Scribd
Upload
97 views

Chapter 4 - Lecture Slides

This document provides an overview of employee resourcing, selection techniques, talent management, and employee exit. It discusses common recruitment and selection models including trial and error, matching attributes, and competency-based approaches. Selection techniques like interviews, psychological testing, and assessment centers are examined along with their limitations. The document also covers talent management, employee exit processes like voluntary departure, involuntary dismissal, and redundancy, and the HR role in organizational release.

Uploaded by

firas
Copyright
© © All Rights Reserved
Available Formats
Download as PPT, PDF, TXT or read online on Scribd
97 views

Chapter 4 - Lecture Slides

This document provides an overview of employee resourcing, selection techniques, talent management, and employee exit. It discusses common recruitment and selection models including trial and error, matching attributes, and competency-based approaches. Selection techniques like interviews, psychological testing, and assessment centers are examined along with their limitations. The document also covers talent management, employee exit processes like voluntary departure, involuntary dismissal, and redundancy, and the HR role in organizational release.

Uploaded by

firas
Copyright
© © All Rights Reserved
Available Formats
Download as PPT, PDF, TXT or read online on Scribd
You are on page 1/ 16

HRM for MBA Students

Lecture 4
Employee Resourcing
Learning objectives
• Understand the main models of recruitment
and selection.
• Have an awareness of the strengths and
limitations of the most common techniques
used in selection, and an appreciation of the
use of assessment centres.
• Have an appreciation of the issues involved in
managing the exit of employees from the
organisation.
• Have an understanding of the concept of
‘talent management’.
Possible models for recruitment
and selection
• trial or ‘try it and see’
• lottery
• quota
• ‘common-sense and experience’
• matching attributes (‘selection paradigm’)
• competency.
Frameworks for
personnel specifications
• Roger’s seven • Munro Fraser’s
point plan five- fold grading
– physical make up system
– attainments – impact on others
– general intelligence – qualifications or
– special aptitudes acquired knowledge
– interests – innate abilities
– disposition – motivation
– circumstances. – adjustment or
emotional balance.
Common selection techniques

• interview
• psychological testing
• assessment centres.
Limitations of interviews

Interviewers:
– pay too much attention to first
impressions
– tend to compare candidates to
stereotypes
– are prone to falling for ‘contrast effects’
– are liable to be influenced by ‘halo
effects’
– tend to make decisions very early in the
interview.
Psychological testing

• three main categories:


– intelligence tests
– ability and aptitude tests
– personality tests
• controversial (especially personality
assessment) but increasingly popular
• to be useful, tests must be properly
designed, administered and interpreted
• follow CIPD or British Psychological Society
guidelines.
Assessment centres

• use multiple assessment techniques


• observation by multiple observers
• trained assessors
• separation of observation and evaluation
• are particularly successful in evaluation of
management potential.
Effectiveness of selection
techniques
• no single method is simultaneously high on
validity, fairness and applicability and low on cost:
so trade-offs are needed
• biographical data is high on validity and
applicability and low on cost, but only moderate
on fairness.
• assessment centres, work samples and
biographical information score highest on validity,
whereas…
• interviewing is low on validity, moderate on
fairness, high on applicability and low on cost
• personality tests are moderate on validity, high on
fairness, low on applicability and moderate on cost
• assessment centres are high on validity, high on
fairness, low on applicability and high on cost.
Recruitment and selection in
practice
The CIPD (2009) recruitment, retention and
turnover survey found:
– the average recruitment cost of filling a
vacancy per employee was £4,000
(£6,125 including labour turnover costs)
– local newspapers and corporate websites
were most frequently used media
– interviewing based on the contents of a
CV or application form was still the most
frequently used selection method.
Talent management

Talent management combines the


traditional responsibilities of recruitment
and selection with development activities
which include ‘succession planning’.
Employee exit

• Voluntary
– taking a position elsewhere
– retirement on age grounds.
• Involuntary
– retirement on health grounds
– dismissal
– Redundancy.
Role of the HR function in
organisational release
• ensure that dismissal and redundancy
policies and practices comply with legal
requirements, codes of practice and
relevant company policies
• advise line managers on the approach to
adopt
• provide training to line mangers
• help communicate decisions to employees
and other stakeholders
• provide counselling and outplacement
services to the staff who will be affected.
Dismissal
• In most societies employees have some degree
of legal protection against unfair dismissal and
some means of legal redress.
• Dismissal is usually held to be ‘fair’ when the
employee acted in a way that constituted
misconduct.
• Employers must act reasonably and in
accordance with proper procedures.
• Actions of ‘gross misconduct’ such as theft, being
drunk or fighting at work might justify summary
(ie immediate) dismissal without any further
warning.
• Poor work performance on one occasion is very
unlikely to be reasonable grounds for dismissal.
Redundancy

• where employees are dismissed because


their jobs are no longer required by the
organisation
• most societies have legal requirements that
organisations must comply with, eg:
– giving employees adequate notice
– negotiating with, or at least consulting,
trade unions
– paying compensation to employees who
are made redundant.
Redundancy:
other managerial considerations
• ‘Survivors’ syndrome’: those who are not
made redundant fear they will be next to
go and may seek alternative employment
to avoid this.
• Selection criteria must be reasonable and
applied fairly.
• Last-in-first-out (LIFO) is fair and
reasonable, but may have detrimental
effect on the organisation’s
knowledge/skills base.

You might also like

pFad - Phonifier reborn

Pfad - The Proxy pFad of © 2024 Garber Painting. All rights reserved.

Note: This service is not intended for secure transactions such as banking, social media, email, or purchasing. Use at your own risk. We assume no liability whatsoever for broken pages.


Alternative Proxies:

Alternative Proxy

pFad Proxy

pFad v3 Proxy

pFad v4 Proxy