Employment and selection process by Arthur Marshall. By using these slides we get ideas for Employment and selection process with easy and fast method of recruitment.

1. Profession and Selection:
Choosing for the Job or the
Organization?
Module 13

2. Module Overview
Related people & organizations
The employment & choice process
Organization vs. job analysis
Person-job fit vs. person-organization fit
The lawful environment
Strategic problems in employment &
selection

3. Relation To The Frame
ORGANIZATIONAL CONTEXT
HR Choices
HR Roles Unilateral
(managerial
discretion)
Joint
(negotiated)
Imposed
(no choice)
Transactional
Managerial
Transformational
STRATEGIC OBJECTIVES

4. A Mutual Matching Process
Organization Individual
Job Requirements
Rewards
Qualifications
Motivation

5. Stages of the Recruitment &
Selection Process
Stages of The Recruitment and Selection Process
Stage 1 Stage 2 Stage 3 Stage 4 Stage 5
Organiz-
ation
Identify and
attract
applicants
Narrow pool
to minimally
qualified
applicants
Further
narrow pool
to those who
best fit the
job
Further
narrow pool
to those who
best fit job
and
organization
Decide
whom to
hire
Individual Identify and
attract
organiz-
ations
Narrow pool
to minimally
acceptable
organiz-
ations
Further
narrow pool
to those who
best fit with
needs/career
goals
Further
narrow pool
to those who
have
desirable
jobs and
desirable
cultures
Decide
which job
offer to
accept

6. Organization & Job Analysis
Process
Organization Analysis
Job Analysis
Recruitment Selection

7. Organization Analysis
Long- & short-term goals
Staffing needs
Nature of environment
Climate/culture

8. Job Analysis
Task
Job context
Knowledge
Skill
Ability
Other

9. Job Rewards
Extrinsic
Intrinsic

10. Person-Job Fit
MatchMatch
Overqualified
Underqualified

11. Person-Organization Fit
Personality
Goals
Values
Interpersonal skills

12. Recruiting Issues
Inner vs. external choosing sources
Recruiting chance & intensity
Recruitment message
Recruitment media

13. Applicant Pool Quality
Best
Worst
Applicant
Pool
“Best of the Best”
“Best of the Worst”
Applicant
Pool

14. Selection Steps
Get candidate KSAO & inspiration data
Assess person-job fit
Assess person-organization fit
Decide whom to hire
Make job offer(s)

15. Selection Methods
Initial Assessment
Methods
Substantive
Assessment Methods
Contingent
Assessment Methods
•Resumes & cover
letters
•Application blanks
•Biographical
information
•Reference reports
•Screening interviews
•Ability tests
•Personality tests
•Job knowledge tests
•Performance tests &
work samples
•Integrity tests
•Interviews
•Drug tests
•Medical exams

16. Selection Rules-Of-Thumb
Use several techniques
to get KSAOs.
Identify styles of
previous actions.
Simulate job
circumstances when
possible.

17. Evaluating Selection Methods
Reliability
Validity
Utility
Applicant reactions
Adverse impact

18. Features of a Useful
Choice Method
It is efficient.
It is legitimate.
Its advantages over-shadow its expenses.
Applicants react positively to it.
It does not display out a extraordinary
number of lawfully secured team members

19. Selection: Decision Making
Mixing information
compensatory
noncompensatory
Decision rules
top-down ranking
grouping
Job offers

20. Why Validate?
Lawful protection
Sound company choice making

21. The Half-Million Dollar
Investment
Cumulative Investment in One Employee’s Base Salary
Tenure (Years)
Starting
Salary 5 10 15 20 25 30
$15,000 77,284 160,541 250,232 346,855 450,945 563,080
$20,000 103,045 214,054 333,643 462,473 601,260
$25,000 128,807 267,568 417,053 578,092
$30,000 154,568 321,082 500,464
Note: a 1.5% annual cost-of-living increase is included in these figures

22. The Legal Environment
Government laws
State laws
Local laws
Executive orders
Agency guidelines

23. Prohibited Criteria
Race
Color
Religion
Sex
Nationwide origin
Age
Disability
Handicap
Ancestry

24. Two Types of Illegal
Discrimination
Different treatment
Disparate impact

25. Characteristics of Legal Selection
Practices
Job-related
essential job functions
business necessity
Standardized
content
administration
scoring

26. Two Major Strategic Issues
How can HR choice impact an
organization’s capability to come up with &
apply a effective company strategy?
Should an company “make” or “buy” its
required individual resources?

27. Three Approaches
Traditional
Staffing as technique implementation
Staffing as technique formation

28. Traditional Approach
Method a contextual feature
Hire for person-job fit
Select best individual for a particular job

29. Staffing as Strategy
Implementation
Recruiting assistance strategy
Hire for person-strategy fit
Select best individual with required abilities

30. Staffing as Strategy Formation
Recruiting is going to influence strategy
formation
Hire for person-organization fit
Hire people with unique or supporting
KSAOs

31. Make or Buy Human Resources?
Make
Hire trainable workers.
Buy
Hire properly qualified workers.
Make & buy
Buy properly qualified workers for critical
tasks.
Hire trainable workers for all other tasks.

32. Human Resource Flows
Upward
Lateral
Downward
Inflows Outflows

33. The Forest and the Trees