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Age
Grade
Qualifications
Experience
Skills
N.B: Profiling of internal supply should consider policy decisions taken by the
organisation with respect to expansion or contraction.
Turnover index:
No. of leavers in a specified period (usually 1 year) x 100
Average no. of employees during the same period
Stability index:
Number with 1 years service or more x 100
Number employed 1 year ago
2. External supply
Some factors to consider when assessing human resources from external labour market:
Tightness of supply
Demographic factors
Social/geographic aspects
Action planning
After a detailed analysis of the demand and supply factors, action plans can be made in
the following areas:
An overall plan as required to deal with shortages arising from demographic pressures
A productivity plan
A downsizing plan
Job Analysis
Definition:
The process of collecting and analysing information about a job in finding out what is
involved in it. It focuses on what job holders are expected to do.
Competences/competencies
Qualifications and training
Experience
Specific demands
Organisational fit
Special requirements
Meeting candidate expectations
Strategic recruitment and selection, extracted from Thornhill, Lewis, Millmore and,
Saunders(2000), pg. 114
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Job centres
Recruitment agencies
Executive search agencies
Casual callers
Friends or relatives of existing employees
Schools, colleges, universities
Advertisements
Telephone hotlines
Open days
Internet
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Shortlisting
Outcome of recruitment process is to produce a shortlist of candidates whose background
and potential are in accordance with the profile contained in the job specification.
Selection
The final stage of the recruitment process when an impartial and objective decision,
drawn on some or all of a number of selection techniques, is going to be made on who the
successful candidate will be.
Selection techniques:
Interviews
Psychological tests
Work-based tests
Assessment centres
Biodata
References
Graphology
Interviews
One to one interview
Interview panel
Situational interview
Patterned behaviour description interview (PBDI)
Competency-based interviewing
Structured v/s unstructured interviews
Recruitment and selection experts argue that unstructured interviews should not be used
to make final selection decisions because of the following inherent subjectivities within
the process:
Expectancy effect based on prior information the interviewers anticipate a candidates
profile and deliberately use interview to confirm their prejudgement.
Primacy effect What candidates say at the beginning of interview, rather than later on,
strongly influence interviewers, and thus they make decisions on candidates within the
first few minutes of the interview.
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Duration of Centre (one day might be insufficient for more senior posts)
Location (reality or ideal surroundings and accessibility for candidates with
disabilities)
Numbers of candidates brought together (five may be too few for comfort under
observation and more than eight gives problems in sharing the assessed time)
Gender, age and ethnic mix (for their comfort and in line with organisational ethos)
and comparability of past experiences
Essential and desired skills or competencies should be matched to techniques and
tasks which can test them
Include a number of trained senior observers/selectors to ensure greater objectivity
through a range of views
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Validity and reliability the extent to which the recruitment and selection process
accurately predicts, and consistently measures, actual future job performance.
Fairness Extent to which any form of bias is introduced at any particular stage of
the recruitment and selection process.
Induction programmes
Induction Process of receiving and welcoming employees when they first join a
company and giving them the basic information they need to settle down quickly and
happily and start work. (Armstrong 1991)
Personality
Definition:
The psychological qualities that influence an individuals characteristic behaviour
patterns in a stable and distinctive manner. (Buchanan and Huczynski, 2004)
Stable characteristics which explain why a person behaves in a particular way (Mullins,
2005). Personality characteristics include:
Independence
Conscientiousness
Agreeableness
Self-control
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Type A Personality:
A combination of emotions and behaviours characterised by ambition, hostility,
impatience and a sense of constant time-pressure.
Type B Personality:
A combination of emotions and behaviours characterised by relaxation, low focus on
achievement and ability to take time to enjoy leisure.
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Credibility
Credibility means managers regularly communicate with employees about the company's
direction and plans - and solicit their ideas. It involves coordinating people and resources
efficiently and effectively, so that employees know how their work relates to the
company's goals. It's the integrity management brings to the business. To be credible,
words must be followed by action.
Respect
Respect involves providing employees with the equipment, resources, and training they
need to do their job. It means appreciating good work and extra effort. It includes
reaching out to employees and making them partners in the company's activities,
fostering a spirit of collaboration across departments and creating a work environment
that's safe and healthy. Respect means that work/life balance is a practice, not a slogan.
I.Vencatachellum/HR service sector/2008
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Fairness
At an organisation that's fair, economic success is shared equitably through compensation
and benefit programs. Everybody receives equitable opportunity for recognition.
Decisions on hiring and promotions are made impartially, and the workplace seeks to free
itself of discrimination, with clear processes for appealing and adjudicating disputes. To
be fair, you must be just.
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References
Armstrong, M. (1999), A Handbook of Human Resource Management Practice, London:
Kogan Page.
Buchanan, D. and Huczynski, A. (2004) Organizational behaviour; An introductory text,
Essex: Pearson Education Ltd.
Mullins, L. (2005) Management and organisational behaviour, Essex: Pearson Education
Ltd.
Thornhill, A., Lewis, P., Millmore, M. and Saunders, M. (2000), Managing Change: A
Human Resource Strategy approach, Harlow: Pearson Education.
Zeithaml, V.A and Bitner, M.J (1996), Services Marketing, London: Mc Graw-Hill.
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