tema 7

T7Goals, importance and relations of personnel recruitment. 1.1. Activity and processes to provide the company with enough valid candidates for a job, that will allow to choose the most adequate one. Internal or External source. Planned or reactive (urgent) Attract and retain the most valuable. Responsibility of HR but decided by the business units.Relations and influences on recruitment: a) Strategic and HR management: Combines the Company’s strategy with HR and job’s planning processes. b) Job analysis: Provide information about the required profile and so, the capacities, skills, knowledge and aptitudes, for the job. c) Training and development.d) Compensation’s systems: Attract potential candidates. e) Career planning and monitoring: Only if the Company has a clear policy on internal recruitment. f) External environment: Work’s Demand and SupplyDifficulty, speed, cost, flexibility, salary levels, competence and retention. Recruitment Sources: 2.1. The correct identification of sources affects: Duration of the recruitment process. Cost of the recruitment process. Efficiency of the recruitment process: Number of candidates/ selected candidates/ admitted candidates.Vertical or horizontal recruitment: Horizontal recruitment Vertical recruitment HR Job Internal Planning Analysis recruit External Selection Job offer Orientation recruit Demotion Promotion Rotation Relocation Other s eparation substitution.Internal recruitment source: When the Company chooses to promote or to relocate employees: 2.3.1. Advantages: Mutual knowledge about the Company and the employee, reduces error, enhances employees long term loyalty and trust in the company, fosters motivation, optimizes training investment, increases internal competence and is cost effective.3. Internal recruitment source: 2.3.2. Disadvantages: Difficulty to find the right candidate within the organization, could create too much internal competence and conflict and diminish company’s ideas enrichment. Typically announced in the HR’ billboard: Equal opportunity, transparency, increases employees understanding about the job and allows the employee to take initiative. External recruitment source: 2.4.1. Advantages: Enriches company’s ideas and new perspectives and profits from other company’s investment in training. 2.4.2. Disadvantages: Longer and more expensive recruitment process, lesser safe than the internal recruitment, could rise employees frustration and could affect salary policy.. External recruitment source: 2.4.3. Most commonly used methods: 1. Candidate’s self initiative: Dropped Cv is included a in data base for an opportunity. 2. Employees referral: Safer and more trustful for both company and candidate. 3. Advertising: Widely used in printed media but more expensive. Possible segmentation 4. Employment agencies:Specialized in HR selection and recruitment. Public or private.Most commonly used methods: 4. Employment agencies: International “head hunting firms” select and recruit (employed or unemployed) according to client’s requests. Track successful people and charge 1/3 of recruit’s annual salary. 5. Temporary work companies: (ETT Spain) Ruled by each country’s laws, these firms temporally lend employees to other companies. Precariously dynamise market.6. Professional colleges and associations. 7. Education and practice institutions: In some countries strong ties between these and the companies. Some universities have their own career advisory services. 8. Radio and TV: Seldom used because are expensive and allow low retention. Army…9. The Internet: Made a dramatic positive influence due to 8 factors: 1. Wider reach and coverage. 2. Bigger information is content. 3. Lower costs 4. Even ground rules / equal opportunity for big, medium and small companies. 5. Lengthen ad presence: Up to 30 days! 6. Convenience access: 24/7/365 days! 7. Instant communication between company and candidates. 8. Attracts better candidates: Technology The Selection Process: 3.1. Selection’s Instruments: Although selection techniques may vary by countries, there are a wide range of techniques to evaluate candidate’s competences, personality, values and other relevant points. 3.1.1.Job Offer Forms: Also known as Curriculum Vitae (CV), is based in the principle that past experience, is a good predictor of future performance and behavior CV’s could have “weighted” values that are given to certain criteria, in order to do comparisons between different candidates. Additionally or even instead of the CV, candidates could also be asked to provide information about their preferences on divided working hours, night/weekend shifts, traveling or working abroad or alone. Even, question about activities made by the candidates while they were studying (temporary jobs, assignments,…), are asked. Although people usually don’t lie in their CV’s, they are more honest if they think that enquires could be made. This is recommended! Never ask about thinks that can’t be verified! Checking references: Verifying provided references is another way to get information about candidates. Most companies deny to verify references (?) There is a “trade off” between the company’s freedom to analyze different candidates and their individual rights for privacy. Hence, laws must be observed when checking references.Criteria to ensure valid and trustful information, if a company decides to verify references: 1. Ask if there is someone else that could give information about the candidate. 2. Ask to compare the candidate with other peers. 3. Contrast with others, mostly negative issues. 4. Be prudent when the source shows little affinity.. The selection interview: Extensively used, it is a good way to get factual information about the precedents but subjective when evaluating candidates. However, companies continue to use them to get information and to make decisions about the candidates. Why?: 1. Managers want to have “an impression” about the candidate. 2. Want to “sell” the job/company to the candidate.The selection interview: Why companies continue interviewing candidates: 3. Want to be challenged by candidate’s questions. It is important to use it in the most effective way: a) Using a professional agency that will select CV’s according to the job description and criteria. b) First interviewing the candidates without the company officials.Types of written tests: Could be classified into aptitude, achievement, preferences, interests and personality tests. 1. Aptitude tests: Measure the potential performance of a candidate (intelligence tests) 2. Psychokinetic tests: Evaluate the combination of mental and physical aptitudes3.Paper and pencil achievement tests: Less related to real working conditions as measure candidates theoretical knowledge (e.g.Measuring tennis playing) 4. Awareness tests: Often used in advertising (spontaneous and assisted recall tests) Used to check candidate’s awareness of actual issues. 5. Preferences and personality tests: Useful for selecting and deciding future candidate’s career.6. Interest tests: Help to find in which activity would better fit the candidate because his/her personal interests. Selection by competences: 4.1. Personal competence tests: Evaluate if the person is capable of making appropriate and sound decisions, by itself, as well as if is willing to make the effort to do so. 5 tests: a) Problem solving. b) Planning capacity. c) Occupation and duties. d) Self understanding. e) Selecting targets. Interpersonal competence tests: Evaluate social intelligence, such as Perceptions, Thoughts, Desires, Feelings, Emotions, Intentions, Mental stability, and reactions to other people and personal actions. 4.3.Achievement tests: Aimed to predict someone’s future performance, based on knowledge.