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Outline of session

Hire the right people


Human Resource Planning
Job Analysis
Recruitment and Selection
Personality
A great place to work

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Hire The Right People


1. Compete for the best people
An organisation needs to identify who the best people are and compete with other
organisations to hire them, e.g. addressing recruitment and selection as a marketing
activity.
2. Hire for service competencies and service inclination
Organisations need be conscientious in interviewing and screening to truly identify the
best people from the pool of candidates, i.e. service employees need two complementary
capacities service competencies and service inclination.
3. Be the preferred employer
To attract the best people, the organisation is to be known as the preferred employer in a
particular industry or in a particular location, e.g. treating employees as whole people and
addressing their personal as well as work needs.

Human Resource Planning


Definition
M.Armstrong (1991):
The systematic and continuing process of analysing an organisations human resource
needs under changing conditions and developing personnel policies appropriate to the
longer-term effectiveness of the organisation. It is an integral part of corporate planning
and budgeting procedures since human resource costs and forecasts both affect and are
affected by longer-term corporate plans.
McKenna and Beech (1995):
Human resource planning is concerned with matching the organisational demand for
quantity and quality of employees with the available supply links the management of
human resources to the organisations overall strategies for achieving its goals and
objectives.
Facets of HR Planning
1. Forecasting demand for human resources.
2. Evaluating supply of human resources Internal and external supply.
3. Utilisation of human resources in a cost-effective and efficient manner through
appropriate action plans.

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Demand for human resources


The number of staff required to match the organisations future needs, and the
composition of the workforce in terms of the necessary skills.
Some demand forecasting methods:
Managerial judgements Based on managers experience.
Ratio-trend analysis ratio of direct to indirect workers
Work study techniques time and motion study
Modelling computer software to simulate situations and develop various scenarios
Human resource supply
Evaluating the supply of labour.
It is made up of two parts:
1. Internal supply
Number of employees already employed by the organisation, compiled according to the
following key characteristics:

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.

Waste or staff turnover

Turnover index:
No. of leavers in a specified period (usually 1 year) x 100
Average no. of employees during the same period

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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

Type of employee required

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 human resource development plan

A recruitment and retention plan

A plan to achieve greater flexibility

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.

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Information required about a job:


Overall purpose reasons for existence of job and expected contribution from job holder.
Content nature and scope of the job in terms of the tasks, duties, and operations to be
performed.
Accountabilities results or outputs for which the job holder is answerable.
Performance criteria criteria, measures or indicators enabling an assessment to
determine the extent of the job being performed satisfactorily.
Competences knowledge, skills, abilities, personal qualities and degree of multi-skilling
required to attain an effective level of performance.
Responsibilities level of responsibility the job holder has to exercise, amount of
discretion in decision-making, complexity of problems to solve, quantity and value of
resources controlled, type and importance of interpersonal relations.
Organisational factors reporting relationships of job holder, i.e. to whom the job holder
reports and who reports to the job holder, as well as extent of involvement in teamwork.
Motivating factors feature of the job likely to motivate or demotivate job holders.
Developmental factors promotion and career prospects, and opportunity to build new
skills or expertise.
Environmental factors working conditions, health and safety issues, flexible hours,
mobility, and ergonomic factors related to design and use of equipment or work stations.
Job Analysis techniques
Main methods of data collection:
Interview obtain relevant facts about the job from the job holder and check the findings
with their managers or team leaders.
Observation studying job holder at work, compiling what they do, how they do it, and
how much time taken.
Self-description job holders analyse own jobs and prepare job descriptions
Questionnaires to be completed by job holders and approved by job holders manager
or team leader.
Check-lists and inventories a checklist of tasks where job holders tick only those
included in their jobs.
Diaries and logs Job holders analyse their jobs by keeping diaries or logs of activities
Hierarchical task analysis jobs or areas of work are broken down into hierarchical set of
tasks, sub-tasks and plans.
Job description
It is derived from job analysis, and provides basic information about the job under the
heading of the job title, reporting relationships, overall purpose and principal
accountabilities and tasks or duties.
It is mainly used for organisational, recruitment and contractual, job evaluation and
training purposes.

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Elements of a job description:


Job title indicates the function in which the job is carried out and the level of the job
within that function.
Reporting to job title of the manager or supervisor to whom the job holder is directly
responsible.
Reporting to Job holder job titles of all the posts directly reporting to the job holder.
Overall purpose describe concisely overall purpose of the job, conveying a broad
picture of the job, distinguishing it from other jobs, establishing the role of the job
holders and contributions to be made towards company, function and unit objectives.
Principal accountabilities or main tasks list of main activities or tasks to be carried out
with outputs to be achieved and for which the job holder will be held responsible for.
Factor analysis Taking key factors in a job, like knowledge and skills and
responsibility, and assessing the level at which they are present in the job.
Job specification
Also known as person specification, describes a process whereby the information
contained in the job description is used to assist in profiling the type of person capable of
successfully executing the tasks associated with the job.
Provides the qualities that job holders must possess in terms of physique, attainments,
general intelligence, special aptitudes, interests, disposition and special circumstances.

Competences/competencies
Qualifications and training
Experience
Specific demands
Organisational fit
Special requirements
Meeting candidate expectations

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Recruitment and Selection


Definition
McKenna and Beech (1995):
The planned way in which the organisation interfaces with the external supply of labour.
Recruitment is the process of attracting a pool of candidates for a vacant position, and
selection is the technique of choosing a new member of the organisation from the
available candidates.
Watson, ed. K.Sisson (1994):
Recruitment and selection are conceived as the processes by which organisations solicit,
contact and interest potential appointees, and then establish whether it would be
appropriate to appoint any of them.

