Human Resource Management Principles and Practices PDF

Chapter 2 RECRUITMENT, SELECTION AND INDUCTION  PREVIEW ❑ The importance of job analysis in the recruitment and selection process. ❑ The steps in the recruitment process. ❑ Selection of new recruits. ❑ The issues and problems...

Chapter 2 RECRUITMENT, SELECTION AND INDUCTION  PREVIEW ❑ The importance of job analysis in the recruitment and selection process. ❑ The steps in the recruitment process. ❑ Selection of new recruits. ❑ The issues and problems relating to recruitment and selection. ❑ The importance of the contract of employment. ❑ Terms to be included in a contract of employment. ❑ Reasons for holding an induction programme. ❑ Methods and techniques which can ensure an induction programme is effectively organized. HRM Principles and Practices Third Edition All Rights Reserved © Oxford Fajar Sdn. Bhd. (008974-T), 2014 1– 3  RECRUITMENT AND SELECTION Recruitment is the process of attracting suitable people to apply for job vacancies. Selection involves choosing the most suitable candidate from among a group of applicants. HRM Principles and Practices Third Edition All Rights Reserved © Oxford Fajar Sdn. Bhd. (008974-T), 2014 1– 4  POTENTIAL COSTS OF A BAD RECRUITMENT DECISION ❑ Cost of mistakes, accidents and loss of customers caused by employees who cannot cope with the job. ❑ Cost of lowered morale amongst the employee’s supervisor and his or her co-workers who have to rework his mistakes or take over his tasks. ❑ Cost of defending a claim of dismissal without just cause or excuse, once the employee has been dismissed. ❑ Cost of recruiting a replacement. ❑ Cost of training a replacement. HRM Principles and Practices Third Edition All Rights Reserved © Oxford Fajar Sdn. Bhd. (008974-T), 2014 1– 5  THE 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 HRM Principles and Practices Third Edition All Rights Reserved © Oxford Fajar Sdn. Bhd. (008974-T), 2014 1– 6  ALTERNATIVES TO HIRING NEW EMPLOYEES Before hiring, an employer should ask the following questions: ❑ 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 carried out by existing employees working overtime? ❑ If an employee is needed, should he or she be hired on a part-time or full-time basis? HRM Principles and Practices Third Edition All Rights Reserved © Oxford Fajar Sdn. Bhd. (008974-T), 2014 1– 7  JOB ANALYSIS Job analysis is a technique of studying a job to identify the skills, knowledge, experience and other requirements necessary to perform a job. HRM Principles and Practices Third Edition All Rights Reserved © Oxford Fajar Sdn. Bhd. (008974-T), 2014 1– 8  TECHNIQUES FOR CONDUCTING JOB ANALYSIS Questionnaires Interviews Observation HRM Principles and Practices Third Edition All Rights Reserved © Oxford Fajar Sdn. Bhd. (008974-T), 2014 1– 9  JOB DESCRIPTIONS Job descriptions are fundamental documents valuable in a variety of HR functions. Job descriptions can be used in: ❑ Recruitment and selection ❑ Training ❑ Setting performance standards and appraisal HRM Principles and Practices Third Edition All Rights Reserved © Oxford Fajar Sdn. Bhd. (008974-T), 2014 1– 10  JOB DESCRIPTIONS (cont.) Typical 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 to be given to the job-holder ❑ Negative aspects of the job HRM Principles and Practices Third Edition All Rights Reserved © Oxford Fajar Sdn. Bhd. (008974-T), 2014 1– 11  PERSON SPECIFICATION Typical information include: ❑ Knowledge, skills and abilities required to do the job ❑ Educational qualifications and work experience required ❑ Physical requirements of the job, if any ❑ Personality requirements, where relevant ❑ Career path HRM Principles and Practices Third Edition All Rights Reserved © Oxford Fajar Sdn. Bhd. (008974-T), 2014 1– 12  FACTORS AFFECTING RECRUITMENT EFFORTS ❑ The location of the organization. ❑ The public image of the organization. ❑ The physical working conditions in the organization. ❑ The relationships between people in the organization or the psycho-social environment. HRM Principles and Practices Third Edition All Rights Reserved © Oxford Fajar Sdn. Bhd. (008974-T), 2014 1– 13  FACTORS AFFECTING RECRUITMENT EFFORTS (cont.) ❑ The remuneration package being offered to new recruits. ❑ The internal policies of the organization, including fair disciplinary practices and whether training opportunities are made available to employees. HRM Principles and Practices Third Edition All Rights Reserved © Oxford Fajar Sdn. Bhd. (008974-T), 2014 1– 14  INTERNAL RECRUITMENT Promotion from within and transfer of existing staff. ❑ Employment record of applicant available. Thus accurate assessment possible. ❑ No induction needed. ❑ Little or no cost involved. ❑ Employees’ morale and motivation may be increased. HRM Principles and Practices Third Edition All Rights Reserved © Oxford Fajar Sdn. Bhd. (008974-T), 2014 1– 15  EXTERNAL RECRUITMENT Sources of External Applicants: ❑ Employment agencies and consultants ❑ Campus recruitment ❑ Employee referrals ❑ Unsolicited applicants ❑ Advertising in the mass media ❑ The Internet HRM Principles and Practices Third