Recruitment And Selection Week 1 Lesson 1 PDF

Recruitment and Selection Chapter 5 Week 1: Lesson 1 Eduvos (Pty) Ltd (formerly Pearson Institute of Higher Education) is registered with the Department of Higher Education and Train...

Recruitment and Selection Chapter 5 Week 1: Lesson 1 Eduvos (Pty) Ltd (formerly Pearson Institute of Higher Education) is registered with the Department of Higher Education and Training as a private higher education institution under the Higher Education Act, 101, of 1997. Registration Certificate number: 2001/HE07/008  Industrial Psychology IMPORTANT INFORMATION Prescribed Resources Textbook West, M.A., & Woods, S.A. (2019). The psychology of work and organizations (3rd ed.). Cengage Learning. ISBN: 9781473767171 Industrial Psychology IMPORTANT INFORMATION Essential Requirements Access to the institution’s Learning Management System (myLMS) to access all study material; Access to Microsoft Teams to attend online lectures and consultations; Access to a resource centre or an online library with a wide range of relevant resources including textbooks, newspaper articles, journal articles, organisational publications and databases; and Access to a range of academic journals in electronic format via ProQuest or other databases. Class Representative ICE BREAKER Feedback: Let's talk about PYOPA1 How did you experience the module and how did you do?  3. Assessment Criteria Describe the importance of recruitment and selection in organisations. Describe the processes of recruitment and selection. Describe the methods of job and competency analysis. Understand the importance of reliability and validity in selection. Understand specific assessment techniques (application forms and biodata; psychological testing; selection interviewing assessment centres).  Week 1: The Organizational Imperative Lesson 1 Recruitment and selection are pivotal processes that determine an organization's ability to: attract hire, retain the best talent. They have far-reaching implications for an organization's performance, competitiveness, and sustainability. Therefore, investing time, resources, and effort in designing and executing effective recruitment and selection strategies is essential for long-term success in today's dynamic business environment. The Organizational Imperative EFFECTIVE RECRUITMENT AND SELECTION  RECRUITMENT AND SELECTION PROCESS Recruitment and Selection is conseptualised as a longitudinal process, comprising of a series of stages. See Steps: p142 ACTIVITY: In groups lets discuss the steps in the recruitment and selection process.  RECRUITMENT AND SELECTION PROCESS Starts with an analysis of the job to be selected for. Information about the job role and its associated tasks are used to derive a specification of the knowledge, skills, abilities and other characteristics (KSAOs) that are essential or desirable for a person performing the job role. Based on the job analysis, recruitment activities are carried out to advertise and communicate job vacancies and attract job applicants by describing the tasks and person  RECRUITMENT AND SELECTION PROCESS Job analysis information is also used to define selection criteria (i.e. the criteria that determine whether someone should be selected or rejected), reflecting the eventual performance requirements of the employee. Practitioners must then decide how best to assess job applicants and candidates against those criteria, and there are a range of different assessment methods that may be used to do this.  RECRUITMENT AND SELECTION PROCESS The major methods used in organizations are shown in the figure, and information about the reliability and validity of selection assessments also guides choices about which techniques to use. Finally, best practice in selection includes an evaluation phase, in which selectors investigate whether the process was successful. The practical job of recruitment and selection is to attract a pool of job applicants, select out unsuitable applicants, select in potential candidates, and finally make a hiring decision.  FIT WITH THE WIDER ORGANISATINAL SYSTEM Recruitment and selection can also be viewed as core HRM activities. Recruitment and selection aims to identify from a group of individuals, the person or persons with the highest potential for job success as indicated by a profile of KSAO's. Potential depends on a variety of HR processes including job design, management, and leadership, training and socialisation, and performance management systems.  SYSTEMATIC SELECTION Best practices aim to reduce subjectivity during selection. Need for psychometric testing, biodata, and work sample techniques such as assessment centers. Improvement of traditional techniques of interviewing and application forms Measuring situational judgements. Biases in perception - made during recruitment and selection Describe the methods of job and competency analysis. Describe the methods of job analysis. "Job analysis is the systematic process of discovery of the nature of a job by dividing it into smaller units, where the process results in one or more written products with the goal of describing what is done on the job or what capabilities are needed to effectively perform the job". Brannick, Levine & Morgeson (2007, p. 8)  Describe the methods of job analysis. Methods of job analysis represent the way that work psychologists answer this question and are essential foundations of personnel selection processes. Job analysis is the catch-all label given to a range of techniques that are designed to help us understand what people do at work, and why some people do it better than others.  