PART I: STAFFING, THE ORGANISATION AND RECRUITMENT AND SELECTION

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1 CONTENTS LIST OF FIGURES AND TABLES LIST OF REVIEWERS AND CONTRIBUTORS ACKNOWLEDGEMENTS ABOUT THE AUTHORS PREFACE PART I: STAFFING, THE ORGANISATION AND RECRUITMENT AND SELECTION 1. CHAPTER 1: STAFFING, SYSTEMS AND STRATEGY 1.1. Chapter learning objectives 1.2. Introduction 1.3. Learning activities 1.4. Staffing 1.5. Recruitment Determining why the vacancy has occurred Is the job necessary and has approval been given to fill the vacancy? Has a budget been allocated to fund the recruitment and selection of new staff? Is there a clear link between the vacancy and the organisation s strategic direction and objectives? Should a person already with the organisation be appointed or should new staff be appointed from outside the organisation? Has the job been properly analysed? Are there any legal or union-based considerations to be addressed? Are there appropriate application forms? 1.6. Selection 1.7. Management philosophy 1.8. The role and scope of management 1.9. Personnel management (PM) Human resource management (HRM) Strategic human resource management (SHRM) People, performance, profit/outcome and corporate strategy link Resource maximisation strategies Investment in people and retention Traditional approaches to recruitment and selection Systems theory What is a system?

2 1.18. How systems work The application of systems theory to recruitment and selection Crowd sourcing Experiential learning opportunities Job sharing Leasing Outsourcing Promotion Redistribution of tasks and responsibilities Staff ambassadors The strategic approach What is strategic management? Aligning people and the organisation Sustainable staffing Organisational diagnostics The role of strategic staffing using a systems approach Summary Review questions Learning activities 2. CHAPTER 2: THE ORGANISATION 2.1. Chapter learning objectives 2.2. Introduction 2.3. The organisation 2.4. Organisation change and growth 2.5. Strategic options 2.6. Porter s generic strategies Focus strategies Cost leadership or cost minimisation strategies Differentiation strategies Implication of the choice of strategy 2.7. Culture 2.8. Structure 2.9. The environment The organisation & environment interface and links Maintaining or enhancing the reputation and image of the organisation Social responsibility and ethics Preferred employers Demographics VRIO: skill and knowledge analyses and gaps Value Rarity Imitability Organisation Succession

3 2.17. The interviewer(s) Summary Review questions Learning activities 3. CHAPTER 3: RECRUITMENT AND SELECTION PREPARATION Stanley Petzall 3.1. Chapter learning objectives 3.2. Job analysis 3.3. Job descriptions 3.4. Critique of job descriptions 3.5. Job analysis techniques Observation Interviews Questionnaires Diaries/logs 3.6. Job re-design opportunities Job simplification Job enlargement Job rotation Job enrichment 3.7. Competency profiling 3.8. Internal v external appointments Internal recruitment External recruitment 3.9. Non-traditional sources Advertising National or metropolitan daily newspapers Local suburban newspapers Specialist journals Radio and television AIDA The Internet Retention strategies Human capital theory Signalling theory Person-organisation fit Decision making The use and role of consultants Summary Review questions 4. CHAPTER 4: COMMUNICATION, BODY LANGUAGE, QUESTIONS AND INTERVIEWS Stanley Petzall 4.1. Chapter learning objectives

4 4.2. Communicating with potential applicants Cultural considerations Space Time 4.3. International recruitment and selection Ethnocentricity, polycentricity and geocentricity 4.4. Interviews The role and purpose of interviews Reliability and validity Types of interviews Group interviews Peer interviews Referral interviews Behavioural interviews Interview environment Preparation for interviews The interview process On-line hurdles and computer interviewing Body language and first impressions Questions and questioning techniques Active listening Legal considerations Criticisms of the interview process Competent interviewers Selection and training interviews Recruitment and selection of senior executives Insider/outsider theory 4.5. E-recruitment and selection Video resumes Skype and distance interviewing 4.6. Laws impacting upon staffing 4.7. Evaluation 4.8. Summary 4.9. Review questions 5. CHAPTER 5: AIDS FOR RECUITMENT AND SELECTION 5.1. Chapter learning objectives 5.2. Recruitment and selection aids 5.3. The role and purpose of testing Psychometrics Types of tests Cognitive/ability tests Graphology Situational judgment tests 5.4. Reliability and validity

