SHRM

• Recruitment


  Practices or activity carried out by the organisation with the primary purpose of identifying and attracting potential employees
• Selection


  The process by which organisations decides who will and will not be allowed into an organisation
• Strategic Recruitment & Selection

  • Aligned with strategic business objectives
  • Involves human resource planning
  • Involves job analysis
  • Involves job description
  • Involves job specification
• Employees (Talents) are the most important assets of an organisation
• Human Capital represents a critical resources because of its capacity to exploit other resources for strategic advantages
• People (Talents) are the Source of Competitive Advantages
• Resource Based View


  Resource Capability-Valuable, Rare, Inimitable, Non-Substitutable and Effectively Organised
• Recruitment and Selection are the central HR function
• Recruitment


  Searching and Attracting Potential candidates
• Selection


  Choosing the most suitable candidates using various selection techniques/measures such as interview, IQ Test and Reference Check, medical check etc.
• Recruitment and selection are important for any organization because they affect the quality and performance of the workforce
• A good recruitment and selection process can help an organization to: Achieve its strategic goals and objectives, Reduce turnover and increase retention, Enhance its reputation and brand image, Save time and money
• Person - Job Fit

  Matching job demands to the different attributes of a person
• Person – Organisation Fit

  Recruit and Select based on organisation Strategy, Culture and Structure Fit. Matching employees behaviour to the culture, structure and strategy of an organisation
• Recruiting for Culture Fit has disadvantages
• Job Design


  • Design jobs that are interesting / rewarding / flexible/ empowering ,safe, fair work etc.
  • Studies confirm that Job design is one of the leading causes of work stress
  • Manage employee based on output rather than how they work or where they work
  • Trust Employees / Give Autonomy / Feedback / Health and Safety, Psychological Safety, Meaning in the Work
• Internal Sources of Recruitment

  • Present Permanent Employees
  • Present Temporary / Casual or Part-time
  • Retrenched / Retired Employees
  • Dependents of Present / Deceased / Disabled Employees
• External Sources of Recruitment

  • Campus Recruitment
  • Private Employment Agencies / Consultants
  • Public Employment Agencies
  • Professional Associations
  • Data Banks
  • Casual Applicants
  • Similar Organisation
  • Trade Unions
  • Walk-in
  • Employee Referrals
  • Consult-in
  • Head Hunt
  • Executive leasing and Contracting
  • Mergers and Acquisition
  • E-Recruitment (LinkedIn, PNG Job Seek-Head Hunters)
• Internal Recruitment Techniques


  • Information Technology (Email, Websites, Facebook)
  • Job Posting on notice boards
  • Promotions
  • Employee Referrals
• External Recruitment Techniques


  • Advertising (Newspapers, Professional Journals)
  • Recruitment Agencies (Private Consultant, Executive Search Firms)
  • Educational Institutions (Universities, Colleges)
  • Employee Referrals
  • Unsolicited Application Forms
  • Professional Organisations
  • Executive Leasing and Contracting
  • Online recruitment (social media)
• There are different types of employees: Permanent, Contract and Part-Time
• Recruitment Policy


  HR Policies and procedures that establish credible workforce management
• Policy


  Formal statement of a principle or rule that employee of an organisation must follow
• Procedure


  Step by step instructions for carrying out a policy
• What to Assess in Selection

  • Ability
  • Personality
  • Motivation
• Many managers make selection decision based on intuitions which is bad for organisation as this may have may negative impact on organisations
• Making selection based on science is better as it may allow organisation to recruit and select a best talent
• Procedure


  Tells an employee how to carry out or implement a policy, giving step by step instructions for carrying out the policy
• Procedures


  • Can take the form of a guideline, process maps and information sheets (where documents provides procedural advise)
• Selection


  The process by which companies decide who will or will not be allowed into their organizations
• Qualities of more talented individuals

  • Endowed with these three qualities
• Many managers make selection decisions based on intuitions which is bad for organisation as this may have negative impact on organisations
• Negative impacts of selection based on intuition include cost to the organisation, productivity, negative brand image etc.
• Making selection based on science

  It may allow organisation to recruit and select the best talent. Use tools / techniques which are proven by science such as interview or IQ test to better select a talent
• Selecting the right talent has strategic impact on organisation strategy
• To make Selection Strategic, it must be based on Science rather than Intuition
• Five key generic standards selection methods should meet

  • Reliability
  • Validity
  • Generalizability
  • Utility
  • Legality
• Reliability


  The consistency of a performance measure; the degree to which a performance measure is free from random error
• Validity


  The extent to which a performance measure assesses all the relevant- and only the relevant-aspects of job performance
• Generalizability


  The degree to which the validity of a selection method established in one context extends to other contexts