Staffing

1
Staffing

• Recruitment and Selection

2
Strategic Issues in Staffing

• Make or buy decisions
• Integration with firm strategy and other HR
  systems
• Effect of external environment on staffing
• Extent of use of untapped labor sources and
  contingent workers
• Extent of use of technology in staffing
• Hire for job or for organization or both?
• Attraction-Selection-Attrition (ASA) Model

3
Recruitment

• Locating, identifying, and attracting applicants
  to an organization
• Good recruitment processes generate large enough
  pools of qualified individuals so that
  satisfactory applicants may be selected
• Additional purposes screening applicants, sell
  organization to applicants, and build
  organizational reputation

4
Steps in Recruitment

• Situational and job analysis
• List criteria for assessing potential candidates
  (KSAOs)
• Identify sources and utilize techniques of
  recruitment (internal vs. external)
• Evaluate the recruitment process

5
Recruitment Process
Human Resource Plan
Recruiter and Manager Review Job Description and
Specifications
Check Internal Sources
Contact External Sources
Follow up and Evaluation
6
Recruitment Sources

• Internal Sources
• Current employees
• Friends/family of current employees
• Former employees
• Previous applicants
• Advantages
• Disadvantages

• External Sources
• Advertising in media
• School/college recruiting
• Employment agencies
• Unions and trade associations
• Internet
• Advantages
• Disadvantages

7
What are recruiters looking for in an applicant?

• Kristof-Brown article of P-J and P-O fit
• What do recruiters look for in P-J fit?
• What do recruiters look for in P-O fit?
• Can recruiters distinguish between the two?
• Does P-J or P-O fit have more impact on hiring
  recommendations?
• What other findings were revealed about recruiter
  decision making?

8
What are applicants looking for in terms of jobs
and recruitment practices?

• Boswell et al. 2003 tracked job choice decisions
  of applicants as they unfolded
• What factors affect job choices?
• Do these change during the job choice process?
• What impact does treatment during the recruitment
  process have?
• What are the effects of deadlines for job
  decisions?

9
Summary of Important Aspects of Recruitment
Process

• Recruiter qualities demographics, job held,
  personality/behavioral traits, attitudes,
  training
• Content of the recruitment message organized
  and informative about job and organization
• Applicant perceptions communication during the
  process relationship building is important early
  in process delays and no follow up are negative
  factors deadlines for job decisions dont matter
• Quality of site visit is important to applicant
• Organizational characteristics such as
  reputation, location, firm size, and industry
  matter

10
Evaluation of Recruitment

• Yield ratios
• Yield ratios by source
• Time lapse data
• Others
• recruitment cost per hire
• individual recruiter activity/efficiency
• analysis of geographical source
• number of minority/women applicants per source
• applicant satisfaction

11
Contemporary Challenges to the Recruitment Process

• Jobs and organizations are moving targets
• Increasingly under-skilled workforce for jobs
  available
• Workers needs for work/life balance
• Solutions
• Casting a wider net consider global outsourcing
• Capitalizing on technology
• School/employer partnerships
• Creating a better place to work

12
Selection Process

• The collection and evaluation of information
  about an individual in order to extend an offer
  of employment or promotion to another position
• Legal, socio-economic, educational, political,
  and scientific factors affect selection processes
• Knowledge of HR staff and costs also play a role

13
Steps in the Selection Process

• Job and organizational Analysis
• Develop selection criteria (KSAOs)
• Choose/develop selection instruments
• Ensure validity, reliability, utility, and
  fairness
• Collect data on each candidate
• Analyze data and select candidate

14
Typical Selection Methods

• Evaluate on
• Validity
• Cost
• Ease of administration
• Adverse impact on protected groups
• Applicant acceptance

15
Typical Selection Methods

• Application Blanks and Resumes (Bio-data)
• Reference and Background Checks
• Physical Ability Tests
• Standardized Cognitive Tests

• Work Samples
• Interviews
• Personality Tests
• Assessment Centers
• Honesty Testing
• Drug Testing
• www.kahntactmet.com/

http//www.wonderlic.com/
16
Current Selection Issues

• Work characteristics affect the extent of use and
  what kinds of selection methods that are used by
  employers (Wilk Capelli, 2003)

Testing Performance Academic Achievement Work
Experience
Skill Requirements
Testing Performance Academic Achievement
Amount of Training
Testing Performance Work Experience
Pay Levels
17
Current Selection Issues

• Current and future trends (Lievens et al., 2002)
• Effects of labor market shortages
• Fit perspectives and marketing perspectives
• Technological developments
• Computerized testing, virtual reality testing,
  internet recruiting
• Little research available on effectiveness,
  adverse impact, equivalence to paper-pencil
  methods, effects on privacy concerns

18
Current Selection Issues

• Current and future trends (Lievens et al., 2002)
• Applicant perceptions of the process
• Has practical consequences in terms of motivation
  and performance in the selection situation,
  applicant attraction to the organization,
  socialization of new hires, etc.
• Validity approaches
• Need more focus on construct validity
  understanding the underlying attributes that
  methods are measuring
• Examples Big Five Personality, AC dimensions,
  situational interviews, structured vs.
  unstructured interviews