with non-managerial workers, issue orders and instructions, and initiate action
• Effective supervisors lead the team, improve productivity, and gain collaboration to achieve goals

Effective Supervisor Characteristics

• Knows how to communicate
• Creative
• Listens and observes
• Guides and motivates the team
• Good teamwork skills
• Result oriented
• Focused on goals
• Knows improvisation and has initiative, well-organized, versatile and respects everybody
• Must also be a good mediator/negotiator
• Honest
• Takes other's needs into consideration
• Technical literate
• Resolve conflicts
• Controls stress and frustrations
• Good coach
• Seeks help and support
• Recognizes mistakes

Case Study Overview

• Case studies describe actual administrative situations with decisions or problems
• Readers take on the role of the manager, responsible for making decisions
• Case studies provide students with opportunities to analyze real workplace issues, develop skills, illustrations, teamwork
• The case method encourages students to teach themselves through joint efforts
• The instructor acts as the guide rather than as content deliverer
• Must engage through interaction

Case Analysis Guidelines

• Time Context identifies when the situation should be analyzed, possibly the most recent date
• Viewpoint refers to the decision-maker with the final authority
• Problem defines the perceived issue as the focus in declarative or question form
• Objectives are the specific, measurable, and attainable goals of the analysis, which must be realistic and time-bound
• Areas of Consideration identifies the SWOT Analysis
• Alternative Courses of Action (ACA) lists possible solutions and their advantages given the SWOT framework
• Recommendation gives a conclusion/decision based on ACA analysis
• Plan of Action follows a step-by-step approach according to functional areas, including activity, person responsible, time frame, and budget