Describe the methods of job analysis. Job KSAO’s Job (measurable Descripti performance Analysis outcomes) on Job competencies  Describe the methods of job analysis. Job Analysis Part of job selection process Suitability of a candidate Effective decision making Job Job Specification Description (KSAO’s) Tasks & Defining Responsibilitie performance criteria for the s job Describe the methods of job analysis.  Describe the methods of job analysis. Purpose Product Measurable performance outcome Competency modelling or profiling LETS DISCUSS THESE  Describe the methods of job analysis. Purpose – to determine the characteristics of the job to use these to state the KSAOs that should be demonstrated by the employee, performance criteria Product –The product of job analysis is a job description, which describes concisely the main tasks and responsibilities of the job. Once the job description has been produced, the next step is to translate the information into measurable performance outcomes and to a specification of the KSAOs and  Describe the methods of job analysis. This step relies heavily on the expertise of the practitioner, who may draw on their experience and knowledge of the job, combined with consultation with managers and other relevant stakeholders to produce a specification of KSAOs. This process is therefore quite intuitive, and often based on the specific knowledge of the analyst.  Describe the methods of job analysis. Competency modelling or profiling Competency modelling involves the construction and design of frameworks of competencies that may be applied to a range of different job roles in an organization. Used in Management and leadership roles/positions. Framework reflects strategic goals and values of the organisation. Assessments are selected based on correspondence between the attributes they assess, and those identified in the job analysis.  Describe the methods of job analysis. Self study Worker- Job Analysis oriented Methods Methods Questionnaires Critical incidents Observations interviewing Shadowing Self-records/Diary Repertory Grid Methods Structured questions with a rating scale Hierarchical Task Analysis  Combination job analysis methodology (SS) The team generate lists of tasks associated with the target job, using a variety of work-oriented methods to supplement their own ideas about tasks of the job. Sets of tasks are combined together to generate broad job activities or duties. These are rated by the group, and other key stakeholders, to determine their relative difficulty and importance in the job. Difficulty & importance of these are rated by team and stakeholders. Job activities, duties are considered to generate KSAO’s or competencies needed for effective performance. These are combined into a clear set of competencies by stakeholders to determine their importance in newly appointed employees. Examples of KSAO's  Competency Modelling or Profiling Competency: ‘behaviour patterns that are performance related … that may integrate attributes from K, S, A and O.’ These can be applied to different job roles in an organisation. Competencies contribute to success in a variety of particular job roles. Competencies apply to jobs across different levels.  Week 1: Recruitment: Lesson 2 Attracting People to Work Recruitment: Broad based set of activities that connect people to organisations and their jobs. Need to consider the following: Recruitment objectives Strategy development Recruitment activities Attraction–Selection–Attrition (ASA) model Key steps in recruitment activities: Key steps in recruitment activities: Need to consider the following:​ Recruitment objectives​ Strategy development​ Recruitment activities​ Attraction–Selection– Attrition (ASA) model  Key steps in recruitment activities: 1.Recruitment objectives: identifying the specific recruitment need, the kinds of individuals to be recruited, the time frame, and the required levels of performance and retention needed from the process. 2. Strategy development: working out a strategy for the recruitment activity, in which key questions about who and where to recruit, how to reach targeted people, and what to communicate during the recruitment, are all considered Key steps in recruitment activities:  ASA Framework describes how people are attracted to the organsision based on their perception whether they will fit with the job and the organisation. According to the ASA model both the employee and the organsision will during the recruitment and selection process undertake a mutual fact-finding process to establish the fit. When person – organisation fit is high people are more likely to be selected. Within the organisation where people are a poor fit they are more likely to leave (attrition) leading to levelling out of the organisational culture. Thus, important how jobs are marketed during recruitment. Decide whether objective is to recruit “for fit” or for “diversity” Why – what is the difference? ASA Eduvos (Pty) Ltd (formerly Pearson Institute of Higher Education) is registered with the Department of Higher Education and Training as a private higher education institution under the Higher Education Act, 101, of 1997. Registration Certificate number: 2001/HE07/008