Edition All Rights Reserved © Oxford Fajar Sdn. Bhd. (008974-T), 2014 1– 16  THE SELECTION PROCESS Sources of Information: ❑ Application forms and curriculum vitae (CV)/ biodata/resumé ❑ Reference checks and checks using social media ❑ Tests ❑ Interviews ❑ Assessment centre activities HRM Principles and Practices Third Edition All Rights Reserved © Oxford Fajar Sdn. Bhd. (008974-T), 2014 1– 17  THE SELECTION INTERVIEW Factors which influence the effectiveness of a selection interview: ❑ Timing ❑ Venue ❑ Planning ❑ Skills of the interviewer(s) ❑ Questioning techniques used HRM Principles and Practices Third Edition All Rights Reserved © Oxford Fajar Sdn. Bhd. (008974-T), 2014 1– 18  THE SELECTION INTERVIEW (cont.) Research into selection interviews shows that they are mostly: Invalid and unreliable At the very least, interviews should be combined with other selection techniques. HRM Principles and Practices Third Edition All Rights Reserved © Oxford Fajar Sdn. Bhd. (008974-T), 2014 1– 19  ISSUES TO BE DISCUSSED ❑ Is nepotism to be encouraged or discouraged? ❑ Should children be permitted to work? ❑ Should older workers be recruited? ❑ What problems may arise if older workers are hired? ❑ What problems are faced by employers when they hire foreign workers? HRM Principles and Practices Third Edition All Rights Reserved © Oxford Fajar Sdn. Bhd. (008974-T), 2014 1– 20  OFFERING A CONTRACT OF EMPLOYMENT A contract of employment is an agreement whereby an employer agrees to remunerate an employee for services or work performed and the employee agrees to work for the employer. HRM Principles and Practices Third Edition All Rights Reserved © Oxford Fajar Sdn. Bhd. (008974-T), 2014 1– 21  TERMS AND CONDITIONS OF EMPLOYMENT The terms and conditions of employment offered to an employee must: ❑ comply with the employment laws, where relevant, ❑ be clear and easy to understand, and ❑ be attractive. HRM Principles and Practices Third Edition All Rights Reserved © Oxford Fajar Sdn. Bhd. (008974-T), 2014 1– 22  EXPRESS TERMS OF THE CONTRACT Express terms are those terms agreed to by the parties, whether by way of oral agreement or in writing. Written terms are usually included in: ❑ the employee’s letter of appointment, ❑ a collective agreement, where the workers are represented by a trade union, or ❑ a company handbook. HRM Principles and Practices Third Edition All Rights Reserved © Oxford Fajar Sdn. Bhd. (008974-T), 2014 1– 23  IMPLIED TERMS IN AN EMPLOYMENT CONTRACT Terms implied into every employment contract by common law include: ❑ An employee’s obligation to serve the employer with care, faithfulness and obedience. ❑ An employer’s obligation to provide a safe workplace and to pay the agreed wages. HRM Principles and Practices Third Edition All Rights Reserved © Oxford Fajar Sdn. Bhd. (008974-T), 2014 1– 24  CHANGING THE TERMS OF AN EMPLOYMENT CONTRACT The terms of a contract of employment can only be changed by mutual consent. Any unilateral change amounts to a breach of contract. HRM Principles and Practices Third Edition All Rights Reserved © Oxford Fajar Sdn. Bhd. (008974-T), 2014 1– 25  TYPES OF EMPLOYMENT CONTRACT Employment contracts may be: Duration Indefinite/ Fixed-term/ Permanent Temporary HRM Principles and Practices Third Edition All Rights Reserved © Oxford Fajar Sdn. Bhd. (008974-T), 2014 1– 26  TYPES OF EMPLOYMENT CONTRACT (cont.) Employment contracts may be: Working Hours Full-time Part-time HRM Principles and Practices Third Edition All Rights Reserved © Oxford Fajar Sdn. Bhd. (008974-T), 2014 1– 27  INDUCTION New recruits face ‘reality shock’. New recruits are anxious and stressed out. An effective induction programme helps new recruits to adjust to their working environment and helps them become productive team members in a short period of time. HRM Principles and Practices Third Edition All Rights Reserved © Oxford Fajar Sdn. Bhd. (008974-T), 2014 1– 28  INDUCTION (cont.) Organizational Issues History Product or service Structure Policies and rules 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 HRM Principles and Practices Third Edition All Rights Reserved © Oxford Fajar Sdn. Bhd. (008974-T), 2014 1– 29  INDUCTION (cont.) Issues ❑ How much information and what information should be given to new recruits? ❑ When should the induction be held? ❑ What problems may arise if the participants are diverse? ❑ What may happen if the information disseminated is not accurate? HRM Principles and Practices Third Edition All Rights Reserved © Oxford Fajar Sdn. Bhd. (008974-T), 2014 1– 30  REVIEW ❑ The importance of job analysis in the recruitment and selection process. ❑ The steps in the recruitment process. ❑ Selection of new recruits. ❑ The issues and problems relating to recruitment and selection. ❑ The importance of the contract of employment. ❑ Terms to be included in a contract of employment. ❑ Reasons for holding an induction programme. ❑ Methods and techniques which can ensure an induction programme is effectively organized. HRM Principles and Practices Third Edition All Rights Reserved © Oxford Fajar Sdn. Bhd. (008974-T), 2014 1– 31