5 Reliability Test-retest reliability Inter-rater reliability Parallel-test reliability Internal consistency 5.5. Validity Criterion-related validity Concurrent validity Predictive validity Other forms of validity 5.6. Situational testing Assessment centres Game theory, simulations and innovative selection tools 5.7. Social networking 5.8. Referrals from crowdsourcing and innovation management 5.9. Offers Psychological contracts Listing expectations Direct and indirect discrimination and their impact Fairness and equity Traditional and non-traditional reference checks (confirmation material) Probationary periods The exchange/negotiation perspective Interview preparation Summary Review questions Learning activities PART II: APPLICANTS AND CANDIDATES 6. CHAPTER 6: APPLICANTS AND RESUMES 6.1. Chapter learning objectives 6.2. Introduction 6.3. Candidates and applicants Does a candidate always know that he or she is a candidate? 6.4. Life experiences Undergraduate placements, consulting and internships Volunteering Cold calling Employability 6.5. Constructing the resume The cover letter 6.6. Preparing the résumé Curriculum Vitae (CV) or résumé

6 Which type of résumé to use Traditional résumé approaches Graduates and those with limited work experience The targeted résumé The hybrid résumé The inclusion of photographs Creative résumés False résumés Necessitated résumés Résumé hooks 6.7. Research on organisation & industry 6.8. Cultural differences 6.9. Summary Review questions Learning activities 7. CHAPTER 7: INTERVIEW PREPARATION 7.1. Chapter learning objectives 7.2. Introduction 7.3. Preparing for the interview 7.4. General interview preparation 7.5. The impact of pre-employment perceptions 7.6. Change of system status 7.7. Recruitment interviews 7.8. Selection interviews 7.9. Cognitive interviewing Commonly asked interview questions Job specific questions Preparing for specific interview types Questions to ask the interviewer Summary Review questions Learning activities 8. CHAPTER 8: FIRST IMPRESSIONS 8.1. Chapter learning objectives 8.2. Introduction 8.3. The first meeting 8.4. Expectancy 8.5. Perspective 8.6. Establishing a relationship 8.7. Trust 8.8. Power 8.9. Indicative behaviour

7 8.10. The 80/20 guide Eye contact Nervousness and observable behaviour Accents and colour Negotiations Applicant s perspective Interviewer s perspective Summary Review questions Learning activities PART III: JOINING TOGETHER: WHEN NEW EMPLOYEES COMMENCE AT A NEW ORGANISATION 9. CHAPTER 9: A NEW START 9.1. Chapter learning objectives 9.2. Introduction 9.3. Induction, Orientation and Onboarding 9.4. Orientation 9.5. The second part of the induction programme socialisation of new staff 9.6. Engagement Job characteristics Rewards and recognition Procedural justice Distributive justice Perceived organisational and supervisor support 9.7. Disengagement 9.8. Talent management systems 9.9. Individual career maps and succession Training & Development Multiple intelligences Learning Styles Retention and turnover Graduate programmes Summary Review questions Learning activities 10. CHAPTER 10: RECRUITMENT AND SELECTION COSTS Chapter learning objectives Introduction Talent acquisition and internal consulting Return on investment (ROI)

8 10.5. Expatriate Return on Investment (EROI) Full labour costs The costs of recruitment and selection The cost of morale The cost of employing staff with different educational backgrounds Staff separations The cost of getting it wrong The benefits of a talent development programme Human resource accounting (HRA) Creating a business case for talent acquisition Summary Review questions Learning activities 11. CHAPTER 11: CONTINUAL IMPROVEMENT: THE KAIZEN REQUIREMENT Chapter learning objectives Introduction List of expectations revisited Feedback loops Inputs Processes Those using the processes Other external and internal deterrents External deterrents Internal deterrents The transformation process Evaluating performance and fit Human resource information systems and talent management systems Continual improvement (Kaizen) The characteristics of Kaizen Types of Kaizen Management development Kaizen methodology Fixing it! Summary Review questions Learning activities 12. CHAPTER 12: EVALUATION Chapter learning objectives Introduction Evaluation Why evaluate? What is it hoped that the evaluation processes will achieve?

9 What will be evaluated? Analytic evaluation Intuitive evaluation Evaluating recruitment and selection Costing Summary Review questions REFERENCES APPENDICES A. RECRUITMENT AND SELECTION SUMMARY B. EFFECTIVE RECRUITMENT AND SELECTION C. STRATEGIES TO ACQUIRE AND RETAIN STAFF D. INTERVIEW GUIDE TEMPLATE E. QUESTION TYPES AND SEQUENCES F. REFERENCE CHECK TEMPLATE G. OUTLINE OF A TARGETED RESUME H. WHERE WE DEVELOP AND DISPLAY HUMAN CAPITAL I. RESUME WRITING WORKSHEET J. RESUME TYPES AND EXAMPLES K. PHONE INTERVIEW SCREENING TEMPLATE GLOSSARY INDEX

BERNARD O'MEARA University of Ballarat, Ballarat, Australia; Deakin University, Geelong, Victoria, Australia

THE HANDBOOK OF STRATEGIC RECRUITMENT AND SELECTION: A SYSTEMS APPROACH BY BERNARD O'MEARA University of Ballarat, Ballarat, Australia; Deakin University, Geelong, Victoria, Australia STANLEY PETZALL University