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

Transcription

1 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 of Ballarat, Ballarat, Australia; Deakin University, Geelong, Victoria, Australia United Kingdom - North America - Japan India - Malaysia - China

2 Contents List of Figures and Tables List of Reviewers and Contributors Acknowledgments About the Authors Preface xv xvii xix xxi xxiii PART I: STAFFING, THE ORGANISATION AND RECRUITMENT AND SELECTION Chapter 1. Staffing, Systems and Strategy Bernard O 'Meara Introduction Learning Activities Staffing Recruitment Determining Why the Vacancy has Occurred Is the Job Necessary and has Approval Been Given to Pill 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^ Strategie 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? 9

3 vi Contents 1.5. Selection Management Philosophy The Role and Scope of Management Personnel Management Human Resource Management Strategie Human Resource Management People, Performance, Profit/Outcome and Corporate Strategy Link Resource Maximisation Strategies Investing in People and Retention Traditional Approaches to Recruitment and Selection Systems Theory What is a System? How Systems Work The Application of Systems Theory to Recruitment and Selection Alternatives to Recruitment and Selection The Strategie Approach What is Strategie Management? Aligning People and the Organisation S ustainable Staffing Organisational Diagnostics The Role of Strategie Staffing Using a Systems Approach Summary Review Questions Learning Activities 34 Chapter 2. The Organisation Bernard O 'Meara Introduction The Organisation Organisation Change and Growth Strategie Options Porter's Generic Strategies Focus Strategies Cost Leadership or Cost Minimisation Strategies Differentiation Strategies Implication of the Choice of Strategy Culture Structure The Environment The Organisation & Environment Interface and Links Maintaining or Enhancing the Reputation and Image of the Organisation Social Responsibility and Ethics 52

4 Contents vii Preferred Employers Demographics VRIO, Skill and Knowledge Analyses and Gaps Succession The Interviewer(s) Summary Review Questions Learning Activities 64 Chapter 3. Recruitment and Selection Preparation Stanley Petzall JobAnalysis Job Descriptions Critique of Job Descriptions Job Analysis Techniques Job Redesign Opportunities Competency Profiling Internal Versus External Appointments Interna] Recruitment External Recruitment Non-Traditional Sources Advertising 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 100 Chapter 4. Communication, Interviews, Questions and Body Language Stanley Petzall Communicating with Potential Applicants Cultural Considerations International Recruitment and Selection Interviews The Role and Purpose of Interviews Reliability and Validity Types of Interviews Group Interviews 112

5 viii Contents Peer Interviews Referral Interviews Behavioural Interviews Interview Environment Preparation for Interviews The Interview Process Online 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 of Interviewers Recruitment and Selection of Senior Executives Insider/Outsider Theory E-Recruitment and Selection Video Resumes Skype and Distance Interviewing Laws Impacting Upon Staffing Evaluation Summary Review Questions 129 Chapter 5. Aids for Recruitment and Selection Bernard O'Meara Recruitment and Selection Aids The Role and Purpose oftesting Psychometrics Types of Tests Cognitive Capacity/Ability Tests Graphology Situational Judgment Tests Reliability and Validity Reliability Test-Retest Reliability Interrater Reliability Parallel-Test Reliability Internal Consistency Validity Criterion-Related Validity Concurrent Validity Predictive Validity Other Forms of Validity 145

6 Contents ix 5.5. Situational Testing Assessment Centres Game Theory, Simulations and Innovative Selection Tools Social Networking Referrals from Crowdsourcing and Innovation Management 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 Interviewer Preparation Summary Review Questions Learning Activities 166 PART II: APPLICANTS AND CANDIDATES Chapter 6. Applicants and Resumes Bernard O'Meara 7# 6.1. Introduction Candidates and Applicants Does a Candidate Always Know That He or She Is a Candidate? Life Experiences Undergraduate Placements, Consulting and Internships Volunteering Cold Galling Employability Constructing the Resume The Cover Letter Preparing the Resume CV or Resume Which Type of Resume to Use? Traditional Resume Approaches Graduates and Those with Limited Work Experience The Targeted Resume 7&f The Hybrid Resume 7&? The Inclusion of Photographs 190

7 x Contents Creative Resumes False Resumes Necessitated Resumes Resume Hooks Research on Organisation and Industry Cultural Differences Summary Review Questions Learning Activities 201 Chapter 7. Interview Preparation Bernard O'Meara Introduction Preparing for the Interview General Interview Preparation The Impact of Pre-Employment Perceptions 20& 7.5. Change of System Status Recruitment Interviews Selection Interviews Commonly Asked Interview Questions Job-Specific Questions Preparing for Specific Interview Types Questions to Ask to the Interviewer Summary Review Questions Learning Activities 229 Chapter 8. First Impressions Bernard O'Meara Introduction The First Meeting Expectancy Perspective Establishing a Relationship 2# 8.6. Trust Power Indicative Behaviour 24J 8.9. The 80/20 Guide Eye Contact 24g Nervousness and Observable Behaviour 24& Accents and Colour Negotiations Applicant's Perspective 253

8 Contents xi Interviewers Perspective Summary 2# Review Questions Learning Activities 2J7 PART III: JOINING TOGETHER: WHEN NEW EMPLOYEES COMMENCE AT A NEW ORGANISATION Chapter 9. A New Start Bernard O 'Meara 26/ 9.1. Introduction Induction, Orientation and Onboarding Orientation The Second Part of the Induction Programme Socialisation of New Staff Engagement Job Characteristics 27J Rewards and Recognition Procedural Justice Distributive Justice Perceived Organisational and Supervisor Support Disengagement 2f Talent Management Systems Individual Career Maps and Succession 2<W 9.8. Training and Development 2# Multiple Intelligences 2&? Learning Styles 2& Retention and Turnover Graduate Programmes 2gg Summary 2& Review Questions Learning Activities 29; Chapter 10. Recruitment and Selection Costs Bernard O'Meara Introduction Talent Acquisition and Internal Consulting Return on Investment Expatriate Return on Investment (EROI) Füll Labour Costs au The Costs of Recruitment and Selection The Cost of Morale 307

9 xii Contents The Cost of Employing Staff with Different Educational Backgrounds Staff Separations The Cost of Gelting 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 322 Chapter 11. Continual Improvement: The Kaizen Requirement Bernard O 'Meara Introduction List of Expectations Revisited Feedback Loops Inputs 32& Processes Those Using the Processes Other Externa! and Internal Deterrents Externa! Deterrents Internal Deterrents The Transformation Process Evaluating Performance and 'fit' Human Resource Information Systems and Talent Management Systems 33& Continual Improvement (Kaizen) The Characteristics of Kaizen Types of Kaizen Management Development Kaizen Methodology Fixing It! Summary Review Questions Learning Activities 3J7 Chapter 12. Evaluation and the Future Bernard O'Meara Introduction Evaluation WhyEvaluate? What is it Hoped That the Evaluation Processes Will Achieve? 357

10 Contents xiii What will be Evaluated? Analytic Evaluation Intuitive Evaluation Evaluating Recruitment and Selection Costings Summary Review Questions Learning Activities 377 References 379 Appendices 393 A. Recruitment & Selection Summary 393 B. Effective Strategie Recruitment & Selection 395 C. Strategies to Acquire and Retain Talent 395 D. Interview Guide 396 E. Question Types 408 F. Reference Check 409 G. Overview of a Targeted Resume 411 H. Where We Develop and Display Our Human Capital 413 I. Resume Writing Worksheet 414 J. Resume Types and Examples 415 K. Phone Screen 421 Glossary Index