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Strategic recruitment and selection, extracted from Thornhill, Lewis, Millmore and,
Saunders(2000), pg. 114

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Stages of Recruitment and Selection process


1. Defining requirements Using HRP, job analysis, job description and finally
devising a job specification from which advertisement for job vacancy will be built.
2. Attracting candidates pooling in potential candidates from various sources of
recruitment and deriving a shortlist for selection purposes.
3. Selecting candidates making use of different selection methods, the right candidate
is chosen and appointed, following which an induction or orientation programme is
held to conclude the process.
Sources of recruitment
1. Internal advertising for job vacancy within the internal labour market of the
organisation.
2. External advertising for job vacancy outside the organisation targeting the external
labour market.

Job centres
Recruitment agencies
Executive search agencies
Casual callers
Friends or relatives of existing employees
Schools, colleges, universities
Advertisements
Telephone hotlines
Open days
Internet

Which recruitment techniques should an organisation use?


Three types of source analysis can be used to assess effectiveness a recruitment technique
and thus help an organisation decide which recruitment techniques to use:
Yield analysis Examining recruitment methods on the number and quality of applicants
generated during the course of past recruitment exercises.
Time-lapse analysis Evaluate the length of time it took from the start of recruitment
process to the offer of the job. Important to undertake this analysis when considering the
speed with which a post needs be filled.
Cost per hire To what extent a recruitment method is expensive or cheap.

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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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Contrast effect - Assessment of a new candidate is affected by the performance of the


previous one.
Quota effect Interviewers might have to fill a number of successful candidates. Early
filling of quota would affect success of candidates interviewed later on, irrespective of
their relative performance to early ones.
Similar-to-me effect Interviewers prefer candidates with same biographical background
and attitudes to themselves.
Personal liking bias Irrespective of the candidates suitability for the job, non relevant
common ground influences positively interviewers judgements.
Physical cues - Candidates appearances carry hidden messages, e.g. intelligence =
wearing spectacles.
Ability to recall information Interviewers make decisions on fraction of information
provided, due to the difficulty in memorising the answer of candidates to their previous
questions when they are thinking about and putting in their next ones.
Dysfunctional aspects of selection interviews:

Untrained interviewers make subjective unsound judgements.

Jumping to conclusions early in the interview.

Individual biases - Halo and Horn effects.

Impression management tactics.

Consensus impossible panel of interviewers.

Improvement to selection interview:


Training programmes for interviewers.
Ensure interviewers attend exercise prepared.
Venue conducive to conducting interviews.
Provide interviewees with guidelines upon the interview process.
Use open-ended and job-related questions, reinforced by feedback.

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Provide interviewee with opportunity to ask questions at the end of formal


questioning.
Complement information from interview with other selection techniques.
Use panel (3-5 interviewers) rather than one-to-one interviews to reduce individual
interviewer bias.
Assessment Centre
Quick facts, CIPD, December 2000
Definition
Assessment centres assist the whole recruitment process by giving candidates experience
of a microcosm of the job while testing them on work-related activities as individuals and
in groups. Interviewers can assess existing performance and predict future job
performance.
Designing AC
A well designed AC with a variety of activities can reach 80% predictive validity in
assessing future performance.
Essential design criteria:

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

Feedback session for candidates with either an occupational psychologist or someone


trained to deliver professional feedback

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Criteria for choice of recruitment and selection processes


Issues to consider:

Validity and reliability the extent to which the recruitment and selection process
accurately predicts, and consistently measures, actual future job performance.

Cost-effectiveness how much financial resource an organisation is willing to invest


in the recruitment and selection process.

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

The big five


Openness intellectually curious, imaginative, novelty-seeking.
Conscientiousness dependable, prudent, methodical, striving.
Extraversion sociable, talkative, excitement-seeking, warm.
Agreeableness sympathetic, co-operative, trusting.
Neuroticism emotionally unstable, anxious, irritable, impulsive.

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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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Application in the workplace

Organisations regard personality as being of key significance in decision-making.

Personality is taken into consideration at the selection interview.

Personality is a powerful determinant of a managers effectiveness.

What Makes a Great Place to Work?


(Extracted from Great Place to Work Institute, http://greatplacetowork-europe.com)
Trust between managers and employees is the primary defining characteristic of the very
best workplaces.
Definition of a great place to work: A place where employees "trust the people they work
for, have pride in what they do, and enjoy the people they work with".
A great workplace is measured by the quality of the three, interconnected relationships
that exist there:

The relationship between employees and management.


The relationship between employees and their jobs/company.
The relationship between employees and other employees.

The Dimensions of a Great Place to Work


Trust is the essential ingredient for the primary workplace relationship between the
employee and the employer. According to the institutes model, trust is composed of
three dimensions: Credibility, Respect, and Fairness.

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.
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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.

Pride and Camaraderie


The final two dimensions of the Institute's model relate to workplace relationships
between employees and their jobs/company (Pride), and between the employee and other
employees (Camaraderie).
As companies become great, the division between management and labour fades. The
workplace becomes a community. Employees take pride in their job, their team, and their
company. They feel that they can be themselves at work. They celebrate the successes of
their peers and cooperate with others throughout the organisation. People take pleasure in
their work - and in the people they work with - in a deep and lasting way. They want to
stay around for their careers.

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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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